Sometimes we're unaware that we're acting in haste, possibly because recognizing haste requires pausing to assess our condition. Still, recognizing haste is important, because haste, as they say, makes waste. But haste can do far more than make waste. Failure, bankruptcy, and threats to life and limb can follow, too, though not in every situation. Some signs of haste are obvious: the emergency meeting; sending out for dinner for everyone; or having people phone in from airports. But some signs of haste are more difficult to discern. A sampling:
- Rescheduling meetings too close to deadlines
- Decision quality can suffer when critical decision-making meetings are rescheduled from, say, a month before deadline to a day before the deadline. Cushioning intervals between decisions and deadlines make space for safety mechanisms.
- For example, these intervals let us seek outside support such as advice, research, or references. A zero-cushion rescheduling can compel us to decide now, at the meeting, irrevocably, and that can prevent us from foreseeing the foreseeable.
- Decisions require time, sometimes beyond the actual meetings at which they're drafted. Scheduling (or rescheduling) those meetings must take that time into account.
- Delivering supporting exhibits late
- If a decision depends on examining exhibits — documents, reports, experimental results, or other intelligence — and if delivery is late, decision makers might be unable to review the material adequately before the decision. They might be unable to grasp its full implications.
- Making decisions on time despite late exhibit delivery could mean that scheduling is more valued than decision quality. In effect, to compensate for the late delivery, the decision makers are sacrificing time they need.
- Determine Making decisions on time despite
late exhibit delivery could
mean that scheduling is more
valued than decision qualityin advance the minimum interval between exhibit delivery and the decision. Deciding about the minimum interval in the moment biases the group in favor of haste. Minimum intervals between deliveries and decisions might depend on the nature of the decisions.
- New team member pressure
- Sometimes, when new team members join a group, we feel compelled to proceed before they can become familiar with the issue at hand. Formally, the new members supposedly represent important constituencies or expertise, but that representation can be ineffective if familiarity with the immediate issue is limited.
- Making group decisions with inadequate representation of important constituencies or expertise exposes the group to risk. Mere assignment to the team of someone with relevant attributes doesn't make that person capable of functioning as intended.
- Establish criteria for team readiness before making critical decisions. As with exhibit delivery, the criteria might depend on the nature of the decision.
When the stakes are high, and both speed and decision quality are essential, lean toward quality. Make an agreement in your group that once the signs of haste are acknowledged, you'll take previously agreed-upon steps to limit the errors that haste can facilitate. Accept that you might have to decide in haste, but if you do, do it with eyes open. Next in this series 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? rbrennRVcKZeqQoVCMpsgner@ChacDohGUYxAYsJOWajAoCanyon.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:
- Should I Keep Bailing or Start Plugging the Leaks?
- When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets,
rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
- Critical Thinking and Midnight Pizza
- When we notice patterns or coincidences, we draw conclusions about things we can't or didn't directly
observe. Sometimes the conclusions are right, and sometimes not. When they're not, organizations, careers,
and people can suffer. To be right more often, we must master critical thinking.
- Choices for Widening Choices
- Choosing is easy when you don't have much to choose from. That's one reason why groups sometimes don't
recognize all the possibilities — they're happiest when choosing is easy. When we notice this
happening, what can we do about it?
- The Myth of Difficult People
- Many books and Web sites offer advice for dealing with difficult people. There are indeed some difficult
people, but are they as numerous as these books and Web sites would have us believe? I think not.
- 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?
Forthcoming issues of Point Lookout
- Coming May 23: Narcissistic Behavior at Work: IX
- An arrogant demeanor is widely viewed as a hallmark of the narcissist. But truly narcissistic arrogance is off the charts. It's something beyond the merely annoying arrogance of a sometimes-obnoxious individual. What is narcissistic arrogance and how can we cope with it? Available here and by RSS on May 23.
- And on May 30: Chronic Peer Interrupters: I
- When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters? Available here and by RSS on May 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfqEhzRbAodUxQcrener@ChacAVOYVIBPCbZcLTkcoCanyon.com or (650) 787-6475, 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
- Technical Debt Management: Making the Business Case
- This program
outlines the steps necessary for deploying a program for rational management of technical debt. For
many organizations, adopting a program for rationally managing technical debt entails organizational
change. And unlike some organizational changes, this one touches almost everyone in the organization,
because technical debt isn't merely a technical problem. Technical debt manifests itself in technological
assets, to be sure, but its causes are rarely isolated to the behavior and decisions of engineers. We
can't resolve the problem of chronically excessive levels of technical debt by changing the behavior
of engineers alone. Technical debt is the symptom, not the problem. In this program we outline the essential
elements of an effective business case for adopting a rational technical debt management program. But
this business case, unlike many business cases, cannot be captured in a document. We must make the case
not only at the leadership level of the organization, but also at the level of the individual contributor.
Everyone must understand. Everyone must contribute. We explore five issues that make technical debt
so difficult to manage, and develop five guidelines for designing technical debt management strategies
for the modern enterprise. Read more about
this program. Here's a date for this program:
- Wyndham Springfield City Centre, 700 East Adams Street, Springfield,
Illinois 62701: June 12,
Monthly Meeting, Central
Illinois Chapter of the Project Management Institute. Register now.
- Wyndham Springfield City Centre, 700 East Adams Street, Springfield, Illinois 62701: June 12, Monthly Meeting, Central Illinois Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: The Power of Agile Development
- On 14 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227:
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Fifth Third Bank, 5717 Madison Road, Cincinnati, OH 45227: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. Register now.
- 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.