When an important item remains on our To-Do list for a long time, it's possible that we've found ways to avoid facing it. Some of the ways we do this are so clever that we may be unaware of them. Here's a collection of techniques we use to avoid engaging difficult problems.
ost managers face an array of undecided questions. Many issues have been open for months or years, and some have been "put to bed" repeatedly only to reawaken every time. Maintaining a heavy backlog of undecided issues requires great skill.
Here's a collection of techniques we use either to avoid engaging difficult problems, or to make such poor decisions that the issues never go away.
Maintaining a heavy backlog of undecided issues requires great skill
Hurrying Past the Problem
Don't waste time defining the problem. Turn over no rocks — you might find a problem that's even more difficult to deal with than the one you have.
The Infinite Loop
If you can't keep the issue off the agenda, you can still avoid a decision by keeping the issue on the agenda for as long as possible. Just dither, and dither, and never decide. Discuss it endlessly.
The Detour
After you engage the issue, develop a need for more information, advice, or resources. Delay making a decision until you've met that need.
The High or Low Priority Interrupt
You finally get down to deciding something, and suddenly up pops an emergency so urgent that you have to drop what you're doing. If there are no emergencies, decide that this issue isn't pressing enough to deal with right now. Of course, it's all a ruse — you wanted to drop what you were doing.
The Deflection
You set out to make a decision on one issue, but another issue comes up. It takes logical precedence over the original issue, and you turn your attention to it. You forget the original issue, at least temporarily.
The Tunnel Vision Technique
You know what answer you want, and you take the most direct path to get there, independent of the true nature of the issue.
Embarrassment Insurance
If you're afraid that something embarrassing might be uncovered by a study, guide the process away from that embarrassment, and come to a conclusion as soon as possible.
Avoiding the Undesirable
To avoid politically undesirable approaches, exclude anyone or any topic that might lead to an open discussion of those approaches.
Ground Hog Day
Named for the film — make the decision, but before you implement it, open the issue again, and return to the beginning.
Waiting for the Lone Ranger
A search is underway for someone to fill a position that's logically responsible for this issue. It wouldn't be right to make a decision now, we'd be infringing.
Death by Inaction
When you've been unable to prevent a decision, you can still nullify it by undermining the implementation. It's almost as good as if you hadn't made the decision at all.
To limit these behaviors, first talk about them, and then track how often they occur. Giving them names helps us see what we're doing "in the moment." Knowing the trends in frequency of use of these ploys helps you limit their use.
Changing your decision-making pattern is tricky. Before you can control it, you must first decide to control it. TopNext Issue
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ost managers face an array of undecided questions. Many issues have been open for months or years, and some have been "put to bed" repeatedly only to reawaken every time. Maintaining a heavy backlog of undecided issues requires great skill.
After you engage the issue, develop a need for more information, advice, or resources. Delay making a decision until you've met that need.
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Next IssueThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More info
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Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. Check it out!
The key to managing virtual or global teams is creating a sense of team despite the obstacles of separation. Read my tips booklet, 303 Tips for Virtual and Global Teams, to learn how to make your virtual global team sing. Newly revised and updated for 2008! Check it out!
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Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings more productive — and more rare. Check it out!
Are you fed up with tense, explosive meetings? Are you or a colleague targets of a bully? Read 101 Tips for Managing Conflict to learn how to make peace with conflict. Check it out!
A Tip a Day arrives by email each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
Save a bundle and even more important save time! Order the Combo Package and download all 21 ebooks and tips books at once, for one low price of USD 161.95 vs. USD 317.97, a savings of over 49% compared to ordering them separately.
Are your projects always late and over budget? Are your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around. Read 52 Tips for Leaders of Project-Oriented Organizations, filled with tips & techniques for organizational leaders. Check it out!
