Posts Tagged ‘ uncertainty ’

The Myth of Best Practices

I’m a process geek. You might safely assume, then, that I would be a fan of “best practices.” You would be very wrong. Best practices generally aren’t. Unlike the promised intent, there is usually more than one best way to proceed in a given situation. We ignore that at our peril.



Doing The Work We Were Meant To Do

We want to do good work. We aspire to do amazing, transcendent work. That doesn’t happen very often. When it does happen, it is very good indeed. What is critical is recognizing what allows us to actually do it.



What’s The Point Of Planning?

Planning is supposed to be virtuous. Good for us. And yet, plans usually change. To-dos don’t get done. Life gets in the way. And our planning systems don’t keep up. So just what’s the point?



Confidence vs. Competence

We have an enormous tendency to confuse confidence with competence. We want someone who can do the work, but we tend to trust the person that looks the part. Doing so is inherently dangerous, and points to some significant biases we may not even recognize.



It Depends

The most common answer to questions that I provide is, “It depends.” Not because I’m being difficult; because it’s the truth. Yet I find I dislike this answer as much as the next person. Nonetheless, it is what opens the doorway to opportunity and possibility.



Wrestling With Strategy & Change

Virtually my entire career has been, in one way or another, focussed on the creation of change. I am not a status-quo kind of guy. What I’ve learned about realizing strategy and managing change in organizations.



Structure Helps To Manage Uncertainty

We have a deeply ambivalent relationship with uncertainty. In part, we are hard-wired to like clarity, and black-and-white world-views are as tempting as they are dangerous. So when we are faced with situations where there are no clear answers or easy choices, we find ourselves squirming in acute discomfort.



Uncertainty Makes Us Deeply Uncomfortable

As a rule, we have a deeply complicated and ambivalent relationship with uncertainty. Which is awkward, because by its nature uncertainty is complicated and ambivalent. So that makes for a whole new level of complication.



Webinar – Embracing Uncertainty: Managing Complex Change

Project management is all about planning and control. Plan the work, and work the plan. The problem is, this only works well when you know exactly what you are producing, and can fully define the process of getting there. While this is possible for many projects, it is not possible for all. This is not…
Continue reading »



Startup-By-Numbers: Where Has The Creativity Gone?

I got into an interesting debate with a colleague a little while ago over lunch, about whether or not processes are relevant when organizations are starting out. The specific basis of this debate was a discussion around the business model canvas framework described in Business Model Generation, which I’ve been writing a lot about.



12