Nelson didn't know what more he could say. "I understand that there's still a lot that needs to be done, but I'd like to know what would happen if we declared victory and moved on to the next version."
Kathy spoke for the designers. "Hard to predict," she said. "Our original concept is seriously flawed. Many customers will be very unhappy with what we have."
Nelson was now exasperated. "How unhappy? In what way unhappy? What would be the effect of delay on market share?"
"I wouldn't know," replied Kathy, "but it's probably not good."
If you've ever put two or three years of your life into a project — a new product, a new law, a roadway, a book or a film — you've probably asked, "Is it good enough?" And maybe you've answered, "Not yet."
Some of our need for delay is real, and some could be the attachment we form to the product of our creativity. How can we learn to distinguish attachment from a real need for more work?
American Indians of the Southwestern U.S. are renowned for their arts, and especially for their textiles — blankets and rugs of incomparable design and multiple symmetries.
How do we know
when our work
is good enough?When Navajo designs have borders, they typically include a "Weaver's Pathway," sometimes called the "Spirit Line." It's a small line of contrasting color that passes from the inner field, penetrating the borders, until it reaches one edge. When non-Navajos notice it, they often see it as a flaw, because it violates all the symmetries of the pattern.
Noël Bennett, a longtime student of Navajo arts, explains the Weaver's Pathway as a means of escape. The artists fear that as they focus their energies on the work, the borders of the rugs (or blankets or pots or baskets) could entrap the artists' spirits, and they might lose their ability to create any more beautiful works.
According to Bennett, Navajo weavers describe this trapped state as "too much weaving," or "closing yourself in." The Weaver's Pathway reminds them that entrapment in the work is a threat to future creativity.
We face a similar risk in the project work that we do. We put much of ourselves into our projects, but we must remember to leave ourselves a way out, lest we become entangled in the work. That way out must violate the pattern of the work. An inelegance, asymmetry, or incompleteness, rather than being a sign of our incompetence, actually gives us a way to move to the next project.
When you next feel the need to make your work perfect, and people around you are asking you to let go, remember the Weaver's Pathway — look at the imperfections, and see them as a way to move on. Top
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Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
For more about the Navajo view, see Noël Bennett. The Weaver's Pathway: A clarification of the "Spirit Trail" in Navajo weaving. Flagstaff, AZ: Northland Press, 1974. Order from Amazon.com.
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Related articles
More articles on Ethics at Work:
Should I Keep Bailing or Start Plugging the Leaks?
- When we're flooded with problems, and the rowboat is taking on water, we tend to bail with buckets,
rather than take time out to plug the leaks. Here are some tips for dealing with floods of problems.
Devious Political Tactics: A Field Manual
- Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends.
Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage.
Here are some of their techniques, and some suggestions for effective responses.
Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
Some Truths About Lies: III
- Detecting lies by someone intent on misrepresentation is an important skill for executives, managers,
project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III
of our little collection of lie detection techniques.
Commenting on the Work of Others
- Commenting on the work of others risks damaging relationships. It can make future collaboration more
difficult. To be safe when commenting about others' work, know the basic principles that distinguish
appropriate and inappropriate comments.
See also Ethics at Work and Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
Coming February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
And on March 5: On Begging the Question
- Some of our most expensive wrong decisions have come about because we've tricked ourselves as we debated our options. The tricks sometimes arise from rhetorical fallacies that tangle our thinking. One of the trickiest is called Begging the Question. Available here and by RSS on March 5.
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