On Assigning Responsibility for Creating Trouble

When we discover an issue within our organizations, two intertwined imperatives demand attention: "How did this happen?" and "What do we do about it?" As we address the former question, almost inevitably we begin to assign responsibility for creating the problem. Even if we succeed in avoiding blamefests [Brenner 2005], we can still make gross errors. To understand how many traps await us on the path to Truth, consider the example of technical debt.

Technical debt is any technological element that contributes, through its existence or its absence, to lower productivity or to a higher probability of defects in engineering efforts, or which depresses enterprise agility somehow. When we recognize it, we usually want to revise or replace some technological artifacts — or create what's missing — for sound engineering reasons. Technical debts can be found associated with enterprise assets of all kinds.

The causes of growth in technical debt are numerous, including — among many others — insufficient resources, schedule pressure, existing technical debt, changes in strategic direction, changes in law or regulations, and the risks associated with creating first-of-kind solutions to difficult problems. In most engineering activity, new technical debt is inevitable.

When technologists — engineers, their managers, or others in technical roles — try to alert the rest of the organization to the problems associated with accumulating technical debt, they often meet resistance from nontechnologists. Technologists usually respond to this resistance by explaining technical debt and its consequences, and sometimes they do receive the resources, time, and cooperation they need to start retiring the accumulated technical debt, and to avoid adding more debt to the burden the enterprise already carries.

But explaining rarely works, for reasons beyond mere misunderstanding the issue. One fundamental problem is the term technical debt. Nontechnologists must be forgiven for believing that since technical debt is inherently technical, it follows that its causes are also technical; that technologists are solely responsible for creating technical debt, and nontechnologists play no role. That is, of course, false.

A second Language, stereotypes, and
assumptions can conspire
to confuse us about the
causes of problemscause of misconceptions about the causes of technical debt lies in the assumptions we make about what diligent work looks like. Many nontechnologists have roles in General Management, Sales, Marketing, or Business Development. They're working hard when they're in contact with each other or with people external to the enterprise. They're traveling, conversing by telephone, or hosting meetings. By contrast, technologists are working hard when they're at their (real or virtual) desks, or attending (real or virtual) meetings on premises. They do attend meetings off premises, but they do so at much lower rates than do nontechnologists.

When nontechnologists assess the technologists' work ethic, they tend to use the same standards and assumptions they apply to themselves. They under-estimate the technologists' activity level because outwardly, technologists appear more often to be what nontechnologists would regard as "idle" — sitting at their desks. [Schein 2004]

And so language, stereotypes, and assumptions conspire to lead some to believe that technologists are solely responsible for technical debt. Proceeding from that conclusion, finding a resolution of the problem will be difficult indeed. Language, stereotypes, and assumptions can be traps.  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!

Footnotes

Your comments are welcome

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 Conflict Management:

A Critique of Criticism: I

Whether we call it "criticism" or "feedback," the receiver can sometimes experience pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to increase the chance that the receiver hears the giver's message without experiencing pain?

How Targets of Bullies Can Use OODA: II

To make the bullying stop, many targets of bullies try to defend themselves. But defense alone is not sufficient — someone must make the bully stop. That's why counterattack is much more likely to work.

New Ideas: Generation

When groups work together to solve problems, they employ three processes repeatedly: they generate ideas, they judge those ideas, and they experiment with those ideas. We first examine idea generation.

Tuckman's Model and Joint Leadership Teams

Tuckman's model of the stages of group development, applied to Joint Leadership Teams, reveals characteristics of these teams that signal performance levels less than we hope for. Knowing what to avoid when we designate these teams is therefore useful.

When Retrospectives Turn into Blamefests: II

Retrospectives are widely recognized as reliable tools for fostering organizational learning, though in some organizations, they can degenerate into blamefests. Here are four measures that can reduce the chances of trouble in a coming retrospective.

See also Conflict Management and Conflict Management 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