Archive of Point Lookout for 2012

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Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

This page has links to articles from 2012. For other years:

December 26, 2012

The Paradox of Structure and Workplace Bullying

Structures of all kinds — organizations, domains of knowledge, cities, whatever — are both enabling and limiting. To gain more of the benefits of structure, while avoiding their limits, it helps to understand this paradox and learn to recognize its effects.

December 19, 2012

Failure Foreordained

Performance Improvement Plans help supervisors guide their subordinates toward improved performance. But they can also be used to develop documentation to support termination. How can subordinates tell whether a PIP is a real opportunity to improve?

December 12, 2012

Problem-Solving Preferences

When people solve problems together, differences in preferred approaches can surface. Some prefer to emphasize the goal or objective, while others focus on the obstacles. This difference is at once an asset and annoyance.

December 5, 2012

When Over-Delivering Makes Trouble

When responding to inquiries such as "Is that correct?" we sometimes err by giving too many reasons why it's incorrect. Patterns of over-delivery can lead to serious trouble. Here's how.

November 28, 2012

Why Others Do What They Do

If you're human, you make mistakes. A particularly expensive kind of mistake is guessing incorrectly why others do what they do. Here are some of the ways we get this wrong.

November 21, 2012

On Facilitation Suggestions from Meeting Participants

Team leaders often facilitate their own meetings, and although there are problems associated with that dual role, it's so familiar that it works well enough, most of the time. Less widely understood are the problems that arise when other meeting participants make facilitation suggestions.

November 14, 2012

Some Subtleties of ad hominem Attacks

Groups sometimes make mistakes based on faulty reasoning used in their debates. One source of faulty reasoning is the ad hominem attack. Here are some insights that help groups recognize and avoid this class of errors.

November 7, 2012

Managing Non-Content Risks: II

When we manage risk, we usually focus on those risks most closely associated with the tasks at hand — content risks. But there are other risks, to which we pay less attention. Many of these are outside our awareness. Here's Part II of an exploration of these non-content risks, emphasizing those that relate to organizational politics.

October 31, 2012

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 things done.

October 24, 2012

Fooling Ourselves

Humans have impressive abilities to convince themselves of things that are false. One explanation for this behavior is the theory of cognitive dissonance.

October 17, 2012

Impasses in Group Decision Making: II

When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.

October 10, 2012

Impasses in Group Decision Making: I

Groups sometimes find that although they cannot agree on the issue at hand in its entirety, they can agree on some parts of it. Yet, they remain stuck, unable to reach a narrow agreement before moving on to the more thorny areas. Why does this happen?

October 3, 2012

See No Bully, Hear No Bully

Supervisors of bullies sometimes are unaware of bullying activity in their organizations. Here's a collection of indicators for supervisors who suspect bullying but who haven't witnessed it directly.

September 26, 2012

Getting Into the Conversation

In well-facilitated meetings, facilitators work hard to ensure that all participants have opportunities to contribute. The story is rather different for many meetings, where getting into the conversation can be challenging for some.

September 19, 2012

No Tangles

When we must say "no" to people who have superior organizational power, the message sometimes fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere. How does this happen?

September 12, 2012

Solutions as Found Art

Examining the most innovative solutions we've developed for difficult problems, we often find that they aren't purely new. Many contain pieces of familiar ideas and techniques combined together in new ways. Accepting this as a starting point can change our approach to problem solving.

September 5, 2012

Intentionally Unintentional Learning

Intentional learning is learning we undertake by choice, usually with specific goals. When we're open to learning not only from those goals, but also from whatever we happen upon, what we learn can have far greater impact.

August 29, 2012

Devious Political Tactics: More from the Field Manual

Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.

August 22, 2012

Hill Climbing and Its Limitations

Finding a better solution by making small adjustments to your current solution is usually a good idea. The key word is "usually."

August 15, 2012

Top 30 Indicators That You Might Be Bored at Work

Most of the time, when we're bored at work, we know we are. But sometimes, we're bored and we just don't realize it. Here are some indicators of boredom that might escape some people's notice.

August 8, 2012

Dealing with Rapid-Fire Attacks

When a questioner repeatedly attacks someone within seconds of their starting to reply, complaining to management about a pattern of abuse can work — if management understands abuse, and if management wants deal with it. What if management is no help?

August 1, 2012

Rapid-Fire Attacks

Someone asks you a question. Within seconds of starting to reply, you're hit with another question, or a rejection of your reply. Abusively. The pattern repeats. And repeats again. And again. You're being attacked. What can you do?

July 25, 2012

How to Avoid Getting What You Want

Why would you want to know how to avoid getting what you want? Well, suppose you had perfected ways of avoiding getting what you want, but you weren't aware that you were doing it. This one's for you.

July 18, 2012

Ground Level Sources of Scope Creep

We usually think of scope creep as having been induced by managerial decisions. And most often, it probably is. But most project team members — and others as well — can contribute to the problem.

July 11, 2012

Wacky Words of Wisdom: III

Adages are so elegantly stated that we have difficulty doubting them. Here's Part III of a collection of often-misapplied adages.

July 4, 2012

When the Chair Is a Bully: III

When the chair of the meeting is so dominant that attendees withhold comments or slant contributions to please the chair, meeting output is at risk of corruption. Because chairs usually can retaliate against attendees who aren't "cooperative," this problem is difficult to address. Here's Part III of our exploration of the problem of bully chairs.

June 27, 2012

When the Chair Is a Bully: II

Assertiveness by chairs of meetings isn't a problem in itself, but it becomes problematic when the chair's dominance deprives the meeting of contributions from some of its members. Here's Part II of our exploration of the problem of bully chairs.

June 20, 2012

When the Chair Is a Bully: I

Most meetings have chairs or "leads." Although the expression that the chair "owns" the meeting is usually innocent shorthand, some chairs actually believe that they own the meeting. This view is almost entirely destructive. What are the consequences of this attitude, and what can we do about it?

June 13, 2012

Meeting Bullies: Advice for Chairs

Bullying in meetings is difficult to address, because intervention in the moment is inherently public. When bullying happens in meetings, what can you do?

June 6, 2012

Wacky Words of Wisdom: II

Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules. And that's where the trouble begins. We remember them too easily and we apply them too liberally. Here's Part II of a collection of often-misapplied words of wisdom.

May 30, 2012

Nonlinear Work: Internal Interactions

In this part of our exploration of nonlinear work, we consider the effects of interactions between the internal elements of an effort, as distinguished from the effects of external changes. Many of the surprises we encounter in projects arise from internals.

May 23, 2012

Handling Heat: II

Heated exchanges in meetings can compromise both the organizational mission and the careers of the meeting's participants. Here are some tactics for people who aren't chairing the meeting.

May 16, 2012

Handling Heat: I

Heated exchanges in meetings are expensive to both the organizational mission and to the careers of the meeting's participants. Preventing them — or dealing with them when they happen — is everyone's job. But what can you do when they persist?

May 9, 2012

Nonlinear Work: When Superposition Fails

Much of the work we do is confounding, because we consistently underestimate the effort involved, the resources required, and the time required to get it done. The failure of superposition can be one reason why we get it wrong.

May 2, 2012

On Noticing

What we fail to notice about any situation — and what we do notice that isn't really there — can be the difference between the outcomes we fear, the outcomes we seek, and the outcomes that exceed our dreams. How can we improve our ability to notice?

April 25, 2012

Communication Refactoring in Organizations

Inadequate communication between units of large organizations is one factor that maintains the dysfunction of "silo" structures in large organizations, limiting their ability to act coherently. Communication refactoring can help large organizations to see themselves as wholes.

April 18, 2012

Reactance and Decision Making

Some decisions are easy. Some are difficult. Some decisions that we think will be easy turn out to be very, very difficult. What makes decisions difficult?

April 11, 2012

Reactance and Micromanagement

When we feel that our freedom at work is threatened, we sometimes experience urges to do what is forbidden, or to not do what is required. This phenomenon — called reactance — might explain some of the dynamics of micromanagement.

April 4, 2012

Obstacles to Finding the Reasons Why

When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants doesn't always uncover the reasons why. What are these obstacles?

March 28, 2012

Workplace Politics and Integrity

Some see workplace politics and integrity as inherently opposed. One can participate in politics, or one can have integrity — not both. This belief is a dangerous delusion.

March 21, 2012

The Halo Effect

The Halo Effect is a cognitive bias that causes our evaluation of people, concepts, or objects to be influenced by our perceptions of one attribute of those people, concepts, or objects. It can lead us to make significant errors of judgment.

March 14, 2012

Apophenia at Work

The urge to identify as meaningful the patterns we see in winning streaks in sports, or streaks of successes in business, can lead us to accept bogus explanations prematurely. It's a common human tendency that can put people and organizations in desperate situations.

March 7, 2012

Speak for Influence

Among the factors that determine the influence of contributions in meetings are the content of the contribution and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.

February 29, 2012

The Tyranny of Singular Nouns

When groups try to reach decisions, and the issue in question has a name that suggests a unitary concept, such as "policy," they sometimes collectively assume that they're required to find a one-size-fits-all solution. This assumption leads to poor decisions when one-size-fits-all isn't actually required.

February 22, 2012

How to Foresee the Foreseeable: Preferences

When people collaborate on complex projects, the most desirable work tends to go to those with highest status. When people work alone, they tend to spend more time on the parts of the effort they enjoy. In both cases, preferences rule. Preferences can lead us astray.

February 15, 2012

How to Foresee the Foreseeable: Focus on the Question

When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality.

February 8, 2012

How to Foresee the Foreseeable: Recognize Haste

When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable. One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process.

February 1, 2012

Social Transactions: We're Doing It My Way

We have choices about how we conduct social transactions — greetings, partings, opening doors, and so on. Some transactions require that we collaborate with others. In social transactions, how do we decide whose preferences rule?

January 25, 2012

A Review of Performance Reviews: Blindsiding

Ever learn of a complaint about you for the first time at your performance review? If so, you were blindsided. Reviews can be painful. Here are some guidelines for making them a little fairer.

January 18, 2012

A Review of Performance Reviews: The Checkoff

As practiced in most organizations, performance reviews, especially annual performance reviews, are toxic both to the organization and its people. A commonly used tool, the checkoff, is especially deceptive.

January 11, 2012

On Advice and Responsibility

Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail risk. How can this happen, and what choices do we have?

January 4, 2012

How to Reject Expert Opinion: II

When groups of decision makers confront complex problems, and they receive opinions from recognized experts, those opinions sometimes conflict with the group's own preferences. What tactics do groups use to reject the opinions of people with relevant expertise?