In problem-solving organizations, some tasks are repetitive, resulting from ongoing operations. Others are one-of-a-kind, and directly related to the organizational mission. And there are other tasks, one-of-a-kind or not, that relate to infrastructure and affect wide segments of the organizational population.
Tasks of this last category can be addressed using an organizational form similar to a "barn raising" — a custom from the early history of U.S. farm communities, where community efforts were applied to the benefit of single farm families.
In "Workplace Barn Raisings," Point Lookout for August 2, 2006, we surveyed the kinds of tasks that modern organizations can tackle as barn raisings. Here are some ways "barn raisers" can divide the work.
- Plan, plan, plan
- Whether you're raising a real barn or a figurative barn, you have to plan, and someone has to take the lead. Think of your barn raising as if it were a real project. It is.
- Do your winter work
- In traditional barn raisings, community members did "winter work" to prepare for the event, on their own farms, during the winter. They harvested timber, hewed beams, made pegs, and sharpened tools.
- In a modern barn raising people do figurative "winter work" on their own well in advance. In moving a library, for example, they can label boxes or locate sources of dollies.
- Prepare the site
- The main ingredient
in organizing a modern
barn raising is no
surprise — organization
- Real barns need foundations and floors. And some of the work on the heavy timbers has to be done after they arrive on site. In real barn raisings, we do this kind of work on site in advance of the event.
- Some of the work for your barn raising must be done in place, in the weeks leading up to the event. In our library example, labeling the bookshelves and installing dolly ramps might be examples of site prep work.
- Know what to do the day before
- In a real barn raising, food preparation is in the last-day category, but there are lots of other items, like preparing to look after children and farm animals during all the ruckus.
- In a modern barn raising, the effort itself might have consequences internally, or with customers or ongoing use of the event site. You probably need to deal with these issues starting the day before the event.
- Attend to people needs
- In both traditional and figurative barn raisings, the celebration and sharing are part of the fun, and much of the benefit. Provide food and drink, scheduled breaks, comfortable places to rest, and a party afterwards.
Since you'll be asking people who are already working full time to lend a hand with your barn raising, you might have to coordinate delays in other efforts. Things can get complicated, but if you send me your success stories, I'll post them here in a kind of barn raising of a barn raising. Top Next Issue
- Jim Batterson
- When we lived in Montpelier, Vermont, they wanted to move the library. They asked everyone in town to check out some books from the old library and return them to the new library. Don't remember how well it worked.
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More articles on Personal, Team, and Organizational Effectiveness:
- Think Before You PowerPoint
- Microsoft PowerPoint is a useful tool. Many of us use it daily to create presentations that guide meetings
or focus discussions. Like all tools, it can be abused — it can be a substitute for constructive
dialog, and even for thought. What can we do about PowerPoint abuse?
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- Whether we belong to a small project team or to an executive team, we have limited resources and seemingly
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What does it take to Persuade Power?
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- How to Deal with Holding Back
- When group members voluntarily restrict their contributions to group efforts, group success is threatened
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Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- 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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenVzmocLkdfxOTSyEzner@ChacDRcqODkzEoWkJOLFoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
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.
- 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:
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- 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.