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:
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- When pet projects thrive in an organization, they sometimes depend on the clever tactics of those who
nurture them to secure resources despite conflict with organizational priorities. How does this happen?
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- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
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- The Utility Pole Anti-Pattern: I
- Organizational processes can get so complicated that nobody actually knows how they work. If getting
something done takes too long, the organization can't lead its markets, or even catch up to the leaders.
Why does this happen?
- The Opposite of Influence
- The question of why some people are so influential has a partner question: why are others largely ignored,
or opposed, even when their contributions are valuable?
- Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions
that compromise organizational missions. In this part of the series we examine the effects of constant
demands for attention and admiration.
Forthcoming issues of Point Lookout
- Coming August 21: Perfectionism and Avoidance
- Avoiding tasks we regard as unpleasant, boring, or intimidating is a pattern known as procrastination. Perfectionism is another pattern. The interplay between the two makes intervention a bit tricky. Available here and by RSS on August 21.
- And on August 28: Playing at Work
- Eight hours a day — usually more — of meetings, phone calls, reading and writing email and text messages, briefing others or being briefed, is enough to drive anyone around the bend. To re-energize, to clarify one's perspective, and to restore creative capacity, play is essential. Play at work, I mean. Available here and by RSS on August 28.
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- 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. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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