Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
June 20, 2007 Volume 7, Issue 25
 
Recommend this issue to a friend
Join the Friends of Point Lookout
HTML to link to this article…
Archive: By Topic    By Date
Links to Related Articles
Sign Up for A Tip A Day!
Create a perpetual bookmark to the current issue Bookmark and Share
Tweet this! | Follow @RickBrenner Random Article

More Stuff and Nonsense

by

Some of what we believe is true about work comes not from the culture at work, but from the larger culture. These beliefs are much more difficult to root out, but sometimes just a little consideration does help. Here are some examples.
The Declaration of Independence

A portion of the painting, "The Declaration of Independence," by John Trumbull. If ever there was an opportunity for too many cooks to spoil the broth, the crafting of the US Declaration of Independence was certainly one of them. In fact, a committee had been formed to write it, but after some attempts, eventually the job went to Thomas Jefferson, who had arranged to get it. Read Jefferson's own account of how he came to write the Declaration. View an interactive version of the painting to identify the people in it. The scene in the painting never actually happened, but it does appear on the back of the US two-dollar bill. In the painting, Jefferson is standing, the tallest man in the center in front of the table. John Adams, our leftmost of that group, is standing on Jefferson's foot. On the two-dollar bill, he isn't. The man behind Jefferson and to his right is Robert Livingston, who, as Jefferson's minister to France, negotiated the Louisiana Purchase. Painting photographed by Theodor Horydczak, ca. 1920-1950. Photo courtesy US Library of Congress.

An aphorism is a concise statement widely believed to be valid, and often quoted. Aphorisms are a little more credible than adages, probably less widely quoted, and usually less clever. But the two are only subtly different, and one person's adage might well be another's aphorism.

Aphorism or adage, though, they're probably all wrong if you think carefully enough. Here are a few examples that cause mischief at work.

There's an exception to every rule
Let's assume this one is true. Then, since the statement itself is a rule, an exception must exist, and therefore there exists a rule that has no exceptions. Since that contradicts the original rule, the statement must be false.
What goes around comes around
The idea here is that there is absolute justice in the world — that if you do right (wrong), then right (wrong) will eventually come back to you. This is simply wishful thinking. The world is way more random than that, and bad guys often go unpunished. There is some justice, but it's imperfect.
Too many cooks spoil the broth
This one is the basis of a belief that beyond a certain maximum number of "decision-makers," failure is inevitable. Even allowing that the maximum number might be task-dependent, this belief is often used to exclude the powerless from decisions. That's tragic, because in the real world, from science to banking to politics, people outside the dominant group are often the greatest innovators.
Many hands make light work
Maybe this is true when we're haying or cleaning dairy barns or picking apples, but it probably isn't true when we're writing software or designing a political campaign or performing brain surgery. Knowledge work is different.
If it ain't broke, don't fix it
Aphorism or adage — they're
probably all wrong if you
think carefully enough
The problem here is the definition of "broke." In the modern workplace, most products, processes, and policies do function well, and most also have defects. The acceptability of their performance is subjective. The question is whether the likely benefits of improvement are worth the risk.
You can't teach an old dog new tricks
We use this belief to justify exclusion or termination of older, more experienced employees — if we want to. But when we're looking for a high-value executive or key contributor, we insist on hiring only the most experienced people who have done something similar before. You can't have it both ways.
Never trouble trouble 'til trouble troubles you
This piece of advice is a cousin of "Ain't Broke," but it's more specific. It allows that some things are broken, but if they don't harm you directly, it's best to let them go. In this modern, tightly networked world, waiting for trouble to trouble you directly could be a losing strategy.

Perhaps a true aphorism exists, and I just haven't run into it yet. I never say never. Go to top Top  Next issue: Dealing with Negative Progress  Next Issue
Bookmark and Share

For more about the painting, Declaration of Independence, see the article by David McCullough, "An Icon's Secret: How John Trumbull's revered depiction of July 4, 1776, mixes fiction and fact." In The Wall Street Journal, June 30, 2007; Page P1.

52 Tips for Leaders of Project-Oriented OrganizationsAre your projects always (or almost 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 and techniques for organizational leaders. Order Now!

Your comments are welcome
Would you like to see your comments posted here? rbrenSUANzCFkYtXQchJiner@ChacKLPwXsZJJRrzXnyboCanyon.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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Workplace Politics:

FearWhen Power Attends the Meeting
When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting in on the meetings of your subordinates.
Hiding from the truthThe High Cost of Low Trust: Part II
Truly paying attention to Trust at work is rare, in part, because we don't fully appreciate what distrust really costs. Here's Part II of a little catalog of how we cope with distrust, and how we pay for it.
John C. Calhoun (1782-1850), seventh Vice President of the United StatesImpasses in Group Decision-Making: Part I
Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving on to the more thorny areas. Why does this happen?
Brian Urquhart of the Office of the UN Under-Secretaries Without Porfolios. (1 January 1956)Staying in Abilene
A "Trip to Abilene," identified by Jerry Harvey, is a group decision to undertake an effort that no group members believe in. Extending the concept slightly, "Staying in Abilene" happens when groups fail even to consider changing something that everyone would agree needs changing.
A schematic representation of a MOSFETBottlenecks: Part II
When some people take on so much work that they become "bottlenecks," they expose the organization to risks. Managing those risks is a first step to ending the bottlenecking pattern.

See also Workplace Politics, Critical Thinking at Work and Managing Your Boss for more related articles.

Forthcoming Issues of Point Lookout

A Celebes Crested MacaqueComing July 8: Ethical Debate at Work: Part I
When we decide issues at work on any basis other than the merits, we elevate the chances of making bad decisions. Here are some guidelines for ethical debate. Available here and by RSS on July 8.
President Obama meets with Congressional leadersAnd on July 15: Ethical Debate at Work: Part II
Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others, but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates toward wise outcomes. Available here and by RSS on July 15.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenlhbBxcUFLlwIUvsDner@ChacZvEoLBzljDvxzlngoCanyon.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:
Reprinting this article
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

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's an upcoming date for this program:

Managing in Fluid Environments
Most Managing in Fluid Environmentspeople now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know what's coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here are some upcoming dates for this program:

The Race to the South Pole: The Organizational Politics of Risk Management
On 14The Race to the South Pole: The Organizational Politics of Risk Management 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. We'll use the history of this event to explore lessons in risk management, its application to organizational efforts, and how workplace politics enters the mix. A fascinating and refreshing look at risk management from the vantage point of history and workplace politics. Read more about this program. Here's an upcoming date for this program:

How to Spot a Troubled Project Before the Trouble StartsLearn how to spot troubled projects before they get out of control.
303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, 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!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace -- with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
SSL