This post is a collection of concise insights about organizational life. They're all original to me; they result from incidents in organizational life that I experienced myself, or which involved my clients. They aren't quotations, though it's certainly possible that others have made similar observations. Here they are, in no particular order.
- Including "Please" or "Thank you" is often helpful in everyday conversation. But in text or email, forgetting them can lead to utter disaster.
- Pronouns make everyday conversation easier. But in text or email they can create confusions that lead to delays, waste, and hurt feelings.
- We're always juggling big, important things along with trivial, nearly insignificant things. If you have to drop something, be certain you know which is which.
- Lack of sunlight can affect your mood and the moods of other living things.
- If you know that lack of sunlight affects your mood, take special care of yourself on cloudy days.
- When others strongly advocate for an action despite its obvious and severely negative consequences, consider the possibility that the obvious and severely negative consequences are the point.
- To the person questioned, a pointed question can feel like the beginning of an attack. Asking gentle, open-ended questions can often uncover the information you want with much less risk.
- Even though If you know that lack of sunlight
affects your mood, take special
care of yourself on cloudy daysorganizations aren't people, organizations can become addicted to harmful behaviors just like people can.
- Hoping for a miracle might get you the result you want, but miracles are rare. Instead of hoping for a miracle, search for a realistic plan you can believe in. Then, if the miracle happens, great.
- To successfully resolve the matter at hand, assume that you'll need to know something you don't know yet.
- Procrastination is the best way to eliminate options you could have used if you hadn't procrastinated.
- First reports of bad news are often wrong in their details, but we can handle that. What's more dangerous is what first reports leave out. Ask about what the first reports left out.
- We can compensate for one team member making a mistake. And we can compensate for most team members making that same mistake. But we can't compensate for mistakes nobody recognizes as mistakes. Value dissent and show that you value it.
- Sticking with what you know clutters the mind much like hoarding junk clutters the home. Make room for new ideas by decluttering your mind.
- When you hear an especially juicy bit of workplace gossip, know that: 1) It's probably wrong in important ways, 2) You're among the last to hear it, and 3) You were OK not knowing it. Move on.
- Thinking about the here and now in terms of what the future holds is not thinking about the here and now. It's thinking about the future.
- When a kind of organizational resource becomes scarce enough, it gets even scarcer because people begin to hoard it to use as barter for future deals.
- In a meeting, when everyone "goes quiet," they might not be just afraid to speak the truth. Some might also be afraid to hear the truth.
- Experience teaches us how to anticipate obstacles in the path to our goal. Inexperience lets us set out for that goal before we see the obstacles. Sometimes inexperience is an asset.
- When we divide responsibility for a task across several people, we increase the total effort required, because we've increased the need for those people to communicate with each other. Communication is part of the job.
- We're more likely to do something right if we do it together.
- People in constructive conflict focus on addressing the issues. People in destructive conflict focus on attacking each other.
- Humans live long beyond childbearing years, in part, because we need our elders to live long enough to teach us what we are slow to learn.
- Some difficult decisions are difficult because all our choices require us to let go of something we don't want to let go of.
You probably have a collection like this, but maybe it isn't written down. Something magical happens for me when I write them down. I tend to remember them when I need them. If you haven't written down your collection, try it. First in this series Top Next Issue
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More articles on Ethics at Work:
- You Have to Promise Not to Tell a Soul
- You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise
not to tell a soul," is the response. You promise. And there the trouble begins.
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
- Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and
in film and fiction thrillers involving government employees or attorneys. It also has relevance in
the knowledge workplace, and nuances associated with it can affect your credibility.
See also Ethics at Work and Workplace Politics for more related articles.
Forthcoming issues of Point Lookout
- Coming June 7: Toxic Disrupters: Tactics
- Some people tend to disrupt meetings. Their motives vary, but they use techniques drawn from a limited collection. Examples: they violate norms, demand attention, mess with the agenda, and sow distrust. Response begins with recognizing their tactics. Available here and by RSS on June 7.
- And on June 14: Pseudo-Collaborations
- Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.
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