Nan pushed the door open, and she and Trish stepped out of the conference center into the morning air. On their first break from the off-site meeting, they hadn't quite yet relaxed from the pressure cooker that was the final stretch of Marigold, their latest project. It hadn't gone well, and they were all spending three days trying to figure out what happened.
"So what do you think?" Nan opened.
"I've been to off-sites before," said Trish. "But this is the first time I've felt hopeful that truth would come out."
Nan agreed. "Me too. I liked the bit about myths and fallacies."
Nan sat down on one of the plastic chairs. Trish sat too. "But knowing these fallacies," she asked, "won't we just get better at fooling ourselves? If we could get any better which I seriously doubt."
Nan smiled. "Well, I think his point was that by naming the fallacies, it gets harder to use them."
And Nan is right about that. By naming the fallacies, the patterns become obvious to everyone, which deters us from using them. Here's Part I of a little catalog of the fallacies of project management. For Part II, see "Nine Project Management Fallacies: II," Point Lookout for December 14, 2005.Universal awareness
of common fallacies
deters us all
from using them
- The Fallacy of Positivism
- The Fallacy of Positivism holds that if we believe we can accomplish something, we're more likely to actually accomplish it; and inversely, if we express doubts about accomplishing something, we're less likely to execute it successfully.
- This fallacy is especially tempting to leaders who want to motivate reluctant teams to attempt (or keep trying to do) the impossible. They're using it as a tool of manipulation.
- All things being equal, it's probably helpful to have a positive attitude. But Truth is most important. Be positive when it's appropriate, and express doubts when they're real and relevant. Both staying positive and expressing doubt inappropriately can lead to catastrophe.
- The Bad Actor Fallacy
- If a team exhibits a repeated pattern of dysfunction, we commit the Bad Actor Fallacy when we assume that one single team member is the likely cause of the problem.
- Isolating the cause of a team problem to a single individual is tempting because it suggests that dealing with that individual can resolve the problem. No need for messy and expensive team interventions; no need for involving more than one person.
- While it's possible for a single individual to keep a team in a state of dysfunction, more typically many individuals contribute to team problems. Team performance is an attribute of the team's system, and the organization in which that team is embedded.
One more fallacy is perhaps most common: the Purity Fallacy, which holds that we are personally pure: we never use fallacies ourselves. We all use them, of course — we're human. The trick is to catch yourself when you do. Next in this series Top Next Issue
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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
- 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.
- Backtracking in Incremental Problem Solving
- Incremental problem solving is fashionable these days. Whether called evolutionary, incremental, or
iterative, the approach entails unique risks. Managing those risks sometimes requires counterintuitive action.
- Risk Management Risk: II
- Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some
guidelines for reducing risk management risk arising from risk interactions and change.
- Design Errors and Group Biases
- Design errors can cause unwanted outcomes, but they can also lead to welcome surprises. The causes of
many design errors are fundamental attributes of the way groups function. Here is Part II of our exploration.
Forthcoming issues of Point Lookout
- Coming October 18: Missing the Obvious: II
- With hindsight, we sometimes recognize that we could have predicted the very thing that just now surprised us. Somehow, we missed the obvious. Why does this happen? Available here and by RSS on October 18.
- And on October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
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- 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.