Cheryl couldn't believe what she was hearing. As Regional Director of IT Services, she would be implementing the new procedures for requisitioning desktop and laptop equipment, and she could see chaos looming. She felt that familiar knot forming in the back of her neck as she envisioned hoards of frustrated project managers screaming for her head.
Maybe it was time to retire and open that florist shop — but she couldn't really afford that. She would have to find a way to make this work, or find another job someplace.
Before the changes, IT Service Representatives received requisitions for new equipment, and checked them for correctness and compliance with standards. If there were any mistakes, the Service Rep would contact the requisitioner. Under the new scheme, the Service Reps would simply bounce the form back to the originator. They would no longer assist requisitioners in fixing defective requisitions. According to headquarters, this would reduce costs: "It's time they grew up and learned how to complete a simple form."
The form was simple, but the equipment being specified wasn't. And since the list of approved configurations was changing constantly, lots of requisitions would bounce. Some projects would be delayed, and Cheryl could see how her department would be caught in the middle.
Next morning, she had a brilliant idea. Instead of worrying, she would anticipate. Here's what she realized:Use Pareto's Principle
(the 80/20 rule) to
focus your attention.
By addressing 20%
of the problems, you can
eliminate 80% of your load.
- Accept what is
- True, this was a problem Cheryl never should have had. She would much rather have led of a customer-centered approach, without the cavalier bouncing back of out-of-band requisitions, but that issue was above her pay grade. Stewing about it just made her angry. So she accepted it, and that enabled her to anticipate the consequences.
- Use Pareto's Principle to focus your anticipation
- Cheryl recognized that Pareto's Principle (the 80/20 rule) meant that 80% of the difficulty came from 20% of the cases. For IT Services, most of the problems came from only 5 of the 22 site administrators responsible for requisitions. Cheryl decided that she would deal with the "Fabulous Five" specially — perhaps a personal visit from a Service Rep to explain what would happen to their requisitions under the new procedure.
- Prevent problems rather than repair them
- By coordinating with Training and the managers of site administrators, she would make sure that requisitioners had all they needed to get it right. Cheryl reframed the problem from one of making massive repairs to one of reducing the error rate.
There is much information on the Web and elsewhere about Pareto's Principle. For example, visit CDS Solutions, or J. A. Schumpeter, 'Vilfredo Pareto', in Ten Great Economists from Marx to Keynes. New York: Oxford University Press, 1965. Order from Amazon.com
Is your organization embroiled in Change? Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt? Read 101 Tips for Managing Change to learn how to survive, how to plan and how to execute change efforts to inspire real, passionate support. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenQLXbyJhHxaUCLVoDner@ChacxgbqonBmrvBMWjIjoCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Food for Thought
- Most companies have employee cafeterias, with the usual not-much-better-than-high-school food service.
By upgrading — and subsidizing — food service, these companies can reduce turnover and improve
- Tactics for Asking for Volunteers: I
- CEOs, board chairs, department heads and team leads of all kinds sometimes seek people to handle specific,
time-limited tasks. Asking the group for volunteers works fine — usually. There are alternatives.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- 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
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming February 21: The Ultimate Attribution Error at Work
- When we attribute the behavior of members of groups to some cause, either personal or situational, we tend to make systematic errors. Those errors can be expensive and avoidable. Available here and by RSS on February 21.
- And on February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengnAdkqZpthPqigPrner@ChacUmZDDERRQBNVryqNoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.