The Google dictionary definition (OxfordDictionaries.com) of firefighting in business is incomplete. It defines firefighting as, "the practice of dealing with problems as they arise rather than planning strategically to avoid them." I don't know about you, but that sounds a lot saner that what I've experienced. I've found it to be more like: "the practice of applying temporary fixes to urgent problems, rather than resolving them permanently, whilst being continuously interrupted by other problems, many of which had received temporary fixes earlier, but which have erupted into flame again." Avoiding problems strategically is indeed a preferred alternative, but in true firefighting mode, we have no time for that. We just smother the flames as best we can and move on.
Planning strategically to avoid problems is a way to avoid falling into firefighting. But in firefighting mode, by definition, we can't plan strategically, because we're too busy fighting fires. So how do we get out of firefighting mode once we're in it?
Begin by realizing that when any part of the enterprise finds itself fighting fires, something about the enterprise culture is likely among the root causes. And unless the enterprise culture is your responsibility, don't try to change the culture. We never do well when we try to do someone else's job. (See "Stay in Your Own Hula Hoop," Point Lookout for June 27, 2001, for more) So what can we do?
The general strategy is to be the best, most effective firefighter you can be. Let's begin with some tactics you can use immediately.
- Plan the next 30 minutes
- In a In a fire-ridden environment,
making longer-term plans is a
waste of time and resourcesfire-ridden environment, making longer-term plans is a waste of time and resources. The general chaos will undo any longer-term plan before the email or text announcing the plan even gets read.
- Having no plan at all is trouble too; so do make plans, but only for the immediate present. Example: for meeting agendas, allocate time to each item. Another: Decide to spend the next 15 minutes focused on just this one problem.
- Let some fires burn
- Firefighting mode persists, in part, because the people fighting the fires can't get far enough ahead of the fires to extinguish them. Trying to extinguish all the fires thus prevents extinguishing any of the fires.
- Focus your resources. Free up resources, and reduce the risk of additional distracting fires, by dropping objectives that have limited impact on other objectives. If any of these objectives are already in flames, let 'em burn if you can.
- Set backfires
- Wildland firefighters sometimes set backfires to deprive the wildfire of fuel, thus limiting its spread.
- Take a hard look at objectives that seem to be progressing, but which aren't absolutely essential. Regard them as fuel that could burst into flame at any moment. By abandoning these objectives proactively, you limit the chances of additional fires, and free up resources for fighting the fires you already have.
Projects never go quite as planned. We expect that, but we don't expect disaster. How can we get better at spotting disaster when there's still time to prevent it? How to Spot a Troubled Project Before the Trouble Starts is filled with tips for executives, senior managers, managers of project managers, and sponsors of projects in project-oriented organizations. It helps readers learn the subtle cues that indicate that a project is at risk for wreckage in time to do something about it. It's an ebook, but it's about 15% larger than "Who Moved My Cheese?" Just USD 19.95. Order Now! .
Your comments are welcomeWould you like to see your comments posted here? rbrensMZoofjjXHLbJDRkner@ChacQMBrQsHAbLRDGpQMoCanyon.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 Project Management:
- Nine Project Management Fallacies: IV
- Some of what we "know" about managing projects just isn't so. Understanding these last three
of the nine fallacies of project management helps reduce risk and enhances your ability to complete
- Remote Facilitation in Synchronous Contexts: I
- Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting
chair — will discover quickly that remote facilitation presents special problems. Here's a little
catalog of those problems, and some suggestions for addressing them.
- Remote Facilitation in Synchronous Contexts: II
- Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone
or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II
of a little catalog of those problems, and some suggestions for addressing them.
- Beyond Our Control
- When bad things happen, despite our plans and our best efforts, we sometimes feel responsible. We failed.
We could have done more. But is that really true? Aren't some things beyond our control?
- Unresponsive Suppliers: I
- If we depend on suppliers for some tasks in a project, or for necessary materials, their performance
can affect our ability to meet deadlines. What can we do when a supplier's performance is problematic,
and the supplier doesn't respond to our increasingly urgent pleas for attention?
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenPJKXxlXYJHjWasUwner@ChacLUwMJfSAdNQykyAVoCanyon.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
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of 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 a date for this program:
- 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.