Peter Farrell and Andrew Kulyk of Buffalo, New York, aren't ordinary sports fans. In 1999, attending the All-Star game of the National Hockey League in Tampa, Florida, they decided to try to attend games at all the venues of the four major U.S. sports leagues: baseball, football, basketball, and hockey. They "finished" in December 2002, but since new venues are opening all the time, their odyssey continues.
Projects of this kind appear in almost every field of human endeavor. You can buy an anthology of every video ever released by Bruce Springsteen; you can join the New England 4,000 Footers Club by climbing every peak in New England exceeding 4,000 feet; or you can join the Seven Continents Club by running a marathon on each of the seven continents.
This pattern is so common that we have a name for it: completism. In pop culture, completist activities are somewhat amusing (if sometimes questionable) hobbies, provided they don't interfere with one's health and well-being.
In business, completism is often an indicator of trouble. Here are some of the forms completism takes in business.
- The lopsided product line
- We sometimes offer products that exist mostly to "complete the set" — to make our offering span the entire market. We use descriptors like "full spectrum" or "complete" to describe these offerings.
- Does it make sense to offer products that serve less than 1% of the market? Perhaps, but we could ask the question more often than we do. Sometimes full coverage is important — it can simplify the buyer's decision process. But often, full coverage is simply completism and provides no advantage to buyer or seller.
- The overfull benefits menu
- Packing the menu of employee benefits is one approach to solving the problem of inadequate benefits. Some companies offer options that few people want and still fewer elect, but the menu appears to be complete, which makes it an attractive recruiting tool. The complexity of the offering is confusing in itself.
- Offering a simpler array of truly valuable benefits might be cheaper for the company, and more useful to its employees.
- Creeping featurism
- In product Does it make sense
to offer products that
serve less than 1%
of the market?design, completism sometimes leads to offering numerous capabilities that only a few users can understand and most wouldn't use even if they could understand them. To make the products look simple, we hide these features, which further reduces their accessibility.
- Simpler products are cheaper and easier to use. Reducing the feature array might make marketing more difficult, but let's solve marketing problems with marketing, not featuremongering.
Perhaps the most common and expensive example of completism at work is the compound failure — the failure to cancel the zombie project that has already failed but lives on. What are you or your company doing only for the sake of completeness? What would happen if you stopped? Top Next Issue
Are 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 welcomeWould you like to see your comments posted here? rbrenUpPtnXAEbooLqXZkner@ChacPLRmahgeDJjsGqBToCanyon.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.
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.
More articles on Personal, Team, and Organizational Effectiveness:
- Let Me Finish, Please
- We use meetings to exchange information and to explore complex issues. In open discussion, we tend to
interrupt each other. Interruptions can be disruptive, distracting, funny, essential, and frustratingly
common. What can we do to limit interruptions without depriving ourselves of their benefits?
- Most of us get too much email. Some is spam, but even if we figured out how to eliminate spam, most
would still agree that we get too much email. What's happening? And what can we do about it?
- 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
we end sidebars quickly and politely?
- Contextual Causes of Conflict: I
- When destructive conflict erupts, we usually hold responsible only the people directly involved. But
the choices of others, and general circumstances, can be the real causes of destructive conflict.
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
See also Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming March 21: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on March 21.
- And on March 28: Narcissistic Behavior at Work: IV
- Narcissistic behavior at work is more damaging than rudeness or egotism. It leads to faulty decisions that compromise organizational missions. In this part of the series we examine the effects of constant demands for attention and admiration. Available here and by RSS on March 28.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmfHLqjLSddUECjjsner@ChacFALpahzkFVlNUvLZoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.