Of the many obstacles to successful team collaborations, perfectionism and avoidance strike me as the most difficult to overcome or even control. At first thought they seem to be unrelated or even opposites of each other. But surprisingly, in some situations they're so closely tied together that we can justifiably regard them as two manifestations of the same dysfunction. Understanding their connection is most important when we're devising interventions. Let's consider how perfectionism and avoidance relate to each other using the planning activity to illustrate the connection.
"Analysis paralysis" is one of the best-known phrases identifying dysfunction associated with planning and analysis [McGlone 2000]. It captures the idea that a team has devoted so much time and effort to analyzing a task that it can no longer make significant progress toward its objective. The analysis activity has paralyzed the team, blocking forward progress.
Although that scenario undoubtedly does occur, the phrase "analysis paralysis" suggests that the inability to make progress is due to excessive planning and analysis. To solve the problem all we need do is stop planning, and to prevent the problem, all we need do is limit planning.
But consider this alternative explanation of analysis paralysis. Suppose the team is intimidated by the prospect of actually executing any plan that might attain the objective. One way to avoid what the team fears to undertake is to keep on planning and keep on analyzing — to keep perfecting the plan and perfecting the analysis. In this way, perfectionism provides a means of avoiding executing the plan, when the prospect of executing the plan — any plan — terrifies the team.
In this alternative "Analysis paralysis" is one of the
best-known phrases identifying
dysfunction associated with
planning and analysisscenario, it isn't the analysis that paralyzes. Rather it is the paralysis that leads to excessive analysis. We can observe analogous interlocking patterns between risk planning and risk aversion, and between aversion to conflict resolution and persistence of toxic conflict. (I must admit I haven't been able to devise rhymes for these other interlocking patterns.)
As a team member or as a manager interested in the team's success, distinguishing between cause and symptom is important when devising an intervention. For example, with analysis paralysis, suppose that the alternative explanation is valid, and the team is using analysis to avoid executing the plan. And suppose we devise an intervention that focuses on ending the extended analysis activity. Such an intervention will likely yield disappointing results, because bringing the planning to an orderly close will only compel the team to find another way to delay execution.
Whenever forward progress slows, perfectionism and avoidance are potential contributing factors. Deciding which of the two is more nearly causal is rarely easy. But considering all possibilities is a necessary preliminary to devising effective interventions. Top Next Issue
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More articles on Cognitive Biases at Work:
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- We all want to believe that we can rely on the good judgment of decision makers when they make decisions
that affect organizational performance. But they're human, and they are therefore subject to a cognitive
bias known as self-serving bias. Here's a look at what can happen.
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- Scope creep is depressingly familiar. Its anti-partner, spontaneous and stealthy scope contraction,
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- Historical Debates at Work
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and when, or who agreed to what and when. Here are suggestions for ending and preventing historical debates.
- Wishful Significance: II
- When we're beset by seemingly unresolvable problems, we sometimes conclude that "wishful thinking"
was the cause. Wishful thinking can result from errors in assessing the significance of our observations.
Here's a second group of causes of erroneous assessment of significance.
- Effects of Shared Information Bias: I
- Shared information bias is the tendency for group discussions to emphasize what everyone already knows.
It's widely believed to lead to bad decisions. But it can do much more damage than that.
Forthcoming issues of Point Lookout
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- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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- The Race to the South Pole: Ten Lessons for Project Managers
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. Lessons abound. Read more about this program.
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Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. 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.