Archive of Point Lookout for 2011

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Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

This page has links to articles from 2011. For other years:

December 28, 2011

How to Reject Expert Opinion: I

When groups of decision makers confront complex problems, they sometimes choose not to consult experts or to reject their advice. How do groups come to make these choices?

December 21, 2011

When Your Boss Conveys Misinformation

When your boss misspeaks — innocently, as opposed to deviously — what should you do? Corrections are not always welcome, but failing to offer corrections can be equally dangerous. How can you tell what to do?

December 14, 2011

When Change Is Hard: II

When organizational change is difficult, we sometimes blame poor leadership or "resistance." But even when we believe we have good leadership and the most cooperative populations, we can still encounter trouble. Why is change so hard so often?

December 7, 2011

When Change Is Hard: I

Sometimes changing organizations goes smoothly. More often, it doesn't. Whatever methodology we use — and there are many methodologies available — difficulties can arise. When change is hard, what's happening? What makes change hard?

November 30, 2011

Confirmation Bias: Workplace Consequences: II

We continue our exploration of confirmation bias. In this Part II, we explore its effects in management processes.

November 23, 2011

Confirmation Bias: Workplace Consequences: I

We continue our exploration of confirmation bias, paying special attention to the consequences it causes in the workplace. In this part, we explore its effects on our thinking.

November 16, 2011

I've Been Right All Along

As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when this is happening?

November 9, 2011

Good Change, Bad Change: II

When we distinguish good change from bad, we often get it wrong: we favor things that would harm us, and shun things that would help. When we do get it wrong, we're sometimes misled by social factors.

November 2, 2011

Good Change, Bad Change: I

Change is all around. Some changes are welcome and some not, but when we distinguish good change from bad, we often get it wrong. Why?

October 26, 2011

Decisions: How Looping Back Helps

Group decision making often proceeds through a series of steps including forming a list of options, researching them, ranking them, reducing them, and finally selecting one. Often, this linear approach yields disappointing results. Why?

October 19, 2011

How to Stop Being Overworked: II

Although many of us are overloaded as a result of our own choices, some are overloaded by abusive supervisors. If you find yourself in that situation, what can you do?

October 12, 2011

How to Stop Being Overworked: I

If you feel overworked, you probably are. Here are some tactics for those who want to bring an end to it, or at least, lighten the load.

October 5, 2011

How Did I Come to Be So Overworked?

You're good at your job, but there's just too much of it, and it keeps on coming. Your boss doesn't seem to realize how much work you do. How does this happen?

September 28, 2011

The Reification Error and Performance Management

Just as real concrete objects have attributes, so do abstract concepts, or constructs. But attempting to measure the attributes of constructs as if they were the attributes of real objects is an example of the reification error. In performance management, committing this error leads to unexpected and unwanted results.

September 21, 2011

Telephonic Deceptions: II

Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in the rest of life. But the technologies of the modern workplace offer new opportunities to practice the art. Here's Part II of a handy guide for telephonic self-defense.

September 14, 2011

Telephonic Deceptions: I

People have been deceiving each other at work since the invention of work. Nowadays, with telephones ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic self-defense.

September 7, 2011

Inappropriate Levels of Regard

The regard we have for others as people is sometimes influenced by the regard we have for the work they do. Confusing the two is a dangerous error.

August 31, 2011

Is the Question "How?" or "Whether?"

In group decision making, tension sometimes develops between those who favor commitment to the opportunity at hand, and those who repeatedly ask, "If we do that, how will we do it?" Why does this happen?

August 24, 2011

New Ideas: Experimentation

In collaborative problem solving, teams sometimes perform experiments to help choose a solution. These experiments sometimes lead to trouble. What are the troubles and how can we avoid them?

August 17, 2011

New Ideas: Judging

When groups work together to solve problems, they eventually evaluate the ideas they generate. They sometimes reject perfectly good ideas, while accepting some really boneheaded ones. How can we judge new ideas more effectively?

August 10, 2011

New Ideas: Generation

When groups work together to solve problems, they employ three processes repeatedly: they generate ideas, they judge those ideas, and they experiment with those ideas. We first examine idea generation.

August 3, 2011

Kinds of Organizational Authority: the Informal

Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.

July 27, 2011

Kinds of Organizational Authority: the Formal

A clear understanding of Power, Authority, and Influence depends on familiarity with the kinds of authority found in organizations. Here's Part I of a little catalog of authority classes.

July 20, 2011

Self-Serving Bias in Organizations

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.

July 13, 2011

Power, Authority, and Influence: A Systems View

Power, Authority, and Influence are often understood as personal attributes. To fully grasp how they function in organizations, we must adopt a systems view.

July 6, 2011

You Might Be Stressed If…

A little stress once in a while keeps us sharp, but chronic intense stress shortens lives. Stress can build gradually, out of our awareness. Here are some indicators of chronic intense stress.

June 29, 2011

The Deck Chairs of the Titanic: Strategy

Much of what we call work is about as effective and relevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors related to strategy.

June 22, 2011

The Deck Chairs of the Titanic: Task Duration

Much of what we call work is as futile and irrelevant as rearranging the deck chairs of the Titanic. We continue our exploration of futile and irrelevant work, this time emphasizing behaviors that extend task duration.

June 15, 2011

The Deck Chairs of the <em>Titanic</em>: Obvious Waste

Among the most futile and irrelevant actions ever taken in crisis is rearranging the deck chairs of the Titanic, which, of course, never actually happened. But in the workplace, we engage in activities just as futile and irrelevant, often outside our awareness. Recognition is the first step to prevention.

June 8, 2011

Workplace Bullying and Workplace Conflict: II

Of the tools we use to address toxic conflict, many are ineffective for ending bullying. Here's a review of some of the tools that don't work well and why.

June 1, 2011

Workplace Bullying and Workplace Conflict: I

Bullying is unlike other forms of toxic conflict. That's why the tools we use to address toxic conflict simply do not work for bullying. In this Part I, we contrast bullying and ordinary toxic conflict.

May 25, 2011

Mitigating Risk Resistance Risk

Project managers are responsible for managing risks, but they're often stymied by insufficient resources. Here's a proposal for making risk management more effective at an organizational scale.

May 18, 2011

How to Create Distrust

A trusting environment is critical to high performance. That's why it's important to recognize behaviors that erode trust in others. Here's a little catalog of methods people use — intentionally or not — to create distrust.

May 11, 2011

Guidelines for Sharing "Resources"

Often, team members belong to several different teams. The leaders of teams whose members have divided responsibilities must sometimes contend with each other for the efforts and energies of the people they share. Here are some suggestions for sharing people effectively.

May 4, 2011

How Targets of Bullies Can Use OODA: II

To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not sufficient — someone must make the bully stop. That's why counterattack is much more likely to work.

April 27, 2011

How Targets of Bullies Can Use OODA: I

Most targets of bullies just want the bullying to stop, but most bullies don't stop unless they fear for their own welfare if they continue the bullying. To end the bullying, targets must turn the tables.

April 20, 2011

How Workplace Bullies Use OODA: II

Workplace bullies who succeed in carrying on their activities over a long period of time are intuitive users of Boyd's OODA model. Here's Part II of an exploration of how bullies use the model.

April 13, 2011

How Workplace Bullies Use OODA: I

Workplace bullies who succeed in carrying on their activities over a long period of time rely on more than mere intimidation to escape prosecution. They proactively shape their environments to make them safe for bullying. The OODA model gives us insights into how they accomplish this.

April 6, 2011

OODA at Work

OODA is a model of decision making that's especially useful in rapidly evolving environments, such as combat, marketing, politics, and emergency management. Here's a brief overview.

March 30, 2011

Indicators of Lock-In: II

When a group of decision makers "locks in" on a choice, they can persist in that course even when others have concluded that the choice is folly. Here's Part II of a set of indicators of lock-in.

March 23, 2011

Indicators of Lock-In: I

In group decision making, lock-in occurs when the group persists in adhering to its chosen course even though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What are some common indicators of lock-in?

March 16, 2011

Personnel-Sensitive Risks: II

Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?

March 9, 2011

Rope-A-Dope in Organizational Politics

Mohammed Ali's strategy of "rope-a-dope" has wide application. Here's an example of applying it to workplace politics at the organizational scale.

March 2, 2011

Publish an Internal Newsletter

If you're responsible for an organizational effort with many stakeholders, communicating with them is important to success. Publishing an internal newsletter is a great way to keep them informed.

February 23, 2011

Personnel-Sensitive Risks: I

Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can harm the enterprise or its people. Since most risk management plans are available to a broad internal audience, personnel-sensitive risks cannot be managed in the customary way. Why not?

February 16, 2011

Finding the Third Way

When a team is divided, and agreement seems out of reach, attempts to resolve the conflict usually focus on the differences between the contrasting positions. Focusing instead on their similarities can be a productive technique for reaching agreement.

February 9, 2011

How Pet Projects Get Resources: Cleverness

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?

February 2, 2011

How Pet Projects Get Resources: Abuse

Pet projects thrive in many organizations — even those that are supposedly "lean and mean." Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?

January 26, 2011

Why There Are Pet Projects

Pet projects are common in organizations, including organizations with healthy and mature planning processes. They usually consume resources at levels beyond what the organization intends, which raises the question of their genesis: Where do pet projects come from?

January 19, 2011

The Focusing Illusion in Organizations

The judgments we make at work, like the judgments we make elsewhere in life, are subject to human fallibility in the form of cognitive biases. One of these is the Focusing Illusion. Here are some examples to watch for.

January 12, 2011

Why Do Business Fads Form?

The rise of a business fad is due to the actions of both its advocates and adopters. Understanding the interplay between them is essential for successful resistance.

January 5, 2011

Some Hidden Costs of Business Fads

Adopting business fads is an expensive organizational pattern, with costs that extend beyond what can be measured by the chart of accounts most organizations use. Here are some examples of the hidden costs of business fads.