|| Print ||
|Friday, December 20, 2013|
BY TOM COX | BUSINESS TIPS CONTRIBUTOR
What if being in chaos was optional?
What if crisis, or chaos, or “firefighting,” or feeling behind schedule, behind the press of constantly emerging problems, could be stopped?
It can. It’s simple. It’s not easy. Here are your three steps to stop fighting fires — and getting control, confidence, and clarity.
“Firefighting syndrome” is a chronic problem in American businesses. As Roger Bohn and Ramchandran Jaikumar put it in their 2000 paper “Firefighting by Knowledge Workers,” firms exhibit “firefighting syndrome” when they are chronically doing three or more of these:
I frequently see all six. I also exhibit several.
Here’s how I get myself out of this, and get my clients out — and how you can get out too. The three steps are:
Pareto to the Rescue
Start with the humble log. Seriously. Writing down your crises and fires — as they occur — will take you barely any time, and provides amazing value.
In each case everybody insisted that “there was no pattern” and the crises were all astonishing visitations from higher planes — neither controllable nor truly understandable.
This mindset makes crises become chronic.
In reality, 80% of your crises will be caused by 20% of your causes. (This is the Pareto Principle or the “80-20 Rule” — frequently, 80% of effects are driven by 20% of causes.) You’ll never spot them until you patiently, fire by fire, disaster by disaster, crisis after crisis, log them for later analysis.
A Better Mindset
Your mindset is crucial for overcoming firefighting syndrome.
If you resist logging your fires, you have a mindset that is helping foster firefighting.
The more you believe that fires can neither be predicted nor prevented, the more true you make it — because you will overlook chances to predict and prevent them.
Even if you only have 5% influence on fires, devote 95% focus on your 5% contribution.
And anybody at any level of an organization can keep a log and do some analysis. All it takes is a brain, and a pen and paper.
If it’s worth complaining about, it’s worth logging. The process of logging fires creates emotional distance and gives you the detachment you’ll need for later stages.
Oh, and you cannot, must not, be looking for blame. Blame and shame will create fear — nobody will be willing to be fully candid when they’re afraid.
That’s why the First Rule of Quality is “Drive out fear.” Look only for what went wrong — never for who was wrong.
Log and Analyze
Once you have a log, you can start to analyze.
Why are shipments going out late? Why are projects delayed? Why are our customers returning products? Why are former employees posting negative reviews on glass door?
This is the tedious part of the exercise. For each entry in the log, for each instance of a crisis, take the time to dig in and look for a cause, and the cause behind the cause. Don’t look for patterns yet. Let each entry be unique.
And be transparent. If you’re contributing, admit it.
Find the Pattern
One cause doesn’t make a pattern. Look for groups of causes that are similar.
For one client, we found that 84% of crises were caused by the same four things.
For another client, over 80% were caused by just two things.
As the military saying goes, “Once is happenstance. Twice is coincidence. Three times is enemy action.”
As it turns out, there aren’t all that many reasons why shipments go out late, or projects get delayed, or customers return products. And thanks to Pareto, you will find that 80% of returned orders are for a small subset of products, and 80% of late shipments are caused by a handful of reasons, and so on.
Use the “Five Whys” of the Toyota Way. To use a classic example:
Beware of “magical thinking” during the Five Whys process — you’re looking for causes that are realistic.
Root cause analysis is a great group activity — it allows people to stand shoulder to shoulder, looking at the problem – instead of standing nose to nose, blaming each other. As a leader, be the first to volunteer your own errors during root cause analysis.
In the above example, if you are in charge of training new developers, you should volunteer that “my group failed to train the developer.” If you were the boss didn’t insist that your new developer get training, you should volunteer that “I didn’t require him to take quality training before pushing code into production.”
I promise you, other people in the room are already thinking about your role in creating the crisis. When you say it before they do, you reduce tension, you show yourself to have strong character, and you inspire them to admit to their own contribution to creating the crisis.
This helps you as a leader to Drive Out Fear.
Get Up Stream
Everything is a system — some just aren’t documented. Your firefighting is ultimately part of a system. Once the pattern has emerged, you can identify the systemic causes, stop fighting fires, and create long term solutions.
Your next step should be, insert a fix at each level of the Five Whys analysis.
Using the same example:
Notice there is no step labelled “fire the bad person” — you should assume there are no bad people, only systems that need improvement.
Got a problem you can’t analyze, or a log of fires with no clear pattern? Contact me and I’ll lend you a hand.
Tom Cox is a Beaverton consultant, author and speaker. He coaches CEOs on how to boost performance by building workplace trust.
Saturday, February 21, 2015
BY LINDA BAKER | OB DIGITAL NEWS EDITOR
Will community banks survive the digital age? Three CEOs peer into banking's crystal ball.
Friday, February 27, 2015
BY OB STAFF
The 100 Best list recognizes large, medium and small companies for excellence in work environment, management and communications, decision-making and trust, career development and learning, and benefits and compensation.
Monday, January 26, 2015
BY JACOB PALMER
Fittingly, Light at Play — a business whose sole purpose is to create mesmerizing ambience — was conceived at Burning Man.
Monday, February 23, 2015
Yeah, we know: Oregonians are way too cool for umbrellas. But today’s stylish, high-tech models will soften the resistance of the most rain hardened.
Sunday, February 15, 2015
BY LINDA BAKER | OB EDITOR
As the investigation against the governor moves forward, those of us in the news business should reflect on our own potential for subverting the democratic process.
Friday, February 27, 2015
BY OB STAFF
Oregon Business held its 22nd annual 100 Best Companies to Work For in Oregon celebration Thursday night in the Oregon Convention Center.
Thursday, February 05, 2015
BY JACOB PALMER | OB DIGITAL NEWS EDITOR
We ask chiefs of staff for the scoop on Oregon legislators.
Real Time - Oregon Business
Tweets by @OregonBusiness
|Help Wanted: Poached Jobs aids restaurateurs |
|On the Brink|
|The 100 Best Companies to Work For in Oregon|
|Thy neighbor's house|
|How Oregon will survive the loss of Hanjin|
|How a Utah-based essential oils company cornered the Oregon market|
|Green Rush: Cashing in on legal marijuana|
|SeaWorld aims to alter marketing strategy|
|Herbalife stock falls after forecast cut|
|Target reports $2.6B loss in 4Q after closing Canadian holdings|
|Jury: Apple must pay $529.9M to settle patent case|
|Study finds many retire earlier than they expected|
|Rhetoric heats up ahead of net-neutrality vote|
|Google readies to fight Apple Pay|
Generations of students and graduates have been plagued by the question: What is my true calling in life? Four alumni from Corban University’s Hoff School of Business who graduated in different decades say the school helped them find the answer by giving them a practical, well-rounded education.
It’s happening whether anyone’s ready or not. Businesses here in Oregon and across the U.S. are already experiencing the effects of the largest generational shift in recent history, and these changing tides will impact every level of the workplace — from a company’s executive leadership to its cultural core.
Success stories spotlight meaningful career opportunities in Oregon's diverse and lucrative tourism industry.
The Firm was recognized for the strength of its case matters during 2014, including precedents set or verdicts with notable high dollar amounts at stake.
The Oregon Chapter of the Society for Marketing Professional Services, will be hosting it’s Annual Dinner and Keynote event on March 12, 2015. The evening promises to be memorable, with this years Keynote, Christine McKinley.
Lane Powell will team with Oregon Business magazine for a half-day seminar titled “Best Practices For Best Employers™: How to Become One of ‘Oregon’s Best Workplaces’ Starting Today!”