Things turned quiet, because the three of them were stumped. Jane absently swirled what was left of her coffee in her mug. To break the silence, Judith asked, "So you've got the space, but not the money to move the library into that space? Do I have that right, Dave?"
"Right," he replied. "It's idiotic."
Jane stopped swirling her coffee and looked up. "What about a barn raising?"
Dave and Judith stared. They'd heard of barn raisings, but they couldn't make the connection between barns and library moves in high tech companies.
Jane saw their confusion, so she explained. "We can afford cardboard boxes — we just can't afford movers. So we get some boxes, tag them with shelf numbers, tag the shelves, and then get everybody in the building to pack the books, dolly the boxes to the new space, and then unpack them onto the tagged shelves in the new space."
Dave got it. "Brilliant. But where does the barn come in?" Dave was smart — up to a point.
Judith explained. "There's no barn, Dave. It's not a real barn raising, but it's like a barn raising, everybody pitching in."
And for this task, it just might work. What kinds of tasks can we tackle with a barn-raising approach?
We can manage someof the work we do
as if it were a
barn raising, with
everyone pitching in
- The task isn't part of normal operations
- Any task that you do rarely or one time only is a candidate. Culling file cabinets twice a year, or organizing shared laboratory space are good examples.
- Benefits accrue across the organization
- If only a small segment of the organization benefits, a barn raising isn't likely to be viewed as a community project, especially if it's a one-of-a-kind project. But improving a shared facility could work well. For instance, reorganizing or moving a library could be a successful community effort.
- We can apply enough effort in one day to get the job done
- Choose projects that permit the work to be spread over enough people to get it done in one day. The reward of successful completion, with a celebration party, is essential to building a sense of community achievement.
- The task is real rather than virtual
- Even though we have many possible virtual projects in the modern workplace that might be handled with a barn raising approach, real projects are better candidates. They cause people to work side-by-side, where they have opportunities to talk, to meet each other in unfamiliar circumstances, and to form and renew relationships.
Even if you have the right kind of task, organizing a barn raising takes planning and skill. Next time, we'll harvest some knowledge from traditional barn raisings to help make your modern barn raising a success. Top Next Issue
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!
Want to learn more about organizing workplace barn raisings? See "Organizing a Barn Raising," Point Lookout for August 9, 2006.
Your comments are welcome
Would you like to see your comments posted here? rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend me your comments by email, or by Web form.About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
Related articles
More articles on Personal, Team, and Organizational Effectiveness:
- Tactics for Asking for Volunteers: II
- When we seek volunteers for specific, time-limited tasks, a common approach is just to ask the entire
team at a meeting or teleconference. It's simple, but it carries risks. There are alternatives.
- Creating Toxic Conflict: I
- Many managers seem to operate as if their primary goal is to create toxic conflict among their subordinates.
Here's a collection of methods for sowing toxic conflict that can help bad managers become worse managers.
- How to Waste Time in Virtual Meetings
- Nearly everyone hates meetings, and virtual meetings are at the top of most people's lists. Here's a
catalog of some of the worst practices.
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
discourage almost everyone. We say that people are stubborn when they continue to pursue a goal that
we regard as unachievable. What are our choices when achieving the goal is difficult?
- Meeting Troubles: Culture
- Sometimes meetings are less effective than they might be because of cultural factors that are outside
our awareness. Here are some examples.
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
Forthcoming issues of Point Lookout
- Coming January 22: Storming: Obstacle or Pathway?
- The Storming stage of Tuckman's model of small group development is widely misunderstood. Fighting the storms, denying they exist, or bypassing them doesn't work. Letting them blow themselves out in a somewhat-controlled manner is the path to Norming and Performing. Available here and by RSS on January 22.
- And on January 29: A Framework for Safe Storming
- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenjTnUayrCbSnnEcYfner@ChacdcYpBKAaMJgMalFXoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed