Machines, especially engines, are designed with a maximum revolutions per minute. When they exceed that maximum, they can fail catastrophically by essentially flying apart. Organizations also have a ceiling controlling how much work they can do without harming workers. When their work involves manipulating physical goods, that ceiling is set by safety regulations or by limits imposed by Nature.
In knowledge-based organizations, the ceiling on rates of production isn't as obvious. It's real, but it's set by psychological factors. There are few regulations, if any, and no obvious safety limits. In knowledge-based organizations, overload is often uncontrolled.
It's up to us to control overload. Here are some haiku to contemplate when you find yourself so overloaded that you can no longer think. Read them slowly. Notice how you feel about each one. Notice which ones strike home, and which ones suggest new ways to regain your sense of well-being.
Another day starts. Email, voicemail, and meetings. Another day ends.
This has to get done. So does that and that and that. Not by noon it won't.
Hours so horrendous I eat dinner at my desk. This is not a life.
With great sacrifice, I finish my work. He does not, but nobody cares.
She has time for breaks, And I'm completely buried. How does this happen?
I can't do it all with quality I'm proud of. So what's good enough?
After a layoff, there are fewer people here, but just as much work.
You've got a problem. Please help me understand why your problem is mine.
Someone must do it. It always seems to be me. What if I said No?
Why don't I say No? I can say No — but I don't. Am I scared? What of?
Isn't saying "yes" to their excessive demands saying "no" to me?
I get too much mail. I cannot read all of it. Wait — I don't have to!
Taking the red eye, I return in time for work. Brain dead, but on time.
The nice thing about conflicting meetings is you only attend one.
I have too much work, but I've found a solution. I don't do it all.
This isn't my job. Why do I have to do it? Wait a sec — I don't.
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More articles on Personal, Team, and Organizational Effectiveness:
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- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
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read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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