Words of wisdom are typically so elegantly stated that we are seduced by their elegance. We accept them unquestioningly, because we think that their truth is obvious. But when we examine them more closely, with our brains fully engaged, we can often see that these beliefs are easily misapplied. Here's Part II of a collection of Wacky Words of Wisdom. See "Wacky Words of Wisdom," Point Lookout for July 14, 2010, and "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, for more.
- Well, if you really think it will take that long, you better get started
- This comment is useful for shaming a subordinate into abandoning objections about the scale of an effort, but it also works when coercing peers who are responsible for the task in question. The comment usually halts any further strategic thinking or discussion about the scale of the contemplated commitment.
- Rarely is halting thinking or discussion actually helpful to anyone other than the person doing the coercing. The decision about proceeding with any project certainly must take into account how much effort is required. If the effort involved is large enough, it behooves us to consider alternatives that might be less costly or take less time, and we might even decide to abandon the objective altogether. But exploring these alternatives isn't possible when we stop thinking.
- Never burn bridges
- Really? Really, never? I doubt it. The reference to bridges is metaphorical — the bridges are actually options or relationships. The adage cautions one not to deliberately close out options, or terminate or curtail any relationship.
- But obeying such a broad commandment would entail, for example, maintaining relationships even with those whom one regards as inclined toward the unethical or criminal, and those with whom further association is politically dangerous. Much more valuable advice: be selective about burning bridges. Burn only the bridges that ought to be burnt.
- In times of rapid change, experience could be your worst enemy
- This comment, Be selective about burning bridges.
Burn only the bridges
that ought to be burnt.attributed to J. Paul Getty, does contain a valuable insight, namely, that our experiences tend to cause us to form attachments to things that might be changing. Those attachments can sometimes limit our ability to change. But the operative phrase is could be, which many interpret as is. We "hear" the comment as if the could be were is, and that's the source of the problem. - Some experiences can create problems; others can be helpful. For instance, experience includes experience with change itself, which might be helpful indeed. Our experience with previous changes can help us adapt more readily when we must adapt. It can also help us recognize changes that won't last, and thereby save us from adapting to something that's only transitory. Experience is the source of good judgment.
We'll continue with this exploration in a few weeks, looking at three more examples of over-generalized beliefs. Meanwhile, can you think of examples from your own experience? First in this series | Next in this series 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!
For more examples, see "Wacky Words of Wisdom," Point Lookout for July 14, 2010, "Wacky Words of Wisdom: III," Point Lookout for July 11, 2012, "Wacky Words of Wisdom: IV," Point Lookout for August 5, 2015, "Wacky Words of Wisdom: V," Point Lookout for May 25, 2016, and "Wacky Words of Wisdom: VI," Point Lookout for November 28, 2018.
Your comments are welcome
Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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:
- Keep a Not-To-Do List
- Unless you execute all your action items immediately, they probably end up on your To-Do list. Since
they're a source of stress, you'll feel better if you can find a way to avoid acquiring them. Having
a Not-To-Do list reminds you that some things are really not your problem.
- Mitigating Outsourcing Risks: I
- Outsourcing internal processes modifies the usual risk configuration of those processes, but it also
creates a special class of risks that are peculiar to the outsourcing relationship. What are some of
those risks and what can we do about them?
- Wacky Words of Wisdom: V
- Adages, aphorisms, and "words of wisdom" are true often enough that we accept them as universal.
They aren't. Here's Part V of some widely held beliefs that mislead us at work.
- Way Too Much to Do
- You're good at your job — when you have enough time to do it. The problem is that so much comes
your way that you can't possibly attend to it all. Some things inevitably are missed or get short shrift.
If you don't change something soon, trouble is sure to arrive.
- Goodhart's Law and Gaming the Metrics
- Goodhart's Law is an observation about managing by metrics. When we make known the metrics' goals, we
risk collapse of the metrics, in part because people try to "game" the metrics by shading
or manufacturing the data to produce the goal result.
See also Personal, Team, and Organizational Effectiveness and Critical Thinking at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming May 15: Should I Write or Should I Call?
- After we recognize the need to contact a colleague or colleagues to work out a way to move forward, we next must decide how to make contact. Phone? Videoconference? Text message? There are some simple criteria that can help with such decisions. Available here and by RSS on May 15.
- And on May 22: Rescheduling Collaborative Work
- Rescheduling is what we do when the schedule we have now is so desperately unachievable that we must let go of it because when we look at it we can no longer decide whether to laugh or cry. The fear is that the new schedule might come to the same end. Available here and by RSS on May 22.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.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
rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed