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- Advanced Project Management
- Agile Politics Clinic
- High-Voltage Brainstorming: Leading Teams to More Brilliant Ideas Faster
- Bullet Points: Mastery or Madness?
- Changing How We Change: The Essence of Agility
- Cognitive Biases and Workplace Decision-Making
- Person-to-Person Communications: Models and Applications
- In Person-to-Person Communications Quality Really Pays Off
- Conflict Resolution Skills for Leaders
- Decision-Making for Team Leaders
- "Make It So" and Other Styles of Delegation: How to master the art of delegation
- Dealing with Devious Political Tactics While Preserving Your Integrity
- Team Communication in Enterprise Emergencies
- Customized Executive Team-Building
- Managing in Fluid Environments
- Great Teams Workshop
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- Workshops and Seminars
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- Forty-Nine Insights for Leading Projects
- Strategies for Leading Teams in Hard Times
- Leading Virtual Teams for Real Results
- Survive or Thrive? Managing Projects During Pandemics
- Ordering Prepared Programs
- Organizational Politics for People Who Hate Politics
- The Organizational Politics of Risk Management
- Person-to-Person Communications for Project Managers
- Workplace Politics Clinic
- The Politics of Meetings for People Who Hate Politics
- The Power Affect: How We Express Our Personal Power
- The Race to the South Pole: Ten Lessons for Project Managers
- The Race to the South Pole: The Power of Agile Development
- The Race to the South Pole: Lessons in Leadership
- The Race to the South Pole: The Organizational Politics of Risk Management
- The Race to the South Pole: Lessons in Risk Management for Leaders
- How to Say No to Power
- The Psychology and Politics of Project Scope Risk
- Spreadsheet Models for Managers Workshop
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- Sudoku Solutions, INK: A Simulation of a Project-Oriented Organization
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Essays
- Teamwork
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- Conflict: Manage It or Manage Our Response to It?
- Crisis or Emergency?
- The True Costs of Cubicles
- Emailstorming
- Organizational Feuds
- Organizational Firefighting
- When Is Change for a Dollar Only 82 Cents?
- What to Do About Organizational Procrastination
- Maslow's Hierarchy of Needs for Project Organizations
- Metaphors and Their Abuses
- The Blaming Organizational Coping Pattern
- The Congruent Organizational Coping Pattern
- The Infatuated Organizational Coping Pattern
- The Irrelevant Organizational Coping Pattern
- The Loving-Hating Organizational Coping Pattern
- The Narcissistic Organizational Coping Pattern
- Organizational Coping Patterns
- The Placating Organizational Coping Pattern
- The Superreasonable Organizational Coping Pattern
- Nine Project Management Fallacies
- Why Complex Technology Projects Are Usually Late
- Project Time
- Saying No: A Tutorial for Project Managers
- A Checklist for Reviews and Inspections of Spreadsheets
- Reviews and Inspections of Spreadsheets
- What Software Quality Professionals Can Offer to Senior Management
- Workplace Taboos and Change
- Managing Technical Emergency Teams
- Ten Project Haiku
- Fifteen Tips for Change Agents
- The True Value of Unworkable Ideas
- What Do You Do When You're Stuck?
- Who's Doing Your Job?
Archives of Point Lookout
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Back issues of Point Lookout
- When Your Supervisor Is Disciplined
- White Water Rafting as a Metaphor for Group Development
- Evaluability Bias
- Beating the Layoffs: II
- Beating the Layoffs: I
- Layoff Warning Signs: II
- Layoff Warning Signs: I
- Project Procrastination
- When Retrospectives Turn into Blamefests: III
- When Retrospectives Turn into Blamefests: II
- When Retrospectives Turn into Blamefests: I
- On Delegating Accountability: II
- On Delegating Accountability: I
- Additive bias…or Not: II
- Additive Bias…or Not: I
- Rescheduling: the Politics of Choice
- Rescheduling: The Paradox of Politics
- The Reactive Rescheduling Cycle
- Rescheduling: Project Factors
- Rescheduling Collaborative Work
- Should I Write or Should I Call?
- Antipatterns for Time-Constrained Communication: III
- Antipatterns for Time-Constrained Communication: II
- Antipatterns for Time-Constrained Communication: I
- How to Answer When You Don't Know How to Answer
- Managing Dunning-Kruger Risk
- Recapping Factioned Meetings
- Allocating Action Items
- Top Ten Ways to Make Meetings More Effective
- On Anticipating Consequences
- Six More Insights About Workplace Bullying
- Checklists: Conventional or Auditable
- Red Team Reviews of Uphill Briefings
- Briefing Uphill
- Responses to Outrageous Demands
- Improvement Bias
- I Don't Know Where to Begin
- On Miscommunication
- Six Traps in Email or Text: II
- Six Traps in Email or Text: I
- Contrary Indicators of Psychological Safety: III
- Contrary Indicators of Psychological Safety: II
- Contrary Indicators of Psychological Safety: I
- Off-Putting and Conversational Narcissism at Work: III
- Off-Putting and Conversational Narcissism at Work: II
- Off-Putting and Conversational Narcissism at Work: I
- Exhibitionism and Conversational Narcissism at Work: II
- Asymmetric Group Debate
- Exhibitionism and Conversational Narcissism at Work: I
- Exploitation and Conversational Narcissism at Work: II
- Exploitation and Conversational Narcissism at Work: I
- Self-Importance and Conversational Narcissism at Work: II
- Self-Importance and Conversational Narcissism at Work: I
- On Working Breaks in Meetings
- Personal Boundaries at Work
- Subject Lines for Intra-Team Messages
- The Risk Planning Fallacy
- Gaslighting Project Teams
- Lessons Not Learned: II
- Lessons Not Learned: I
- Recapping One-on-One Meetings
- The Six Dimensions of Online Disinhibition: II
- The Six Dimensions of Online Disinhibition: I
- On Managing Life Event Risk
- Would Anyone Object?
- Fractures in Virtual Teams
- Toxic Disrupters: Responses
- Asking Burning Questions
- Pseudo-Collaborations
- Toxic Disrupters: Tactics
- When Your Boss Leaves Before You Do
- Ten-Minute Training
- Clouted Thinking
- On Schedule Conflicts
- Personal Feasibility Decisions
- Confirmation Bias and Myside Bias
- More Things I've Learned Along the Way: VI
- Commenting on the Work of Others
- The Fallacy of Division
- Time Slot Recycling: The Risks
- Fear/Anxiety Bias: II
- Fear/Anxiety Bias: I
- Goodhart's Law and Gaming the Metrics
- Goodhart's Law and Reification
- The McNamara Fallacy
- Four Razors for Organizational Behavior
- Kerfuffles That Seem Like Something More
- The Big Power of Little Words
- Some Consequences of Blaming
- Tuckman's Model and Joint Leadership Teams
- Joint Leadership Teams: Risks
- The Politics of Forming Joint Leadership Teams
- Joint Leadership Teams: OODA
- Attributes of Joint Leadership Teams
- Straw Man Variants
- Reaching Agreements in Technological Contexts
- Avoiding Speed Bumps: II
- Avoiding Speed Bumps: I
- Collaborations That Need to Be Cooperations
- Cooperations That Need to Be Collaborations
- Collaborations or Cooperations?
- Bullying by Proxy: II
- Bullying by Proxy: I
- Downscoping Under Pressure: II
- Downscoping Under Pressure: I
- The Illusion of Explanatory Depth
- Online Ethics
- Unrecognized Bullying: III
- Incoherent Initiatives
- Covert Obstruction in Teams: II
- Covert Obstruction in Teams: I
- Why Meetings Go Down Rabbit Holes
- Covert Verbal Abuse at Work
- Significance Messages
- Gratuitous Use of Synonyms, Aliases, and Metaphors
- Overt Verbal Abuse at Work
- What Do We Actually Know?
- Fake Requests for Help
- Formulaic Utterances: III
- Double Binds at Work
- We Can 'Moneyball' Bullying
- Flexible Queue Management
- Mental Accounting and Technical Debt
- On Reporting Noncompliance
- Obscuring Ignorance
- Capability Inversions and Workplace Abuse
- Rational Scope Management
- Depth First or Breadth First?
- Anticipatory Disappointment at Work
- Cassandra at Work
- The Risks of Rehearsals
- More Things I've Learned Along the Way: V
- Premortems
- Resolving Ambiguity
- Quasi-Narcissistic Quasi-Subordinates
- Logical Presentation Can Be Ineffective
- Disproof of Concept
- Vendor Mismanagement
- Defect Streams and Their Sources
- The Risk of Astonishing Success
- Cyber Rumors in Organizations
- Comply, Resist, or Exploit?
- On Gratuitous Harshness
- Covert Inter-Team Noncooperation
- Monday Morning Minute Message Madness
- Internal Audits Without Pain
- Do My Job
- Surviving Incompetence: II
- Surviving Incompetence: I
- Three Levels of Deception at Work
- When You Feel Attacked
- Should We Do This?
- Way Over Their Heads
- Five Guidelines for Choices
- On Ineffectual Leaders
- The Risks of Humor at Work
- Disagreements in Virtual Meetings
- Formulaic Utterances: II
- Formulaic Utterances: I
- Illusory Management: II
- Illusory Management: I
- Bad Trouble: Coping strategies
- Bad Trouble: Misdirection
- The Major Annoyance of Mini-Digressions
- Many "Stupid" Questions Aren't
- What Are the Chances?
- Be Choosier About Job Offers: II
- Be Choosier About Job Offers: I
- Time to Go to Plan B
- Time to Let Go of Plan A
- Answering Questions You Can't Answer
- What Keeps Things the Way They Are
- Organizational Roots of Toxic Conflict
- Self-Imposed Constraints
- The Expectation-Disruption Connection
- Even "Isolated Incidents" Can Be Bullying
- Pre-Decision Discussions: Reasoning
- Pre-Decision Discussions: Emotions
- Pre-Decision Discussions: Facts
- The Self-Explanation Effect
- Choice-Supportive Bias
- What Micromanaging Is and Isn't
- Some Perils of Reverse Scheduling
- Way Too Much to Do
- Learning-Averse Organizations
- Facts, Opinions, Estimates, and Desires
- On Repeatable Blunders
- Risk Acceptance: One Path
- Risk Acceptance: Naïve Realism
- Remote Hires: Inquiry
- Remote Hires: Communications
- Cost Concerns: Scale
- Cost Concerns: Comparisons
- Anticipating Absence: Quarantine and Isolation
- Virtual Interviews: II
- Virtual Interviews: I
- Anticipating Absence: Passings
- Anticipating Absence: Internal Consulting
- Flattery and Its Perils
- Anticipating Absence: How
- Anticipating Absence: Why
- Newly Virtual Politics: Choices
- Newly Virtual Politics: Meetings
- Mastering Messaging for Pandemics: II
- Mastering Messaging for Pandemics: I
- Notes to Self
- Projection Deception
- Power Mobbing at Work
- Seven More Planning Pitfalls: III
- Seven More Planning Pitfalls: II
- Seven More Planning Pitfalls: I
- Seven Planning Pitfalls: III
- Seven Planning Pitfalls: II
- Seven Planning Pitfalls: I
- Motivated Reasoning and the Pseudocertainty Effect
- Motivated Reasoning
- Cognitive Biases at Work
- Red Flags: III
- Red Flags: II
- Red Flags: I
- Disjoint Concept Vocabularies
- Multi-Expert Consensus
- On Standing Aside
- The Planning Dysfunction Cycle
- An Introduction to Workplace Ostracism
- They Don't Reply to My Email
- Capability Inversions and the Dunning-Kruger Effect
- Concealed Capability Inversions: Questions
- Hidden Missions
- Neglect of Probability
- New Virtual Meetings for Teams
- Intentionally Misreporting Status: II
- Intentionally Misreporting Status: I
- Incompetence: Traps and Snares
- The New Virtual Meeting: Digressions
- Virtual Meetings: Then and Now
- Bullet Point Madness: II
- Bullet Point Madness: I
- Contribution Misattribution
- Workplace Remorse
- Unintended Condescension: II
- Unintended Condescension: I
- Unrecognized Bullying: II
- Unrecognized Bullying: I
- Higher-Velocity Problem Definition
- Disjoint Awareness: Bias
- Disjoint Awareness: Systematics
- Disjoint Awareness: Analysis
- Disjoint Awareness: Assessment
- Disjoint Awareness
- The Trap of Beautiful Language
- The Rhyme-as-Reason Effect
- Implicit Interrogation Tactics
- Implicit Interrogations
- Paid-Time-Off Risks
- Thirty Useful Questions
- During-Action Reviews
- Power Distance and Risk
- Power Distance and Teams
- Performance Mismanagement Systems: II
- Performance Mismanagement Systems: I
- Start Anywhere
- Planning Disappointments
- The Planning Fallacy and Self-Interest
- Availability and Self-Assessments
- How Messages Get Mixed
- Playing at Work
- Perfectionism and Avoidance
- Workplace Politics and Social Exclusion: II
- Workplace Politics and Social Exclusion: I
- More Things I've Learned Along the Way: IV
- The Stupidity Attribution Error
- Barriers to Accepting Truth: II
- Barriers to Accepting Truth: I
- Appearance Anti-patterns: II
- Appearance Anti-patterns: I
- I Don't Understand: II
- I Don't Understand: I
- I Could Be Wrong About That
- Newtonian Blind Alleys: II
- Newtonian Blind Alleys: I
- Entry Intimidation
- Brain Clutter
- Full Disclosure
- Big, Complicated Problems
- Gratuitous Complexity as a Type III Error
- Career Opportunity or Career Trap: II
- Career Opportunity or Career Trap: I
- Stone-Throwers at Meetings: II
- Stone-Throwers at Meetings: I
- Some Risks of Short-Term Fixes
- A Pain Scale for Meetings
- Brainstorming and Speedstorming: II
- Brainstorming and Speedstorming: I
- Grace Under Fire: IV
- Grace Under Fire: III
- Conway's Law and Technical Debt
- Judging Others
- Guidelines for Curmudgeon Teams
- What Is Hypophora?
- Issues-Only Team Meetings
- Embarrassment, Shame, and Guilt at Work: Coping
- Embarrassment, Shame, and Guilt at Work: Creation
- Effects of Shared Information Bias: II
- Effects of Shared Information Bias: I
- Wacky Words of Wisdom: VI
- Make Suggestions Privately
- The Goal Is Not the Path
- Critical Communications
- Conversation Irritants: II
- Conversation Irritants: I
- Overt Belligerence in Meetings
- Help for Finding Help
- Congruent Decision Making: II
- Congruent Decision Making: I
- Columbo Tactics: II
- Columbo Tactics: I
- Columbo Strategy
- Please Reassure Them
- Dealing with Credit Appropriation
- Getting Value from Involuntary Seminars
- Strategy for Targets of Verbal Abuse
- Strategies of Verbal Abusers
- Exploiting Functional Fixedness: II
- High Falutin' Goofy Talk: III
- Interrupting Others in Meetings Safely: III
- Interrupting Others in Meetings Safely: II
- Interrupting Others in Meetings Safely: I
- Managing Dissent Risk
- Chronic Peer Interrupters: III
- Chronic Peer Interrupters: II
- Chronic Peer Interrupters: I
- Narcissistic Behavior at Work: IX
- Narcissistic Behavior at Work: VIII
- Unethical Coordination
- Narcissistic Behavior at Work: VII
- Narcissistic Behavior at Work: VI
- Narcissistic Behavior at Work: V
- Narcissistic Behavior at Work: IV
- Narcissistic Behavior at Work: III
- Four Overlooked Email Risks: II
- Four Overlooked Email Risks: I
- Is It Arrogance or Confidence?
- Narcissistic Behavior at Work: II
- Narcissistic Behavior at Work: I
- The Ultimate Attribution Error at Work
- How to Get Overwhelmed
- Nine Brainstorming Demotivators: II
- Nine Brainstorming Demotivators: I
- Understanding Delegation
- High Falutin' Goofy Talk: II
- On Reporting Workplace Malpractice
- Polychronic Meetings
- On Assigning Responsibility for Creating Trouble
- Conceptual Mondegreens
- Reframing Revision Resentment: II
- Reframing Revision Resentment: I
- Manipulators Beware
- Motivation and the Reification Error
- Exploiting Functional Fixedness: I
- Risk Creep: II
- Risk Creep: I
- Workplace Memes
- Missing the Obvious: II
- Missing the Obvious: I
- Meeting Troubles: Culture
- Meeting Troubles: Collaboration
- Comfort Zone Discomfort
- Paradoxical Policies: II
- Paradoxical Policies: I
- They Just Don't Understand
- Look Where You Aren't Looking
- The Discontinuity Effect: What and Why
- Counterproductive Knowledge Workplace Behavior: II
- Linear Thinking Bias
- Strategic Waiting
- Regaining Respect from Others
- Performance Issues for Nonsupervisors
- Tackling Hard Problems: II
- Tackling Hard Problems: I
- Anticipate Counter-Communication
- Power Affect
- The Knowledge One-Upmanship Game
- Unresponsive Suppliers: III
- Unresponsive Suppliers: II
- Unresponsive Suppliers: I
- Dealing with Deniable Intimidation
- Start the Meeting with a Check-In
- Why Dogs Make the Best Teammates
- Naming Ideas
- How to Listen to Someone Who's Dead Wrong
- Listening to Ramblers
- Virtual Blowhards
- Unanswerable Questions
- Influence and Belief Perseverance
- The Opposite of Influence
- Yet More Obstacles to Finding the Reasons Why
- Heart with Mind
- Directed Attention Fatigue
- Toxic Conflict in Teams: Attacks
- How to Get Out of Firefighting Mode: II
- How to Get Out of Firefighting Mode: I
- On Differences and Disagreements
- Meets Expectations
- More Obstacles to Finding the Reasons Why
- Problem Displacement by Intention
- Problem Displacement and Technical Debt
- Dealing with Meeting Hijackings
- Preventing Meeting Hijacking
- How to Hijack Meetings
- Why People Hijack Meetings
- The Paradox of Carefully Chosen Words
- Solving the Problem of Solving Problems
- Shame and Bullying
- Toward More Engaging Virtual Meetings: II
- Toward More Engaging Virtual Meetings: I
- How We Waste Time: II
- How We Waste Time: I
- Favor Symmetric Virtual Meetings
- Counterproductive Knowledge Work Behavior
- Behavioral Indicators of Political Risk
- Cultural Indicators of Political Risk
- Contributions, Open and Closed
- Virtual Teams Need Generous Travel Budgets
- Costs of the Catch-Me-Up Anti-Pattern: II
- Costs of the Catch-Me-Up Anti-Pattern: I
- The Passion-Professionalism Paradox
- The Risks of Too Many Projects: II
- The Risks of Too Many Projects: I
- Cognitive Biases and Influence: II
- Cognitive Biases and Influence: I
- How to Waste Time in Virtual Meetings
- How to Waste Time in Meetings
- The Utility Pole Anti-Pattern: II
- The Utility Pole Anti-Pattern: I
- Workplace Anti-Patterns
- Wacky Words of Wisdom: V
- Ego Depletion and Priority Setting
- Characterization Risk
- Just-In-Time Hoop-Jumping
- Pushing the "Stupid" Button
- Virtual Brainstorming: II
- Virtual Brainstorming: I
- Irrational Deadlines
- Still More Things I've Learned Along the Way
- Backstabbing
- The Costanza Matrix
- How to Find Lessons to Learn
- Allocating Airtime: II
- Allocating Airtime: I
- Conversation Despots
- Patterns of Conflict Escalation: II
- Patterns of Conflict Escalation: I
- Virtual Clutter: II
- Virtual Clutter: I
- When Fixing It Doesn't Fix It: II
- When Fixing It Doesn't Fix It: I
- Call in the Right Expert
- Wishful Significance: II
- Wishful Significance: I
- Clearing Conflict Fog
- Suppressing Dissent: II
- Suppressing Dissent: I
- Wishful Interpretation: II
- Wishful Interpretation: I
- Wishful Thinking and Perception: II
- Wishful Thinking and Perception: I
- Managing Wishful Thinking Risk
- Contextual Causes of Conflict: II
- Contextual Causes of Conflict: I
- The Artful Shirker
- How to Deal with Holding Back
- Holding Back: II
- Holding Back: I
- That Was a Yes-or-No Question: II
- That Was a Yes-or-No Question: I
- When the Answer Isn't the Point: II
- When the Answer Isn't the Point: I
- Wacky Words of Wisdom: IV
- Down in the Weeds: II
- Down in the Weeds: I
- Ethical Debate at Work: II
- Ethical Debate at Work: I
- Ending Sidebars
- Preventing Sidebars
- Why Sidebars Happen
- The Perils of Limited Agreement
- Just Make It Happen
- Compulsive Talkers at Work: Peers II
- Compulsive Talkers at Work: Peers I
- Compulsive Talkers at Work: Power
- Compulsive Talkers at Work: Addiction
- Quips That Work at Work: II
- Quips That Work at Work: I
- Overconfidence at Work
- Why We Don't Care Anymore
- Creating Toxic Conflict: II
- Creating Toxic Conflict: I
- Suspense Is Not Your Friend
- Historical Debates at Work
- Virtual Trips to Abilene
- Grace Under Fire: II
- Grace Under Fire: I
- Bottlenecks: II
- Bottlenecks: I
- The Limits of Status Reports: II
- The Limits of Status Reports: I
- Avoid Having to Reframe Failure
- The Power and Hazards of Anecdotes: II
- The Power and Hazards of Anecdotes: I
- The Perils of Novel Argument
- On the Risk of Undetected Issues: II
- On the Risk of Undetected Issues: I
- Ten Approaches to Managing Project Risks: III
- Ten Approaches to Managing Project Risks: II
- Ten Approaches to Managing Project Risks: I
- Face-Off Negotiations
- Rationalizing Creativity at Work: II
- Rationalizing Creativity at Work: I
- Meta-Debate at Work
- Preventing Toxic Conflict: II
- Preventing Toxic Conflict: I
- Toxic Conflict at Work
- Symbolic Self-Completion and Projects
- False Summits: II
- False Summits: I
- Team Risks
- Deep Trouble and Getting Deeper
- You Can't Control What Other People Think
- Impasses in Group Decision Making: IV
- Impasses in Group Decision Making: III
- Unnecessary Boring Work: II
- Unnecessary Boring Work: I
- Constancy Assumptions
- What Groupthink Isn't
- Seventeen Guidelines About Workplace Bullying
- Deciding to Change: Choosing
- Deciding to Change: Trusting
- Exasperation Generators: Irrelevant Detail
- Anecdotes and Refutations
- Exasperation Generators: Opaque Metaphors
- The End-to-End Cost of Meetings: III
- The End-to-End Cost of Meetings: II
- The End-to-End Cost of Meetings: I
- Office Automation
- Design Errors and Group Biases
- Design Errors and Groupthink
- On Snitching at Work: II
- On Snitching at Work: I
- Why Scope Expands: II
- Why Scope Expands: I
- Scope Creep and Confirmation Bias
- Changing Blaming Cultures
- Scope Creep, Hot Hands, and the Illusion of Control
- Scope Creep and the Planning Fallacy
- Some Hazards of Skip-Level Interviews: III
- Some Hazards of Skip-Level Interviews: II
- Some Hazards of Skip-Level Interviews: I
- Human Limitations and Meeting Agendas
- Big Egos and Other Misconceptions
- When Somebody Throws a Nutty
- The Nominal Fallacy at Work
- Projects as Proxy Targets: II
- Projects as Proxy Targets: I
- More Things I've Learned Along the Way
- Some Truths About Lies: IV
- Some Truths About Lies: III
- Ego Depletion: An Introduction
- Overtalking: III
- Twelve Tips for More Masterful Virtual Presentations: II
- Twelve Tips for More Masterful Virtual Presentations: I
- Overtalking: II
- Overtalking: I
- Not Really Part of the Team: II
- Not Really Part of the Team: I
- Social Entry Strategies: II
- Social Entry Strategies: I
- So You Want the Bullying to End: II
- The Retrospective Funding Problem
- So You Want the Bullying to End: I
- Social Isolation and Workplace Bullying
- Staying in Abilene
- Virtual Meetings: Dealing with Inattention
- Virtual Meetings: Indicators of Inattention
- Agenda Despots: II
- Agenda Despots: I
- Workplace Politics and Type III Errors
- Active Deceptions at Work
- Passive Deceptions at Work
- Deceptive Communications at Work
- Pariah Professions: II
- Pariah Professions: I
- Managing Hindsight Bias Risk
- Embolalia and Stuff Like That: II
- Embolalia and Stuff Like That: I
- The Myth of Difficult People
- Devious Political Tactics: Mis- and Disinformation
- First Aid for Wounded Conversations
- Toxic Conflict in Virtual Teams: Virtuality
- Toxic Conflict in Virtual Teams: Minimizing Authority
- Toxic Conflict in Virtual Teams: Dissociative Anonymity
- The Restructuring-Fear Cycle: II
- The Restructuring-Fear Cycle: I
- Before You Blow the Whistle: II
- Before You Blow the Whistle: I
- More Limitations of the Eisenhower Matrix
- On Badly Written Email
- Preventing the Hurt of Hurtful Dismissiveness
- Reframing Hurtful Dismissiveness
- Recognizing Hurtful Dismissiveness
- Preventing Spontaneous Collapse of Agreements
- The Problem of Work Life Balance
- Patching Up the Cracks
- Coercion by Presupposition
- The Paradox of Structure and Workplace Bullying
- Failure Foreordained
- Problem-Solving Preferences
- When Over-Delivering Makes Trouble
- Why Others Do What They Do
- On Facilitation Suggestions from Meeting Participants
- Some Subtleties of ad hominem Attacks
- Managing Non-Content Risks: II
- Managing Non-Content Risks: I
- Fooling Ourselves
- Impasses in Group Decision Making: II
- Impasses in Group Decision Making: I
- See No Bully, Hear No Bully
- Getting Into the Conversation
- No Tangles
- Solutions as Found Art
- Intentionally Unintentional Learning
- Devious Political Tactics: More from the Field Manual
- Hill Climbing and Its Limitations
- Top 30 Indicators That You Might Be Bored at Work
- Dealing with Rapid-Fire Attacks
- Rapid-Fire Attacks
- How to Avoid Getting What You Want
- Ground Level Sources of Scope Creep
- Wacky Words of Wisdom: III
- When the Chair Is a Bully: III
- When the Chair Is a Bully: II
- When the Chair Is a Bully: I
- Meeting Bullies: Advice for Chairs
- Wacky Words of Wisdom: II
- Nonlinear Work: Internal Interactions
- Handling Heat: II
- Handling Heat: I
- Nonlinear Work: When Superposition Fails
- On Noticing
- Communication Refactoring in Organizations
- Reactance and Decision Making
- Reactance and Micromanagement
- Obstacles to Finding the Reasons Why
- Workplace Politics and Integrity
- The Halo Effect
- Apophenia at Work
- Speak for Influence
- The Tyranny of Singular Nouns
- How to Foresee the Foreseeable: Preferences
- How to Foresee the Foreseeable: Focus on the Question
- How to Foresee the Foreseeable: Recognize Haste
- Social Transactions: We're Doing It My Way
- A Review of Performance Reviews: Blindsiding
- A Review of Performance Reviews: The Checkoff
- On Advice and Responsibility
- How to Reject Expert Opinion: II
- How to Reject Expert Opinion: I
- When Your Boss Conveys Misinformation
- When Change Is Hard: II
- When Change Is Hard: I
- Confirmation Bias: Workplace Consequences: II
- Confirmation Bias: Workplace Consequences: I
- I've Been Right All Along
- Good Change, Bad Change: II
- Good Change, Bad Change: I
- Decisions: How Looping Back Helps
- How to Stop Being Overworked: II
- How to Stop Being Overworked: I
- How Did I Come to Be So Overworked?
- The Reification Error and Performance Management
- Telephonic Deceptions: II
- Telephonic Deceptions: I
- Inappropriate Levels of Regard
- Is the Question "How?" or "Whether?"
- New Ideas: Experimentation
- New Ideas: Judging
- New Ideas: Generation
- Kinds of Organizational Authority: the Informal
- Kinds of Organizational Authority: the Formal
- Self-Serving Bias in Organizations
- Power, Authority, and Influence: A Systems View
- You Might Be Stressed If…
- The Deck Chairs of the Titanic: Strategy
- The Deck Chairs of the Titanic: Task Duration
- The Deck Chairs of the <em>Titanic</em>: Obvious Waste
- Workplace Bullying and Workplace Conflict: II
- Workplace Bullying and Workplace Conflict: I
- Mitigating Risk Resistance Risk
- How to Create Distrust
- Guidelines for Sharing "Resources"
- How Targets of Bullies Can Use OODA: II
- How Targets of Bullies Can Use OODA: I
- How Workplace Bullies Use OODA: II
- How Workplace Bullies Use OODA: I
- OODA at Work
- Indicators of Lock-In: II
- Indicators of Lock-In: I
- Personnel-Sensitive Risks: II
- Rope-A-Dope in Organizational Politics
- Publish an Internal Newsletter
- Personnel-Sensitive Risks: I
- Finding the Third Way
- How Pet Projects Get Resources: Cleverness
- How Pet Projects Get Resources: Abuse
- Why There Are Pet Projects
- The Focusing Illusion in Organizations
- Why Do Business Fads Form?
- Some Hidden Costs of Business Fads
- Business Fads and Their Value
- Be With the Real
- What Enough to Do Is Like
- When It's Just Not Your Job
- How to Misunderstand Somebody Else
- Beyond Our Control
- Durable Agreements
- How to Make Good Guesses: Tactics
- How to Make Good Guesses: Strategy
- Sixteen Overload Haiku
- Forward Backtracking
- The Politics of the Critical Path: II
- Management Debt: II
- Management Debt: I
- The Politics of the Critical Path: I
- Group Problem-Solving Tangles
- Clueless on the Concept
- What Insubordinate Nonsubordinates Want: III
- What Insubordinate Nonsubordinates Want: II
- What Insubordinate Nonsubordinates Want: I
- Take Charge of Your Learning
- On Being the Canary
- Exploiting Failed Ideas
- Why Don't They Believe Me?
- Wacky Words of Wisdom
- Seven Ways to Get Nowhere
- How to Undermine Your Boss
- This Is the Only Job
- Stalking the Elephant in the Room: II
- Stalking the Elephant in the Room: I
- Communication Traps for Virtual Teams: II
- Communication Traps for Virtual Teams: I
- The Perils of Political Praise
- Unwanted Hugs from Strangers
- Problem Not-Solving
- Project Improvisation and Risk Management
- How to Undermine Your Subordinates
- Project Improvisation as Group Process
- Project Improvisation Fundamentals
- Biological Mimicry and Workplace Bullying
- Risk Management Risk: II
- Risk Management Risk: I
- Guidelines for Delegation
- What Is Workplace Bullying?
- The Power of Situational Momentum
- The Politics of Lessons Learned
- Confronting the Workplace Bully: II
- Confronting the Workplace Bully: I
- What You See Isn't Always What You Get
- What Do You Need?
- Covert Bullying
- Backtracking in Incremental Problem Solving
- Letting Go of the Status Quo: the Debate
- How to Avoid Responsibility
- A Critique of Criticism: II
- A Critique of Criticism: I
- On the Appearance of Impropriety
- Action Item Avoidance
- Fill in the Blanks
- How to Ruin Meetings
- Twenty-Three Thoughts
- The Attributes of Political Opportunity: The Finer Points
- The Attributes of Political Opportunity: The Basics
- Logically Illogical
- Untangling Tangled Threads
- Tangled Thread Troubles
- The Ups and Downs of American Handshakes: II
- The Ups and Downs of American Handshakes: I
- The Questions Not Asked
- Blind Agendas
- I've Got Your Number, Pal
- False Consensus
- Long-Loop Conversations: Anticipation
- Hyper-Super-Overwork
- Finding Work in Tough Times: Communications
- Finding Work in Tough Times: Marketing
- Finding Work in Tough Times: Infrastructure
- Finding Work in Tough Times: Strategy
- Teamwork Myths: I vs. We
- Long-Loop Conversations: Clearing the Fog
- Teamwork Myths: Conflict
- Long-Loop Conversations: Asking Questions
- One Cost of Split Assignments
- Teamwork Myths: Formation
- Pumpers
- Misleading Vividness
- Political Framing: Strategies
- Political Framing: Communications
- Mitigating Outsourcing Risks: II
- Mitigating Outsourcing Risks: I
- Discussion Distractions: II
- Discussion Distractions: I
- Coping with Layoff Survival
- Pet Peeves About Work
- Masked Messages
- The Fallacy of Composition
- Four Popular Ways to Mismanage Layoffs: II
- Four Popular Ways to Mismanage Layoffs: I
- How to Avoid a Layoff: Your Situation
- How to Avoid a Layoff: Your Relationships
- How to Avoid a Layoff: The Inside Stuff
- Creating Trust
- Asking Clarifying Questions
- The Paradox of Confidence
- The Perils of Piecemeal Analysis: Group Dynamics
- Making Memories to Cherish
- The Perils of Piecemeal Analysis: Content
- The Injured Teammate: II
- The Injured Teammate: I
- It's a Wonderful Day!
- Favors, Payback, and Thoughtlessness
- Accepting Reality
- On Virtual Relationships
- Extrasensory Deception: II
- Extrasensory Deception: I
- When You're the Least of the Best: II
- When You're the Least of the Best: I
- How to Eliminate Meetings
- The Advantages of Political Attack: III
- The Advantages of Political Attack: II
- Lateral Micromanagement
- The Advantages of Political Attack: I
- Stonewalling: II
- Stonewalling: I
- Conflicts of Interest in Reporting
- Projection Errors at Work
- Obstructionist Tactics: II
- Obstructionist Tactics: I
- How to Prepare for Difficult Conversations
- Approval Ploys
- Peace's Pieces
- Unintended Consequences
- Coping and Hard Lessons
- Inbox Bloat Recovery
- Virtual Presentations
- Managing Risk Revision
- Learning
- Animosity Patterns
- Ending Conversations
- Bemused Detachment
- The Risky Role of Hands-On Project Manager
- Organizational Loss: Searching Behavior
- Remote Facilitation in Synchronous Contexts: III
- Remote Facilitation in Synchronous Contexts: II
- Remote Facilitation in Synchronous Contexts: I
- TINOs: Teams in Name Only
- Responding to Threats: III
- What, Why, and How
- Responding to Threats: II
- Responding to Threats: I
- Communication Templates: II
- Communication Templates: I
- The True Costs of Cost-Cutting
- Managing Personal Risk Management
- Making Meaning
- Towards More Gracious Disagreement
- Our Last Meeting Together
- Tactics for Asking for Volunteers: II
- Tactics for Asking for Volunteers: I
- What We Don't Know About Each Other
- Annoyance to Asset
- Social Safety Margins
- Difficult Decisions
- Healthy Practices
- Devious Political Tactics: A Field Manual
- Illusory Incentives
- Worst Practices
- Virtual Conflict
- Completism
- Some Limits of Root Cause Analysis
- The Good, the Bad, and the Complicated
- How to Procrastinate
- Using the Parking Lot
- Divisive Debates and Virulent Victories
- More Indicators of Scopemonging
- Scopemonging: When Scope Creep Is Intentional
- What Measurements Work Well?
- Unwelcome Workplace Hugs
- About Workplace Hugs
- My Boss Gabs Too Much
- Reverse Micromanagement
- Ethical Influence: II
- Ethical Influence: I
- Dealing with Negative Progress
- More Stuff and Nonsense
- Things We Believe That Maybe Aren't So True
- Hostile Collaborations
- Snares at Work
- Ten Reasons Why You Don't Always Get What You Measure: III
- Virtual Termination with Real Respect
- Have a Program, Not Just an Agenda
- Ten Reasons Why You Don't Always Get What You Measure: II
- When Stress Strikes
- Ten Reasons Why You Don't Always Get What You Measure: I
- Troublesome Terminology
- Dismissive Gestures: III
- Dismissive Gestures: II
- Dismissive Gestures: I
- Trying to Do It Right the First Time Isn't Always Best
- How to Tell If You Work for a Nanomanager
- Changing the Subject: II
- Changing the Subject: I
- Achieving Goals: Inspiring Passion and Action
- Retention
- Astonishing Successes
- An Emergency Toolkit
- Definitions of Insanity
- When Fear Takes Hold
- Excuses, Excuses
- Managing Pressure: Milestones and Deliveries
- Managing Pressure: The Unexpected
- Managing Pressure: Communications and Expectations
- Using Indirectness at Work
- The True Costs of Indirectness
- Asking Brilliant Questions
- Nasty Questions: II
- Nasty Questions: I
- Let's Revise Our Rituals
- What Makes a Good Question?
- Piling Change Upon Change: Management Credibility
- Assumptions and the Johari Window: II
- Breaking the Rules
- Assumptions and the Johari Window: I
- When You Think Your Boss Is Incompetent
- How to Get a Promotion in Line
- The Solving Lamp Is Lit
- Peek-a-Boo and Leadership
- How to Get Promoted in Place
- How to Get a Promotion: the Inside Stuff
- Organizing a Barn Raising
- Workplace Barn Raisings
- Working Journals
- Workplace Myths: Motivating People
- We Are All People
- Are You a Fender?
- Presenting to Persuade
- On Organizational Coups d'Etat
- Knife-Edge Performers
- If Only I Had Known: II
- If Only I Had Known: I
- Inner Babble
- My Right Foot
- Social Distancing for Pandemic Flu
- Deliver the Headline First
- The High Cost of Low Trust: II
- The High Cost of Low Trust: I
- When You Aren't Supposed to Say: III
- When You Aren't Supposed to Say: II
- When You Aren't Supposed to Say: I
- Dubious Dealings
- Problem-Solving Ambassadors
- Interviewing the Willing: Tactics
- Interviewing the Willing: Strategy
- How Not to Accumulate Junk
- Nepotism, Patronage, Vendettas, and Workplace Espionage
- Ten Tactics for Tough Times: II
- Ten Tactics for Tough Times: I
- The Shower Effect: Sudden Insights
- Filtered Perceptions
- Nine Project Management Fallacies: IV
- The Uses of Empathy
- Nine Project Management Fallacies: III
- Is It Blame or Is It Accountability?
- Nine Project Management Fallacies: II
- Comfortable Ignorance
- Nine Project Management Fallacies: I
- Training Bounceback
- In the Groove
- Empire Building
- The Costs of Threats
- Dealing with Deadlock
- Some Things I've Learned Along the Way
- Looking the Other Way
- Recalcitrant Collaborators
- Give Me the Bad News First
- My Boss Is Driving Me Nuts
- FedEx, Flocks, and Frames of Reference
- Mastering Q and A
- Practice Positive Politics
- Dealing with Condescension
- Controlling Condescension
- Bonuses
- Problem Defining and Problem Solving
- Hurtful Clichés: II
- Devious Political Tactics: Divide and Conquer: II
- Hurtful Clichés: I
- Devious Political Tactics: Divide and Conquer: I
- Deniable Intimidation
- The Loopy Things We Do at Work
- When Others Curry Favor
- Currying Favor
- Paths
- An Agenda for Agendas
- Irrational Self-Interest
- Nine Positive Indicators of Negative Progress
- Email Antics: IV
- Questioning Questions
- Knowing Where You're Going
- Shining Some Light on "Going Dark"
- Email Ethics
- See No Evil
- Can You Hear Me Now?
- Recovering Time: II
- Planning Your Getaway
- Working Lunches
- Recovering Time: I
- Top Ten Signs of a Blaming Culture
- Virtual Communications: III
- Virtual Communications: II
- Virtual Communications: I
- Obstacles to Compromise
- Emergency Problem Solving
- On Beginnings
- Appreciations
- When You Can't Even Think About It
- Totally at Home
- A Guide for the Humor-Impaired
- Decisions, Decisions: II
- Are You Micromanaging Yourself?
- Decisions, Decisions: I
- The Fine Art of Quibbling
- Status Risk and Risk Status
- Bois Sec!
- When Leaders Fight
- Personal Trade Secrets
- Patterns of Everyday Conversation
- Devious Political Tactics: Cutouts
- The Unappreciative Boss
- Begging the Question
- Flanking Maneuvers
- The Power of Presuppositions
- Some Truths About Lies: II
- How to Make Meetings Worth Attending
- Films Not About Project Teams: II
- Some Truths About Lies: I
- Films Not About Project Teams: I
- The Ties that Bind
- Those Across-the-Board Cuts That Aren't
- Believe It or Else
- Selling Uphill: The Pitch
- Selling Uphill: Before and After
- Team Thrills
- Team-Building Travails
- Take Any Seat: II
- Take Any Seat: I
- Give It Your All
- Hot and Cold Running People
- The Fundamental Attribution Error
- Nonworkplace Politics
- Scheduling as Risk Management
- Mudfights
- Who Would You Take With You to Mars?
- The Hypothetical Trap
- Intimidation Tactics: Touching
- When You're the Target of a Bully
- Outsourcing Each Other's Kids
- Names and Faces
- When You Need a Lift
- Resuming Projects: Team Morale
- Decision Making and the Straw Man
- No Surprises
- He's No Longer Here
- Coping with Problems
- Email Antics: III
- There Are No Micromanagers
- Email Antics: II
- Appreciate the Moment
- Email Antics: I
- Help for Asking for Help
- When We Need a Little Help
- When Power Attends the Meeting
- Encourage Truth Telling
- Time Management in a Hurry
- Why Dogs Wag Their Tails
- Dealing with Org Chart Age Inversions
- Plopping
- Devious Political Tactics: The Three-Legged Race
- Your Wishing Wand
- Devious Political Tactics: The False Opportunity
- Devious Political Tactics: Credit Appropriation
- Coincidences Do Happen
- Shooting Ourselves in the Feet
- Dispersed Teams and Latent Communications
- Plenty of Blame to Go Around
- Cellf Esteem
- Beyond WIIFM
- Finger Puzzles and "Common Sense"
- Choices for Widening Choices
- Poverty of Choice by Choice
- Emailstorming
- Corrosive Buts
- Tornado Warning
- When You Travel Alone
- Demanding Forgiveness
- Conventional Foolishness
- Figuring Out What to Do First
- Enjoy Every Part of the Clam
- When You Think They've Made Up Their Minds
- Budget Shenanigans: Swaps
- The Weaver's Pathway
- A Message Is Only a Message
- Critical Thinking and Midnight Pizza
- Games for Meetings: IV
- Conflict Haiku
- Feedback Fumbles
- There Is No Rumor Mill
- Games for Meetings: III
- Some Costs of COTS
- Organizational Firefighting
- Workplace Taboos and Change
- Games for Meetings: II
- Games for Meetings: I
- You and I
- Discussus Interruptus
- Let Me Finish, Please
- Please Remove My Appendix
- Toxic Projects
- Saying No
- What's So Good About Being Laid Off?
- Caught in the Crossfire
- What Haven't I Told You?
- Message Mismatches
- Trips to Abilene
- Pick-Up Sticks and the Change Game
- High Falutin' Goofy Talk
- Dispersity Adversity
- Manipulated Commitments
- Holey Grails
- Commitment Makes It Easier
- When Naming Hurts
- Getting Around Hawthorne
- Make Space for Serendipity
- Renewal
- Marking Grief
- Some Causes of Scope Creep
- Down So Low the Only Place to Go Is Up
- Smart Bookshelves
- It Might Be Legal, but It's Unethical
- Should I Keep Bailing or Start Plugging the Leaks?
- Snapshots of Squirming Subjects
- Working Out on Your Dreadmill
- Double Your Downsizing Damage
- Doorknob Disclosures and Bye-Bye Bombshells
- Your Wisdom Box
- Think in Living Color
- Seeing Through the Fog
- Getting Home in Time for Dinner
- Status-Report as a Second Language
- At the Sound of the Tone, Hang Up
- Food for Thought
- I Think, Therefore I Laugh
- If You Weren't So Wrong So Often, I'd Agree with You
- Learn from the Mastodon
- Responding to Rumors
- The True Costs of Cubicles
- How We Avoid Making Decisions
- Abraham, Mark, and Henny
- When You Make a Mistake
- Change How You Change
- When It Really Counts, Be Positive
- Mastering Meeting Madness
- Heavy Burdens: Should, Always, Must, and Never
- Own Your Space
- After the Accolades: You Are Still You
- Are You Taking on the Full Load?
- Become a Tugboat Captain
- Start a Project Nursery
- Express Your Appreciation and Trust
- When Meetings Boil Over
- Think Before You PowerPoint
- Keep a Not-To-Do List
- Are You Changing Tactics or Moving the Goal Posts?
- Workplace Politics vs. Integrity
- When Your Boss Is a Micromanager
- Dangerous Phrases
- Pygmalion Side Effects: Bowling a Strike
- When Your Boss Attacks Your Self-Esteem
- Never, Ever, Kill the Messenger
- When You're Scared to Tell the Truth
- First Aid for Painful Meetings
- Running Your Personal Squirrel Cage
- The Mind Reading Trap
- Don't Worry, Anticipate!
- Coaching and Haircuts
- Now We're in Chaos
- September Eleventh
- Email Happens
- Take Regular Temperature Readings
- Declaring Condition Red
- When All Your Options Are Bad
- Don't Rebuild the Chrysler Building
- Enjoy Your Commute
- You Have to Promise Not to Tell a Soul
- Look Before You Leap
- The Fallacy of the False Cause
- Corrales Mentales
- Stay in Your Own Hula Hoop
- Illegal Dumping
- Geese Don't Land on Twigs
- You Remind Me of Helen Hunt
- Taming the Time Card
- Avoid Typing Under the Influence
- Diagonal Collaborations: Dazzling or Dangerous?
- Dealing with Your Own Anger
- Make a Project Family Album
- Restarting Projects
- The Triangulation Zone
- The Focus of Conflict
- The Shape of the Table
- The Slippery Slope That Isn't
- The Cheapest Way to Run a Project Is with Enough Resources
- Appreciate Differences
- Workplace Politics Is Not a Game
- The "What-a-Great-Idea!" Trap
- Celebrate!
- Quantum Management
- The Tweaking CC
- The Zebra Effect
- Is It Really Resistance?
- When Your Boss Asks You to Do Something Unethical
- Dealing with Implied Accusations
- Don't Staff the Ammo Dump
Resources
- Useful Links
- April Is Workplace Conflict Awareness Month
- October Is Workplace Politics Awareness Month
- The Announcements Email List
- How I Deal with Email Challenge/Response Systems
- Interpersonal Dynamics at Work: A links collection
- RSS Explained
The Library of Personal Trade Secrets
- Contribute to the Library of Personal Trade Secrets
- Samples from the Library of Personal Trade Secrets
- Secrets of Business Travel
- Secrets of Workplace Conflict
- Library of Personal Trade Secrets
- Secrets of Effective Meetings
- Secrets of Organizational Change
- Other Secrets
- Secrets of Workplace Politics
- Secrets of Workplace Technology
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