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! .
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More articles on Project Management:
- Are You Changing Tactics or Moving the Goal Posts?
- When we make a mid-course correction in a project, we're usually responding to a newly uncovered difficulty
that requires a change in tactics. Sometimes, we can't resist the temptation to change the goals of
the project at the same time. And that can be a big mistake.
- The Weaver's Pathway
- When projects near completion, we sometimes have difficulty letting go. We want what we've made to be
perfect, sometimes beyond the real needs of customers. Comfort with imperfection can help us meet budget
and schedule targets.
- Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
- Managing Non-Content Risks: I
- When project teams and their sponsors manage risk, they usually focus on those risks most closely associated
with the tasks — content risks. Meanwhile, other risks — non-content risks — get less
attention. Among these are risks related to the processes and politics by which the organization gets
- Ego Depletion and Priority Setting
- Setting priorities for tasks is tricky when we find the tasks unappealing, because we have limited energy
for self-control. Here are some strategies for limiting these effects on priority setting.
Forthcoming issues of Point Lookout
- Coming 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.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
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