Point Lookout An email newsletter from Chaco Canyon Consulting
Point Lookout, a free weekly email newsletter from Chaco Canyon Consulting
June 27, 2007 Volume 7, Issue 26
 
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

Dealing with Negative Progress

by

Many project emergencies are actually the result of setbacks — negative progress. Sometimes these mishaps are unavoidable, but often they're the result of patterns of organizational culture. How can we reduce the incidence of setbacks?

Sometimes projects experience setbacks — already-completed work becomes useless after people discover problems that require new approaches incompatible with work completed. When the pattern is common, its source might lie neither in the projects, nor in the teams that experience setbacks. Sometimes, the source of the pattern lies in the culture of the organization, in the way it's run, or in the way people view negative progress itself.

Here are some insights to help you reduce the likelihood of experiencing negative progress.

The Brooklyn Bridge spans the East River between Manhattan and Brooklyn

The Brooklyn Bridge spans the East River between Manhattan and Brooklyn. Several setbacks occurred during its construction, but perhaps the most dire involved the suspension cables. Over a period of at least six months, a corrupt contractor delivered to the bridge construction company more than 200 tons of defective steel cable. By the time the fraud was discovered, the defective material had already been installed in the bridge suspension cables, and it could not be removed. The bridge engineer calculated that this would weaken the cables from a margin of six times maximum required strength to only five times maximum strength. He addressed this by adding an additional 150 wires to each cable, and they remain in place to this day. The contractor carried out his malfeasance by switching rejected material for accepted material after the inspection but before delivery. The public was not informed at the time, and the only penalty exacted was the cost of the material in the additional cables installed on the bridge. Photo by Peter Basich, courtesy New York City Department of Transportation.

Accept the bad news as good news
When you discover unexpected complexity or an unanticipated problem, accept its significance. Be glad you're now aware of the problem — awareness is the first step to resolution. Acknowledgment is the second. The alternative to acknowledgment, denial, is a great way to mess things up even more.
Change your tactics or strategy
When things aren't going well, adjust tactics or strategy. Sometimes people convince themselves that they've made adjustments when they really haven't — they've just renamed or rearranged the old approaches. This happens, in part, because making real adjustments sometimes feels like acknowledging failure. To determine whether the adjustments are real, notice how people feel about them. If some people are really upset about the adjustments, they're probably real.
Increase information distribution
Most negative progress involves information that was known to some, but not enough of the right people. It's likely that more negative progress awaits you, and information sharing can prevent some of it. Encourage people to share information and teach each other more of what they know. See "What Haven't I Told You?," Point Lookout for December 11, 2002.
Take smaller bites
Perhaps project goals are too aggressive — the organization might lack the skills or resources required. Carefully review all activities to determine whether other such overly ambitious efforts are underway. See "Geese Don't Land on Twigs," Point Lookout for June 13, 2001.
Reward honesty and failure
Investigate your recognition practices regarding successes, ethics, and failures. If you aren't honoring at least some failures, you're encouraging their concealment, and that practice increases the likelihood of future negative progress. Rewarding success regularly but only rarely rewarding integrity, honesty, conscientiousness, reliability, originality, or courage drives these other attributes underground. This can increase the risk of setbacks, because these attributes are your best insurance against further surprises.
Reduce overload
If you aren't honoring
at least some failures,
you're encouraging
their concealment
Probably the most effective — and most difficult — change an organization can make is to reduce the number of projects underway. Overloaded people can't focus on anything long enough to do much good. They feel that they can't afford to explore, experiment, or take the kind of risks that lead to breakthroughs. Lighten the load to enhance productivity. See "Make Space for Serendipity," Point Lookout for September 25, 2002.

Any effort to reduce setbacks across the organization could itself encounter setbacks. Since the organization's limitations in preventing or dealing with setbacks can become an issue in such a change, making this change can be particularly difficult. Go to top Top  Next issue: Ethical Influence: Part I  Next Issue
Bookmark and Share

Order from AmazonThe information about the Brooklyn Bridge is in a wonderful book by David McCullough, The Great Bridge: The epic story of the building of the Brooklyn Bridge. New York: Simon and Schuster, 1972. Order from Amazon.com

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? rbrenPswEbScjtgpljWjWner@ChacEVwRAudlpNiToUJooCanyon.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 Personal, Team, and Organizational Effectiveness:

Senator Mark Warner (Democrat of Virginia) meets with mayorsDiscussus Interruptus
You're chairing a meeting, and to your dismay, things get out of hand. People interrupt each other so often that nobody can complete a thought, and some people dominate the meeting. What can you do?
An excited teamTeam 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?
The Edison light bulbAsking Brilliant Questions
Your team is fortunate if you have even one teammate who regularly asks the questions that immediately halt discussions and save months of wasted effort. But even if you don't have someone like that, everyone can learn how to generate brilliant questions more often. Here's how.
The George Foster Peabody AwardIllusory Incentives
Although the theory of incentives at work is changing rapidly, its goal generally remains helping employers obtain more output at lower cost. Here are some neglected effects that tend to limit the chances of achieving that goal.
World global temperature departuresConfirmation Bias: Workplace Consequences Part I
We continue our exploration of confirmation bias, paying special attention to the consequences it causes in the workplace. In this part, we explore its effects on our thinking.

See also Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming Issues of Point Lookout

U.S. Troops in Viet Nam, 1961-1968Coming February 10: Patterns of Conflict Escalation: Part II
When simple workplace disagreements evolve into workplace warfare, they often do so following recognizable patterns. If we can recognize the patterns early, we can intervene to prevent serious damage to relationships. Here's Part II of a catalog of some of those patterns. Available here and by RSS on February 10.
A dense Lodgepole Pine stand in Yellowstone National Park in the United StatesAnd on February 17: Conversation Despots
Some people insist that conversations reach their personally favored conclusions, no matter what others want. Here are some of their tactics. Available here and by RSS on February 17.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenFktBZMHTfDlFLsCpner@ChacawHCknwXSJzZkyzKoCanyon.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

High-Voltage Brainstorming: Leading Teams to More Brilliant Ideas Faster
AlthoHigh-Voltage Brainstormingugh most of us are very familiar with a technique known as brainstorming, many overestimate its effectiveness. Serious research indicates that, as commonly practiced, brainstorming produces results that tend to overlook some brilliant ideas, and might even include ideas that actually have little promise. In this eye opening yet entertaining program, Rick Brenner guides us as we explore the sources of the deficiencies of brainstorming, and then suggests concrete tips for mitigating those deficiencies. 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 whats 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's an upcoming date for this program:

Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Learn how to spot troubled projects before they get out of control.
Bad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
Learn how to make your virtual global team sing.
Are you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A 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!
Learn 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.