Revising work we've already completed should be easier than doing it the first time, because we know so much more about it. But many have trouble getting motivated to actually make the revisions. They resent rework. They regard it as frustrating, boring, or beneath them. If you're one of these, you might hear things in your head like, "I don't have the patience for this," or, "I'm a trail blazer, not a trail maintainer," or "Not again," or "Time for a coffee break." But unless we can give rework the best of ourselves, what we created can never be the best we can do. How can we generate a desire to do revisions well?
For situations like these, instead of creating the desire, what might work better is removing the revulsion. That is, find ways to remove or alter any perception that makes the work of revising repellent. In the examples that follow, I'll pretend that I'm advising the person making the revisions, and I'll refer to the people providing feedback and requesting revisions as reviewers.
Here's Part I, focusing on workplace politics.
- They're making me redo this just to demonstrate their power
- The signature of this scenario is the utter triviality of the requested changes, which arrive in a staccato stream faster than they can be fulfilled. One trap here is assuming that when a revision request arrives, it's the last one, and so the time has come to prepare a final draft. Frustration sets in when you're about to deliver that draft, and a new revision request arrives, possibly contradicting an earlier request.
- Turn the tables on the power game by avoiding responding to requests one by one. Let time pass, and accumulate several revision requests into each revision. If the reviewer complains about the slow pace of your responses, explain that you're packaging them, and suggest that things will speed up if the reviewer can notify you when a package of requests is complete, to enable you to start implementing revisions. This tactic might move the interaction in the direction of joint problem solving, which might resolve the power game.
- To revise would be to concede to a political rival
- When a political When a political rival is driving
the demand for revisions, confusion
between the work and the self can
dominate the situationrival is driving the demand for revisions, confusion between the work and the self can dominate the situation. It's easy to make the mistake of experiencing the requests for changes as personal attacks.
- Here the politics is probably the real issue. A political concession need not be a defeat — it can be the wisest available option. At an opportune time — possibly later — address the politics politically. Meanwhile, resenting the revising won't help. Do a superior job of revising.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- Devious Political Tactics: Divide and Conquer, Part II
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of
- Breaking the Rules
- Many outstanding advances are due to those who broke rules to get things done. And some of those who
break rules get fired or disciplined. When is rule breaking a useful tactic?
- The Risky Role of Hands-On Project Manager
- The hands-on project manager manages the project and performs some of the work, too. There are lots
of excellent hands-on project managers, but the job is inherently risky, and it's loaded with potential
conflicts of interest.
- Stalking the Elephant in the Room: II
- When everyone is thinking something that no one dares discuss, we say that there is "an elephant
in the room." Free-ranging elephants are expensive and dangerous to both the organization and its
people. Here's Part II of a catalog of indicators that elephants are about.
- Staying in Abilene
- A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort
that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens
when groups fail even to consider changing something that everyone would agree needs changing.
Forthcoming issues of Point Lookout
- Coming July 18: High Falutin' Goofy Talk: III
- Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
- And on July 25: Exploiting Functional Fixedness: II
- A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.