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Archive for 2009

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Coming February 8: How to Foresee the Foreseeable: Recognize Haste

When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable. One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process. Available here and by RSS on February 8.

And on February 15: How to Foresee the Foreseeable: Focus on the Question

When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality. Available here and by RSS on February 15.

This page has links to articles from 2009. For other years:

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December 30, 2009

Letting Go of the Status Quo: the Debate

Before we can change, we must want to change, or at least accept that we must change. And somewhere in there, we must let go of some part of what is now in place — the status quo. In organizations, the decision to let go involves debate.

December 23, 2009

How to Avoid Responsibility

Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising star in a high-performance organization, or a naïve fool in a low-performance organization. Either way, you must know the more popular techniques for avoiding responsibility.

December 16, 2009

A Critique of Criticism: Part II

To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to, and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of inflicting pain?

December 9, 2009

A Critique of Criticism: Part I

Whether we call it "criticism" or "feedback," the receiver can sometimes experience pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to increase the chance that the receiver hears the giver's message without experiencing pain?

December 2, 2009

On the Appearance of Impropriety

Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean, what are the consequences of such avoiding, and when is it an appropriate choice?

November 25, 2009

Action Item Avoidance

In some teams, members feel so overloaded that they try to avoid any additional tasks. Here are some of the most popular patterns of action item avoidance.

November 18, 2009

Fill in the Blanks

When we conceal information about ourselves and our areas of responsibility, we make room for others to speculate. Speculation is rarely helpful. It's wise to fill in the blanks.

November 11, 2009

How to Ruin Meetings

Much has been written about how to conduct meetings effectively. Here are some reliable techniques for doing something else altogether.

November 4, 2009

Twenty-Three Thoughts

Sometimes we get so focused on the immediate problem that we lose sight of the larger questions. Here are twenty-three thoughts to help you focus on what really counts.

October 28, 2009

The Attributes of Political Opportunity: The Finer Points

Opportunities come along even in tough times. But in tough times like these, it's especially important to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to assist you in your detective work.

October 21, 2009

The Attributes of Political Opportunity: The Basics

Opportunities come along even in tough times. But in tough times, it's especially important to distinguish between true opportunities and high-risk adventures. Here are some of the attributes of desirable political opportunities.

October 14, 2009

Logically Illogical

Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure. Here are just a few.

October 7, 2009

Untangling Tangled Threads

In energetic discussions, topics and subtopics get intertwined. The tangles can be frustrating. Here's a collection of techniques for minimizing tangles in complex discussions.

September 30, 2009

Tangled Thread Troubles

Even when we use a facilitator to manage a discussion, managing a queue for contributors can sometimes lead to problems. Here's a little catalog of those difficulties.

September 23, 2009

The Ups and Downs of American Handshakes: Part II

Where the handshake is a customary business greeting, it's possible to offend accidentally. Here's Part II of a set of guidelines for handshakes in the USA.

September 16, 2009

The Ups and Downs of American Handshakes: Part I

In much of the world, the handshake is a customary business greeting. It seems so simple, but its nuances can send signals we don't intend. Here are some of the details of handshakes in the USA.

September 9, 2009

The Questions Not Asked

Often, the path to forward progress is open and waiting, but we don't recognize it, or we convince ourselves it isn't there. Learning to see what we believe isn't there is difficult. Here are some reasons why.

September 2, 2009

Blind Agendas

Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.

August 26, 2009

I've Got Your Number, Pal

Recent research has uncovered a human tendency — possibly universal — to believe that we know others better than others know them, and that we know ourselves better than others know themselves. These beliefs, rarely acknowledged and often wrong, are at the root of many a toxic conflict of long standing.

August 19, 2009

False Consensus

Most of us believe that our own opinions are widely shared. We overestimate the breadth of consensus about controversial issues. This is the phenomenon of false consensus. It creates trouble in the workplace, but that trouble is often avoidable.

August 12, 2009

Long-Loop Conversations: Anticipation

In virtual or global teams, conversations are sources of risk to the collaboration. Because the closed-loop response time for exchanges can be a day or more, long-loop conversations generate misunderstanding, toxic conflict, errors, delays, and rework. One strategy for controlling these phenomena is anticipation.

August 5, 2009

Hyper-Super-Overwork

The prevalence of overwork has increased with the depth of the global recession, in part because employers are demanding more, and in part because many must now work longer hours to make ends a little closer to meeting. Overwork is dangerous. Here are some suggestions for dealing with it.

July 29, 2009

Finding Work in Tough Times: Communications

Finding work in tough times entails presenting yourself to many people. You'll be conversing, interviewing, writing, presenting, and when you're finally successful, negotiating.

July 22, 2009

Finding Work in Tough Times: Marketing

We aren't accustomed to thinking of finding work in tough times as a marketing problem, but it helps. Here are some suggestions for applying marketing principles to finding work in tough times.

July 15, 2009

Finding Work in Tough Times: Infrastructure

Finding work in tough times goes a lot more easily if you have at least a minimum of equipment and space to do the job. Here are some thoughts about getting that infrastructure and managing it.

July 8, 2009

Finding Work in Tough Times: Strategy

If you're out of work and discouraged — or getting there — you're in great company. Better than ever before. Getting back to work starts with getting to work on finding work. Here's a collection of strategies for the job of finding work.

July 1, 2009

Teamwork Myths: I vs. We

In high performance teams, cooperative behavior is a given. But in the experience of many, truly cooperative behavior is so rare that they believe that something fundamental is at work — that cooperative behavior requires surrendering the self, which most people are unwilling to do. It's another teamwork myth.

June 24, 2009

Long-Loop Conversations: Clearing the Fog

In virtual or global teams, conversations can be long, painful affairs. Settling issues and clearing misunderstandings can take weeks instead of days, or days instead of hours. Here are some techniques that ease the way to mutual agreement and understanding.

June 17, 2009

Teamwork Myths: Conflict

For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth. Conflict, in its constructive forms, is essential to high performance.

June 10, 2009

Long-Loop Conversations: Asking Questions

In virtual or global teams, where remote collaboration is the rule, waiting for the answer to a simple question can take a day or more. And when the response finally arrives, it's often just another question. Here are some suggestions for framing questions that are clear enough to get answers quickly.

June 3, 2009

One Cost of Split Assignments

Sometimes management practices have unintended consequences. To reduce costs, we keep staff ranks thin, but that leads to split assignments for those with rare skills. Here's one way split assignments can lead to higher costs.

May 27, 2009

Teamwork Myths: Formation

Much of the conventional wisdom about teams is in the form of over-generalized rules of thumb, or myths. In this first part of our survey of teamwork myths, we examine two myths about forming teams.

May 20, 2009

Pumpers

In workplace politics, some people always seem to be seeking information about others, but they give very little in return. They're pumpers. What can you do to deal with pumpers?

May 13, 2009

Misleading Vividness

Group decision-making usually entails discussion. When contributions to that discussion include vivid examples, illustrations, or stories, the group can be at risk of making a mistaken decision.

May 6, 2009

Political Framing: Strategies

In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some strategies framers use.

April 29, 2009

Political Framing: Communications

In organizational politics, one class of toxic tactics is framing — accusing a group or individual by offering interpretations of their actions to knowingly and falsely make them seem responsible for reprehensible or negligent acts. Here are some communications tactics framers use.

April 22, 2009

Mitigating Outsourcing Risks: Part II

Outsourcing internal processes exposes the organization to a special class of risks that are peculiar to the outsourcing relationship. Here is Part II of a discussion of what some of those risks are and what can we do about them.

April 15, 2009

Mitigating Outsourcing Risks: Part I

Outsourcing internal processes modifies the usual risk configuration of those processes, but it also creates a special class of risks that are peculiar to the outsourcing relationship. What are some of those risks and what can we do about them?

April 8, 2009

Discussion Distractions: Part II

Meetings are less productive than they might be, if we could learn to recognize and prevent the most common distractions. Here is Part II of a small catalog of distractions frequently seen in meetings.

April 1, 2009

Discussion Distractions: Part I

Meetings could be far more productive, if only we could learn to recognize and prevent the distractions that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently seen in meetings.

March 25, 2009

Coping with Layoff Survival

Your company has just done another round of layoffs, and you survived yet again. This time was the most difficult, because your best pal was laid off, and you're even more fearful for your own job security. How can you cope with survival?

March 18, 2009

Pet Peeves About Work

Everybody has pet peeves about work. Here's a collection drawn from my own life, the lives of others, and my vivid imagination.

March 11, 2009

Masked Messages

Sometimes what we say to each other isn't what we really mean. We mask the messages, or we form them into what are usually positive structures, to make them appear to be something less malicious than they are. Here are some examples of masked messages.

March 4, 2009

The Fallacy of Composition

Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition is one of the more subtle fallacies, which makes it especially dangerous.

February 25, 2009

Four Popular Ways to Mismanage Layoffs: Part II

Staff reduction is needed when expenses overtake revenue. But when layoffs are misused, or used too late, they can harm the organization more than they help. Here's Part II of an exploration of four common patterns of mismanagement, and some suggestions for those managers and other employees who recognize the patterns in their own companies.

February 18, 2009

Four Popular Ways to Mismanage Layoffs: Part I

When layoffs are necessary, the problems they are meant to address are sometimes exacerbated by mismanagement of the layoff itself. Here is Part I of a discussion of four common patterns of mismanagement, and some suggestions for those managers and other employees who recognize the patterns in their own companies.

February 11, 2009

How to Avoid a Layoff: Your Situation

These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for positioning yourself in the organization to reduce the chances that you will be laid off.

February 4, 2009

How to Avoid a Layoff: Your Relationships

In troubled economic times, layoffs loom almost everywhere. Here are some tips for reconfiguring your relationships with others at work and at home to reduce the chances that you will be laid off.

January 28, 2009

How to Avoid a Layoff: The Inside Stuff

These are troubled economic times. Layoffs are becoming increasingly common. Here are some tips for changing your frame of mind to help reduce the chances that you will be laid off.

January 21, 2009

Creating Trust

What can you do when you discover that the environment at work is permeated with distrust? Your position in the organization does affect your choices, but here are some suggestions that might be helpful to anyone.

January 14, 2009

Asking Clarifying Questions

In a job interview, the interviewer asks you a question. You're unsure how to answer. You can blunder ahead, or you can ask a clarifying question. What is a clarifying question, and when is it helpful to ask one?

January 7, 2009

The Paradox of Confidence

Most of us interpret a confident manner as evidence of competence, and a hesitant manner as evidence of lesser ability. Recent research suggests that confidence and competence are inversely correlated. If so, our assessments of credibility and competence are thrown into question.