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:
- In the Groove
- Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?"
Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
- Favors, Payback, and Thoughtlessness
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say no? Do you grant the favor? How do you decide what to do?
- No Tangles
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- Preventing Sidebars
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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. rbrenlmQNWcZeJrZBBdfVner@ChacBzgvGlZDWDDqmBBkoCanyon.comContact me to discuss possibilities.
Forthcoming issues of Point Lookout
- Coming May 24: Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers? Available here and by RSS on May 24.
- And on May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenihfLAIlpGPYgoENfner@ChachvjnSRlwJaBfscBXoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Changing How We Change: The Essence of Agility
- Mastery of the ability to adapt to unpredictable and changing
circumstances is one way of understanding the success of Agile methodologies for product development.
Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena.
By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and
portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development
to efforts of all kinds. Read more about this program.
Here's an upcoming date for this program:
- Holiday Inn I-64 West End,
2000 Staples Mill Road, Richmond, VA 23230: May 17,
Monthly Meeting, Central Virginia Chapter of The Project Management Institute. Register now.
- Holiday Inn I-64 West End, 2000 Staples Mill Road, Richmond, VA 23230: May 17, Monthly Meeting, Central Virginia Chapter of The Project Management Institute. Register now.
- 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
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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.