Figuring Out What to Do First
by Rick Brenner
Whether we belong to a small project team or to an executive team, we have limited resources and seemingly unlimited problems to deal with. How do we decide which problems are important? How do we decide where to focus our attention first?
Martine looked at the agenda, then at the clock. No way. As everyone else continued to add items, she wondered how they would ever get through it all in one meeting. Back from her reverie, she spoke up.
"I have another item — decide what to address today, and how we'll ever get to the others in this lifetime." A few chuckles in the room. Humor always helps, she thought.
Peter, her best buddy, added, "Put down 'Extending my lifetime.'" More chuckles.
Figuring out which problem to address first — triaging the problems — could probably be on many agendas. Here are a few tips for setting priorities.
- Hunt like the lion hunts for zebra
- Zebras run in herds to confuse the lion. Since the number in the herd of problems you face is a problem in itself, work on reducing the numbers. Single out whatever you can, focus on it, and eliminate it. See "The Zebra Effect," Point Lookout for January 31, 2001, for more.
- Use the Pareto Principle (80/20 rule)
- Find out which 20% of the problems account for 80% of the costs, and focus on them first. Use the resources you free to address the rest. See "Don't Worry, Anticipate!," Point Lookout for October 3, 2001, for more.
- Apply the leaky rowboat model
- A rowboat with a leak above the water line won't leak. You can ignore some problems because the conditions that make them troublesome are provably absent. Address those problems later.
- Lighten the load
- When several issues
are equally urgent,
how do we decide
what to do first?
- Some problems, if repaired, render others irrelevant. Perhaps you have some cargo, which, if jettisoned, will make the rowboat float high enough so that its leaks will be above the waterline. Addressing some problems can move others above the water line.
- Understand why the lottery works
- The Lottery works because we understand $30 million much better than we understand one chance in 50 million. Humans tend to overvalue consequences, and undervalue likelihood. Consider both consequences and likelihood.
- If you plan to re-sod the lawn, take advantage of it
- If you plan to re-sod your lawn, the fact that the patch over by the flower beds is now a mix of different grasses is no big deal. Don't fix what you know will be obliterated by an imminent upgrade.
- If you plan to re-sod the lawn, prepare for it
- In that same patch, re-sodding probably won't help if there are weeds with deep roots. Before you re-sod, get rid of deep-rooted weeds.
- Check the sod
- Make sure the sod has the right kind of grass and no weeds. Don't plant new problems.
- Remember Butch and Sundance
- At the top of the cliff, Butch proposes to Sundance that they jump to the river far below. Sundance is afraid because he can't swim, but Butch points out that the fall will probably kill them. Once you commit to a strategy, don't fret about issues that arise only if the strategy works. Go for it.
One thing to avoid: exhaustive inventory of all your problems. Get started — one of them might nail you while you're still counting. Top Next Issue
Want to watch Butch Cassidy and the Sundance Kid again? Paul Newman, Robert Redford. Director: George Roy Hill. Twentieth Century Fox, 1969. Order from Amazon.com.
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More articles on Personal, Team, and Organizational Effectiveness:
- Problem-Solving Ambassadors
- In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual interest. These working sessions are a mix of problem solving and negotiation. People who are masters of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
- One Cost of Split Assignments
- Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin, but that leads to split assignments for those with rare skills. Here's one way split assignments can lead to higher costs.
- The Questions Not Asked
- Often, the path to forward progress is open and waiting, but we don't recognize it, or we convince ourselves it isn't there. Learning to see what we believe isn't there is difficult. Here are some reasons why.
- Be With the Real
- When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed that we lose awareness of the real and the important. Here are some suggestions for being with the Real.
- Speak for Influence
- Among the factors that determine the influence of contributions in meetings are the content of the contribution and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
See also Personal, Team, and Organizational Effectiveness, Effective Meetings and Problem Solving and Creativity for more related articles.
Forthcoming Issues of Point Lookout
- Coming August 5: Wacky Words of Wisdom: Part IV
- Words of wisdom are pithy sayings that can be valuable so often that we believe them absolutely. Although these sayings are often valuable, they aren't universally valid. Here's Part IV of a growing collection. Available here and by RSS on August 5.
- And on August 12: When the Answer Isn't the Point: Part I
- When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking. Available here and by RSS on August 12.
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