Archive of Point Lookout for 2021

Here are links to all previous issues of Point Lookout, a weekly email newsletter. Bookmark this page. Or browse the Point Lookout archive by topic. Subscribe now.

Coming May 19: Pre-Decision Discussions: Reasoning

When we meet to resolve issues related to upcoming decisions, we sometimes rely on reasoning to help find solutions. Contributions to these discussions generally use mixtures of deductive, inductive, and abductive reasoning. How do they differ, and what are their strengths and risks? Available here and by RSS on May 19.

And on May 26: Even "Isolated Incidents" Can Be Bullying

Many organizations have anti-bullying policies that address only repeated patterns of interpersonal aggression. Such definitions expose the organization and its people to the harmful effects of "isolated incidents" of interpersonal aggression, because even isolated incidents can be bullying. Available here and by RSS on May 26.

This page has links to articles from 2021. For other years:

May 12, 2021

Pre-Decision Discussions: Emotions

Some meeting agendas include exploring issues related to upcoming decisions. Although we believe that these discussions lead to rational decisions, some contributions evoke possibly misleading emotional responses. Here are five examples.

May 5, 2021

Pre-Decision Discussions: Facts

The purpose of some meetings is reaching decisions. Because decision-making can be difficult, familiarity with the forms of contributions that can occur in such discussions is helpful. Their connection to facts is critical.

April 28, 2021

The Self-Explanation Effect

In the learning context, self-explanation is the act of explaining to oneself what one is learning. Self-explanation has been shown to increase the rate of acquiring mastery. The mystery is why we don't structure knowledge work to exploit this phenomenon.

April 21, 2021

Choice-Supportive Bias

Choice-supportive bias is a cognitive bias that causes us to assess our past choices as more fitting than they actually were. The erroneous judgments it produces can be especially costly to organizations interested in improving decision processes.

April 14, 2021

What Micromanaging Is and Isn't

Micromanaging is a dysfunctional pattern of management behavior, involving interference in the work others are supposedly doing. Confusion about what it is and what it isn't makes effective response difficult.

April 7, 2021

Some Perils of Reverse Scheduling

Especially when time is tight, project sponsors sometimes ask their project managers to produce "reverse schedules." They want to know what would have to be done by when to complete their projects "on time." It's a risky process that produces aggressive schedules.

March 31, 2021

Way Too Much to Do

You're good at your job — when you have enough time to do it. The problem is that so much comes your way that you can't possibly attend to it all. Some things inevitably are missed or get short shrift. If you don't change something soon, trouble is sure to arrive.

March 24, 2021

Learning-Averse Organizations

A learning-averse organization is one that seems constitutionally unwilling, if not unable, to learn new and better ways of conducting its operations. Given the rapid pace of change in modern markets, one wonders how they survive. Here's how.

March 17, 2021

Facts, Opinions, Estimates, and Desires

One reason why resource allocation debates can become so difficult is confusion about the differences among facts, opinions, estimates, and desires. Clarifying their differences can reduce the length and intensity of resource allocation debates.

March 10, 2021

On Repeatable Blunders

When organizations make mistakes, they sometimes acknowledge them and learn how to avoid repeating them. And sometimes they conceal them or even deny they happened. When they conceal mistakes or deny they occurred, repetition is more likely.

March 3, 2021

Risk Acceptance: One Path

When a project team decides to accept a risk, and when their project eventually experiences that risk, a natural question arises: What were they thinking? Cognitive biases, other psychological phenomena, and organizational dysfunction all can play roles.

February 24, 2021

Risk Acceptance: Naïve Realism

When we suddenly notice a "project-killer" risk that hasn't yet materialized, we sometimes accept the risk even though we know how seriously it threatens the effort. A psychological phenomenon known as naïve realism plays a role in this behavior.

February 17, 2021

Remote Hires: Inquiry

When knowledge workers join organizations as remote hires, they must learn what's expected of them and how it fits with what everyone else is doing. This can be difficult when everyone is remote. A systematic knowledge-based inquiry procedure can help.

February 10, 2021

Remote Hires: Communications

When knowledge-oriented organizations hire remote workers, success is limited by the communications facilities they provide. Remote hires need phones, computers, email, text, video, calendars, and more. Communications infrastructure drives productivity.

February 3, 2021

Cost Concerns: Scale

When we consider the costs of problem solutions too early in the problem-solving process, the results of comparing alternatives might be unreliable. Deferring cost concerns until we fully understand the problem can yield more options and better decisions.

January 27, 2021

Cost Concerns: Comparisons

When we assess the costs of different options for solving a problem, we must take care not to commit a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for error is comparing the costs of two options.

January 20, 2021

Anticipating Absence: Quarantine and Isolation

When the pandemic compels some knowledge workers to quarantine or isolate, we tend to treat them as if they were totally unavailable. But if they're willing and able to work, even part-time, they might be able to continue to contribute. To make this happen, work out conditions in advance.

January 13, 2021

Virtual Interviews: II

The pandemic has made face-to-face job interviews less important. And so we must now also master virtual interviews, and that requires understanding the effects of the attendance list, video presence, and the technologies of staging, lighting, and makeup.

January 6, 2021

Virtual Interviews: I

The pandemic has made face-to-face job interviews less important. Although understanding the psychology of virtual interviews helps both interviewers and candidates, candidates would do well to use the virtual interview to demonstrate video presence.