Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 22, Issue 46;   November 23, 2022: Avoiding Speed Bumps: I

Avoiding Speed Bumps: I


Many of the difficulties we encounter while working together have few long-term effects. They just cause delays, confusion, and frustration. Eventually we sort things out, but there is a better way: avoid the speed bumps.
Speed bump and warning signs in Bloomington, Indiana, USA

Speed bump and warning signs in Bloomington, Indiana, USA. This particular speed bump is surrounded with warning signs. The speed bumps we encounter at work generally have no warning signs.

Photo (cc) Attribution-ShareAlike 3.0 Unported by Vitaly Barsov, courtesy Wikimedia.

Every day, and possibly many times each day, we encounter situations in which we can choose how we respond. Often, we make the choice that seems to lead to the shortest path to our preferred outcome. Unfortunately, many of these paths have obstacles along the way that become evident only when we encounter them. In analogy to driving a car or a scooter or a motorcycle, or riding a bicycle, we choose paths that have speed bumps. Speed bumps are most noticeable when we've already driven over them. Too late then for slowing down to do any good.

The good news is that many speed bumps are avoidable, with just a little care. This post is the beginning of a little catalog of choices that might lead to better outcomes if we watch for speed bumps.

Notify me either way
It's risky to arrange with others to notify you (by text or voice) if X occurs, or not to notify you if Y occurs. Instead, arrange for them to notify you either way.
One problem with no-notification-if-Y is that no notification is indistinguishable from other ways you could fail to be notified. For example, the notification text or email might not go through. Or your partner might have forgotten to tell you that X occurred. Or you might have forgotten to check your messages. Or a million other things.
Have your partner notify you either way. Much safer.
Make semi-permanent notes
Important but tiny bits of information come our way all day. We commit most of them to memory — call home, send that text to the Cleveland office, jump through this or that hoop, and so on. We commit them to memory, but our memory isn't always as good as we need it to be. We err so often that the phrases "fell through the cracks," and "dropped the ball," are familiar.
Instead of Speed bumps are most noticeable when
we've already driven over them. Too late
then for slowing down to do any good.
trying to remember these numerous tiny bits of information, write them down. Key them or voice them into the notes app on your smartphone if you're fast enough. If not, write them on actual paper with an actual pen. Although a written record is more reliable than memory, you can still commit them to memory if you like. I like spiral notebooks for this purpose — steno size at my desk, or small cards when I'm moving about.
Another advantage of committing this information to writing is that you're creating a record. You can review that record later if you need to, to resolve a mix-up, or to confirm that you did or didn't do something. And you can use the data to improve your personal process by learning to anticipate error-generating patterns that might otherwise escape notice.
Doing nothing, at least for now, is an often-overlooked choice. Letting the situation evolve by leaving space for others to act can change things enough to open new paths forward that you might not have recognized. Or worse, your own action might have obscured paths that would have been revealed if you had waited.
Waiting is an especially powerful move when you sense that the situation could evolve into something for which you have in mind a very workable response.
"I agree"
Use this simple statement to avoid several other troublesome approaches to expressing agreement. The troubled ones go something like, "Correct," or "That's right," or "True," or "100% correct." The problem with these ways of expressing agreement is that they do much more than express agreement. They also claim that in the context of the present discussion the speaker has authority to adjudicate Truth. They place the speaker in the position of evaluating the opinion of the speaker's partner. To the speaker's partner, this can feel like a usurpation of authority for the purpose of evaluating the personhood of others.
Sometimes we say, "Correct" to avoid the ambiguity of "Right," a word that we also use for direction, as in left/right. That's an example of the language causing us to make an innocent choice that has unfortunate consequences. Sigh.
A simple "I agree" will suffice.

These are four tactics that cost nothing or almost nothing. Yet they can produce dramatic savings. They have an enormous return on investment. More coming next time.  Next in this series Go to top Top  Next issue: Avoiding Speed Bumps: II  Next Issue

303 Secrets of Workplace PoliticsIs 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

Your comments are welcome

Would you like to see your comments posted here? rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Effective Communication at Work:

US President John Kennedy set a goal of a trip to the moonAchieving Goals: Inspiring Passion and Action
Achieving your goals requires both passion and action. Knowing when to emphasize passion and when to emphasize action are the keys to managing yourself, or others, toward achievement.
A black kite, a species of hawkEmbolalia and Stuff Like That: II
Continuing our exploration of embolalia — filler syllables, filler words, and filler phrases — let us examine the more complex forms. Some of them are so complex that they appear to be actual content, even when what they contain is little more than "um."
An actual bandwagon in a circus paradeCognitive Biases and Influence: I
The techniques of influence include inadvertent — and not-so-inadvertent — uses of cognitive biases. They are one way we lead each other to accept or decide things that rationality cannot support.
A man, standing, explaining something to a woman, seatedConversation Irritants: I
Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques.
A happy dogMore Things I've Learned Along the Way: IV
When I gain an important insight, or when I learn a lesson, I write it down. Here's Part IV from my personal collection. Example: When it comes to disputes and confusion, one person is enough.

See also Effective Communication at Work and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Vulture getting ready to strike a dying prey, KenyaComing March 29: Time Slot Recycling: The Risks
When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.
Bust of Aristotle. Marble. Roman copy after a Greek bronze originalAnd on April 5: The Fallacy of Division
Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.