Back in June, we looked at Part II of our collection of over-generalized adages — wacky words of wisdom (see "Wacky Words of Wisdom: II," Point Lookout for June 6, 2012). Here's a third installment.
- Nothing is particularly hard if you divide it into small jobs
- These words, due to Henry Ford, were probably meant to apply to manufacturing — specifically to assembly line work. They capture a belief widely held, especially in Western societies, that we can accomplish any complex task by decomposing it into smaller, more manageable tasks. But does it apply to tasks of absolutely every kind? Does it apply to medical diagnosis? Designing a flood control system? Formulating economic policy? Writing legislation?
- Division strategies are valid for a class of tasks that we might call divisible. But some tasks might be only partially divisible, or not divisible at all. For example, for some diseases or disease combinations, accurate diagnosis requires a grasp of the totality of a patient's health. When success depends on grasping the whole, or when success depends on grasping portions that seem at first to be unrelated, division doesn't work. What's worse, for indivisible tasks, determining divisibility is often itself an indivisible task. An increasing portion of all modern work just isn't divisible. Dividing indivisible tasks invites disaster.
- If you want something done right, do it yourself
- This adage is often used as a basis for infringing previously delegated responsibility, or for micromanaging, or for obsessive review of delegated work. These behaviors all contribute to nightmarish relationships between supervisors and their subordinates.
- Those who An increasing portion of modern
work just isn't divisible. Dividing
indivisible tasks invites disaster.take this "advice" to heart have most likely misidentified the problem. They believe, incorrectly, that their problem is incompetent or negligent subordinates. More likely, the problem is that their standards are unreasonable; or standards are so fluid that subordinates cannot keep current; or standards have not been effectively communicated; or supervisor/subordinate relations have broken down; or the output quality assessment process is biased, unfair, or inaccurate; or the supervisor is determined to prove that only the supervisor is competent. These are only examples of a host of serious problems. All are extremely difficult to address unassisted.
- If two people can't get along, one or both are to blame
- This widely believed but rarely articulated idea has a partner: "If everyone has difficulty working with X, the problem is in X." Both ideas are sometimes applicable, but only careful investigation can determine applicability. It's safest to keep an open mind about the source of the difficulty, pending investigation.
- Difficulty between any pair of people usually arises from complex interactions involving many others, including the team lead or the supervisor(s). It's rare — though possible — that one person or one pair of individuals is the cause of trouble. More often, everyone plays a part.
For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: II," Point Lookout for June 6, 2012, "Wacky Words of Wisdom: IV," Point Lookout for August 5, 2015, and "Wacky Words of Wisdom: V," Point Lookout for May 25, 2016.
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!
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More articles on Personal, Team, and Organizational Effectiveness:
- At the Sound of the Tone, Hang Up
- When the phone rings, do you drop whatever you're doing to answer it? Do you interrupt face-to-face
conversations with live people to respond to the jerk of your cellular leash? Listen to seemingly endless
queues of voicemail messages? Here are some reminders of the choices we sometimes forget we have.
- Excuses, Excuses
- When a goal remains unaccomplished, we sometimes tell ourselves that we understand why. And sometimes
we do. But at other times, we're just fooling ourselves.
- Remote Facilitation in Synchronous Contexts: III
- Facilitators of synchronous distributed meetings (meetings that occur in real time, via telephone or
video) can make life much easier for everyone by taking steps before the meeting starts. Here's Part
III of a little catalog of suggestions for remote facilitators.
- Guidelines for Delegation
- Mastering the art of delegation can increase your productivity, and help to develop the skills of the
people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
- Unnecessary Boring Work: II
- Workplace boredom can result from poor choices by the person who's bored. More often boredom comes from
the design of the job itself. Here's Part II of our little catalog of causes of workplace boredom.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
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- The Race to the South Pole: Ten Lessons for Project Managers
- 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, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. 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.