Oliver was stunned. "Let me see if I understand — Dana, you're saying that the reason we can't get the emulator to run is that we need the 4.03 system upgrade? And Jan, you knew the emulator wouldn't run in 4.01, but you thought Dana wouldn't need the emulator before March? Do I have this right?"
"Yep," from Dana.
"Right," from Jan.
"Well," Oliver continued, "how come Jan didn't know we would need the emulator in January?"
"Easy," Jan replied. "The schedule said March."
Dana added, "Back when we were scheduling, the Ajax Phase 2 tests didn't need the emulator, so I didn't tell you I needed it."
Oliver, Dana, and Jan are caught in a trap that awaits many project teams. Together, they had all the information they needed to avoid the trap. They just didn't know they did. Each one of them thought everything was OK — until the problem arose. And it was only when the problem arose that they found out, together, that if they had only shared what they already knew, they could have avoided the problem altogether.
You've probably had this experience yourself, but you can reduce the chances of having it again by playing a game called "What Haven't I Told You?" It's similar to brainstorming.
are often emergent.
They're made of
each of which was
known to somebody.You play the game with a small group of about ten or fifteen people, and it helps if someone acts as a facilitator and scribe. In each round, the players think of something that they know but haven't talked about, and that they haven't heard anyone else talk about. Then in turn, the players describe their items to the group. The scribe records each item. As in brainstorming, there is no evaluation.
As a player, you try to think of something so detailed or arcane that other people probably don't know it or haven't thought of it. And it should be important enough that it has implications for at least some other people on the team.
After the ideas stop flowing, the group can rank them according to relevance, cluster them according to relationship criteria, or apply morphological analysis.
Here are some tips for finding good stuff for your next game of What Haven't I Told You? Ask yourself these questions:
- If I wanted to sabotage the team's effort in a subtle way, what information would I withhold? What would I change? What would I lie about?
- If someone else were trying to sabotage my efforts, what information would they want to withhold from me, or change, or lie to me about?
- Aside from my formal deliverables, what am I doing that anyone on the team could conceivably care about?
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More articles on Personal, Team, and Organizational Effectiveness:
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- Ten Reasons Why You Don't Always Get What You Measure: II
- Although many believe that "You get what you measure," metrics-based management systems sometimes
produce disappointing results. In this Part II, we look at the effects of employee behavior.
- Ending Sidebars
- We say that a sidebar is underway in a meeting when two or more meeting participants converse without
having been recognized by the Chair. Sidebars can be helpful, but they can also be disruptive. How can
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- Holding Back: I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget
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- Still More Things I've Learned Along the Way
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's another batch
from my personal collection.
Although the game of "What Haven't I told You" can be valuable for almost any group to play every once in a while, its value increases as the pace of unexpected events increases. My program, "Managing in Fluid Environments," explores how to apply this process to bring forth valuable but hidden information in situations where changes come along at such a rapid rate that the next change comes along before we reach the "New Status Quo" of the changes we're already dealing with. More about this program.
Are you planning an offsite or retreat for your organization? Or a conference for your professional society? My programs are fresh, original, and loaded with concrete tips that make an immediate difference. rbrenhRvvbUJAyzgBYuginer@ChacsHqgSMFrtvhFJFtNoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
- Hard problems need not be big problems. Even when they're small, they can halt progress on any project. Here's Part I of an approach to working on hard problems by breaking them down into smaller steps. Available here and by RSS on June 28.
- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhsnPPaaLDpKoAacaner@ChacNjMZJwSaDHaWQZozoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.