Tag: Strategic & Business Management

‘Delay Thinking’ Is a Project Success Factor

Written by George Pitagorsky on September 19, 2023. Posted in Articles.

Often, it is better to spend more time than it is to speed to meet a deadline. Fast is good but not always. When rushing to get something done the probability of causing damage is high.

Delay Thinking

Delay thinking recognizes that there is a delay or lag between an action and its effect. Peter Senge in The Fifth Discipline says that “Delays can make you badly overshoot your mark, or they can have a positive effect if you recognize them and work with them.”

Figure 1 below is a diagram that explains the delay phenomena, he gives the example of the delay between the time you adjust the water temperature in the shower and the time the water reaches the desired temperature. If you understand the delay, you will make sure you don’t get doused in cold water or make the mistake of further turning up the hot.

What Does This Have to Do with Projects?

In both projects and operations, we make and act upon decisions. We set expectations among stakeholders about outcomes. We are expected to fix problems and do it fast.

Faced with problems we may seek quick fixes by applying solutions that worked in the past or in other organizations. We can be pressured into rushing ahead without doing the due diligence of assessing causes, multiple scenarios, and the impact of differences between the current situation and the ones in which a solution worked in the past.

In time bound projects, there is a tendency to overlook likely delays. For example, underestimating the time it takes to perform predecessor tasks when scheduling resources. The result is the cost of resources sitting idle while waiting for the results they need to proceed.

When we take delays into consideration expectations are realistic and problem resolutions end up making things better rather than worse.

Learning Curves and Change Management

For example, when a large organization implemented a system to reduce the effort of field managers by applying AI to automate their ordering process, they failed to recognize the delay caused by a combination of learning curves, manager resistance to a perceived loss of authority and autonomy, and the need to fine-tune the algorithm used to make ordering decisions. The result was avoidable chaos, supply chain disruption, and degraded performance. The new system was rejected.

The outcome would have been a far happier one had the project plan included a robust training process, “marketing,” and a calibration period with an incremental system rollout rather than a “big bang” implementation. All of these are “delays” that on the surface cause the project to run longer. Though more often than not, when looking below the surface these so-called delays save time, effort, money and reduce unnecessary stress.

Causes

What might cause failure to include delays in plans?

Everything has a cause and when we discover causes, we can better avoid repeating failures and making poor choices.

One predominant cause of this failure to consider delays is rushing to get a project completed in a certain time frame. The pressure to get your project done by a fixed date may be driven by many things – the whim of a senior stakeholder, funding availability, the need for resources on other planned projects, legal restrictions, seasonal weather conditions, etc.

When a “get it done by” mandate is in play, pressure, and the anxiety it brings leads decision makers to cut corners, perhaps forgetting that spending more time planning can result in exponentially less time during the rest of the project. Pressure and anxiety also lead to applying quick fixes which overlook long term consequences.

Expediency bias operates even when there is no major pressure to hit a deadline. It is the tendency to prefer quick action over taking the time to make sure there is clarity and understanding about short and longer-term results.

During planning, rushing and expediency bias leads to only looking at one scenario instead of a few. Assessing multiple scenarios opens the decision to useful analysis. But this takes time. When rushing, talk about lags or delays is impatiently squelched. The risk of making a poor decision based on limited information is high.

Advertisement
[widget id=”custom_html-68″]

Quick Fixes – Short Term thinking

Another dimension of delay thinking is the recognition that when resolving a problem, while short-term fixes might remove symptoms there is a delay before the nature of longer-term consequences are experienced.

We are often blind to the long-term effects of short-term decisions and actions. When there is a lag between our action and its effect, we are easily driven by the satisfaction of short-term pleasure and immediate gratification.

Take the decision between eating a bowl of ice cream and a salad. If you are like me, the ice cream is far more pleasing than the salad. And, at the end of the day, you’d look and feel the same regardless of your choice. So why not go for the ice cream.

But factor in delay thinking and you get to see that if you repeatedly opt for the ice cream over the salad the delayed longer-term effects start to show – weight gain, digestive issues, increased blood sugar levels, etc.

Looking at the short and long-term effects makes your decision making more effective. You know what you are gaining and giving up when you make your choice. You can opt for ice cream sometimes, but you are more likely to moderate, assuming your goal is good health. You can remove symptoms with a quick fix, but you had better consider the longer term impact and plan for it.

Awareness

Awareness is the key.

Being aware that delays are normal parts of experience makes it likely that we will consider them when making decisions and planning projects. Knowledge of the specific delays in your project comes from analysis and experience, your own and your institution’s.

Be aware of rushing and expediency bias and the power of spending more time in planning to playout various scenarios, consider delays and delayed effects, and cause removal vs. symptom removal options and their effects.

Think of what happens when you drop a stone into a pond of still water. Be aware that every action you take has a ripple effect and that the ripples appear over time, radiating in all directions.

[1] Senge, Peter, The Fifth Discipline, Doubleday, NY, 1990 p. 90

Making the Impossible Possible – Expectations, Loss, and Loss Leaders

Written by George Pitagorsky on August 15, 2023. Posted in Articles.

“It always seems impossible until it’s done.” Nelson Mandela

Projects burdened by impossible objectives tend to fail, disappoint, and burnout performers. They are a sign that the decision-making process is broken. To avoid failure, make sure there is a solid understanding of the difference between possible and impossible goals and objectives and a well-thought-out decision-making process.

In the context of project engagements (see my recent article Engagement Management: A Key To Successful Projects), setting impossible objectives is often the result of a poor approval process, inadequate estimates, lack of effective pushback by project management to either an overzealous sales effort or an overly demanding client/sponsor.

Beware of an Over-Zealous Attitude

The tendency to set impossible objectives is strengthened by attitudes like the one expressed by Mandela and this one from Muhammad Ali:

“Impossible is just a big word thrown around by small men who find it easier to live in the world they’ve been given than to explore the power they have to change it. Impossible is not a fact. It’s an opinion. Impossible is not a declaration.”

The ‘can-do’ attitude is powerful and motivating. But, in fact there are some things that are, in fact, impossible. For example, changing the past is impossible, as are completely controlling the future or getting a ten person-day task like setting requirements done in a day by assigning ten full time people to it.

As the Serenity Prayer recognizes, it takes wisdom to know the difference between what is possible and what is not, and the courage to act.

Is It Worth It?

There are objectives that seem impossible but may be possible. A big question for project stakeholders is, what is it worth to find out?

In project management the “wisdom” referred to in the Serenity Prayer needs to be shared among sales, project sponsors, and clients and it needs to be embedded in the engagement management process.

Stretch goals push the edge of performance but achieving them can be costly and have a high probability of failure. Go for it if cost is not a significant constraint, achieving goals is highly rewarding in non-financial terms, and expectations are realistic.

For example, the cost of fighting and winning against the apartheid system in South Africa was not a significant constraint. People were willing to give their lives and livelihoods to win. The reward, freedom, was worth the cost. And expectations, while high, were realistic – people were willing to keep at it as long as necessary and had no idea how long that would be.

But in business and technology projects we have a different dynamic. The sales price, which is made up of costs plus profits, sets up a goal for the project manager and team that, if unmet, costs the organization and the team. The organization loses money, the team is faced with failure, clients and sponsors are disappointed.

In-house projects have a similar dynamic. The sales price is the cost estimate which with expected benefits drives project approval. Cost and schedule overruns and unrealized benefits are costly to the organization and the performance team. Clients and sponsors are disappointed.

A key question is – Is it worth it to attempt to achieve the stretch goals?

Advertisement
[widget id=”custom_html-68″]

Decision Making and Consequences

Portfolio Management’s project approval process is the forum for making the decision to decide if ‘it’s worth it’. There is no problem when the answer comes out of a well thought out analysis of costs, benefits, alternatives, and risks, and expectations are well-managed.

But when the decision is made based on bad estimates and emotion, with a misguided understanding of what is and isn’t possible, there will be hell to pay.

Looking at two situations, considering costs, competition for resources, and benefits, we can see how project approval works.

1. In situation One a contractor organization is selling a project to a client. The sales team works with the client to find a price that the client likes. This comes out of a negotiation within the client’s procurement process. Ideally, the sales team considers input from estimators representing the performance team and comes up with a price that sells and is profitable.

If the sales team does not consult the performance team, the price is likely to be an impossible goal. If the performance team is consulted and says that they can do the job, but their costs would eat into or do away with profit, that’s where the decision makers come in. Their job is easy if the price and costs allow for sufficient profit.

If profit is lower than executives would like or if there is a loss, then the decision makers must decide whether to take on a loss-leader project that will, say, get the company in the door at a new client or keep competitors out of an existing client. They must assess whether this project is worth doing given limited resources and more profitable or critical projects.

If the decision makers decide to approve, they must (but often do not) set expectations with the performance team to let them know they are shooting for a rational target and why the project price is so low.

This scenario is linked to incentives – sales commissions pinned to gross sales price or to profit and bonuses for the performance team. And, of course, schedule – delivery targets, their priority, and time to completion – is a major factor.

2. Scenario Two is where the work will be done by in-house resources. In this situation the dynamic is different. The project price (the cost to the organization) may be set based on a well thought out or faulty cost estimate or based on available budget and a strong desire to do the project.

Instead of profit, decision criteria include benefits. While benefits are realized over years and often far exceed costs, available budget and contention for resources are constraints. A decision is made.

If the performers know they are shooting for a rational target all’s well. When they are driven to meet impossible objectives there are consequences like failure, poor morale, relationship issues, turnover, and burnout.

Going Forward

As always, assess your current situation and track record.

Are project overruns frequent?
Are estimates chronically inaccurate?
Are staff members driven to do the impossible?
Do you have a clearly defined well-functioning decision-making process that includes managing the impact on staff of stretch objectives?
Who is accountable for project overruns, particularly when realistic project level estimates are ignored, and cost targets are set based on political or sales oriented criteria?

Based on that assessment what do you need to change and how will you change it?

And, of course, do not believe it when someone says, “it’s impossible.” Check the facts, get other opinions, use your intuition, then decide. Push the edge to do the impossible when it is worth it. Make sure expectations are well-managed.

Evidence Based Decision Making: A Pillar of Optimal Performance

Written by George Pitagorsky on June 27, 2023. Posted in Articles.

Decision making is at the heart of leadership, management, and performance. I write about mindful conflict and expectations management, and the decision making that underlies both. Last month the article on the use of the Evaporating Cloud technique addressed the power of collaborating to face conflict to identify goals, wants, and needs.

This article focuses on making decisions based on evidence and rational thinking as opposed to unfounded opinions and emotions. While feelings are important, they are often without a sound basis in reality. Acting upon them without investigating evidence and alternatives is foolish. Not considering the feelings is equally unwise.

“When somebody on staff asks what we should do to

address a problem, the first questions I now ask are

‘What does the research say? What is the evidence base?

What information can we gather to determine if it will

fit in different contexts?’ It’s become a way of life.”

– Jim Hmurovich, BA, MS Ed, President & CEO, Prevent Child Abuse America

Decisions

Here is a simple example to bring out the practical nature evidence based decision making:

In an apartment building an occupant, Ms. H, objected to the practice of leaving a building provided package cart in the elevator for the next elevator rider to return to the lobby.

She felt that the “rude behavior of some made it impossible for others to use our very limited elevators.”

Taking a rational look at the issue, it seems that if the person who borrowed the cart took it down in the elevator there would be one less spot on the elevator for other riders. Further investigation may uncover that Ms. H. doesn’t like to or isn’t able to get on an elevator with a cart. If that is the case, adding the cart’s borrower to the trip will do her no good.

Ms. H failed to consider the facts. Her emotions and biases drove her demand. She was reactive. Imagine if she was good at convincing others without providing any foundation in fact and logic, and the decision makers just threw up their hands and created a rule that “borrowers or designated alternatives must return the carts themselves.”

This is a simple example. But how often are projects hampered by reactive behavior? Instead step back to consider evidence and apply analytical thinking along with emotional and social intelligence.

The decision gets more serious if it was about whether to purchase a product or create one. Ms. H, now in her capacity as senior executive and project sponsor, insists that buying a product is the way to go. She was convinced that development was too risky and expensive. She had been burned when in an earlier project a decision to build vs. buy led to a project with costly overruns. She was sold by product vendors and external consultants on the idea that the products were easily customized to the unique needs of Ms. H’s organization. And that the organization would be better off changing procedures to accommodate the products.

An analytical review of research, the experiences of others, and a clear sense of the nature of the customization required would uncover the risks and expense of adapting to or customizing a product rather than creating one’s own to fit special needs.

The decision could go either way. The point is to combine analysis and intuition to best decisions. “Good” decisions are informed decisions that combine information (facts, feelings, interpretations and opinions, etc.) from multiple perspectives. Good decisions are more likely to successfully solve the problem at hand than decisions made based on limited information.

Advertisement
[widget id=”custom_html-68″]

Evidence Based Decision Making

Evidence Based Decision-Making (EBDM) leads to informed decisions. “Evidence Based Decision-Making is a process for making decisions about a program, practice, or policy that is grounded in the best available research evidence and informed by experiential evidence from the field and relevant contextual evidence.”[1] Not only does it result in optimal decisions, but EBDM also cultivates collaborative action and cuts through unnecessary conflict.

Evidence Based Decision Making (EBDM) is described as a 4-part process with 10 steps and 47 sub-steps. The model is shown in Figure 1:[2]

Figure 1: The EDBM

Don’t worry, we won’t go into the 10 steps and 47 sub-steps. Though, having a detailed model is useful for training and to promote collective understanding of required tasks, roles, and skills. See the referenced source for the full model.

But let’s be realistic, getting decision makers and stakeholders like Ms. H to buy into a super-analytical process with 47 steps is virtually impossible. Well maybe not impossible, but requiring a mindset transformation, and that takes time.

The successful decision maker understands the process and adapts it to the current situation. She avoids analysis paralysis and understands that collaboration among the decision makers is as important as the weighting and scoring of facts and feelings. Based on inquiry the rest of the process is customized to fit the personalities, cultural influences, need for speed, availability of evidence and the capacity of the decision makers.

Evidence

EBDM means making decisions using four sources[3]

the best available scientific evidence – research studies, experiments, journal articles, etc.

organizational evidence – business data, including financial reports and performance, studies, project journals and history, organizational culture, etc.
experiential evidence – the collective experience of the decision-makers and outside experts
stakeholder evidence – stakeholder expectations, feelings, beliefs, biases, wants, needs, and values.

On the surface all four types of evidence seem objective, where “Objective evidence is evidence that is not subject to bias and is quantifiable and able to be independently confirmed and verified by using analytical or other tools. Simply put, objective evidence is based on facts and is the kind of evidence that can be independently examined, evaluated, and verified.”[4]

But go a little deeper and you find that there can be subjectivity in each. For example, there are often many ways to interpret scientific data. The same data can be used to justify any number of opinions, which when written up in a journal article can give the impression of being objective.

Subjective evidence is based on individual interpretations and opinions. It cannot be independently verified. When subjective evidence is valued and evaluated in concert with objective evidence and the multiple subjective experiences, it is often what leads to the most effective solutions. Evidence based decision making makes subjective evidence a valued part of the process.

Applying EBDM

EBDM is a process to uncover convincing evidence using objective analysis. Like all approaches to decision making, it is a quest for greater certainty about the outcome of a decision. Use it to go beyond both decision-by-the-numbers and decision-by-feelings. Objectivity and subjectivity are facts of life in any complex decision making, do not ignore either. To be objective a decision maker must acknowledge the presence of subjectivity and incorporate it into the decision making.

If you are fortunate enough to be making decisions optimally, resolving conflicts, setting expectations, experiencing great outcomes, just keep doing what you are doing. If there is room for improvement, bring EBDM into your work, whether it is you alone or the team. Raise it as a topic as you work to continuously improve performance guided by informed decisions.

[1] https://vetoviolence.cdc.gov/apps/evidence/docs/ebdm_82412.pdf

[2] https://archpublichealth.biomedcentral.com/articles/10.1186/s13690-022-00843-0

[3]https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6308777/#:~:text=The%20four%20sources%20of%20evidence,expectations%20(1%E2%80%933)

[4] https://www.ocdisabilityattorneys.com/disability-benefits-for-objective-versus-subjective-evidence#:~:text=%E2%80%9CSubjective%E2%80%9D%20evidence%2C%20on%20the,accepted%20on%20faith%2C%20or%20rejected

Arguing to Learn and to Win

Written by George Pitagorsky on May 23, 2023. Posted in Articles.

The recent INC. article, Stuck in a Heated Argument? Follow the ‘ATL Rule’ to Ensure Everyone Wins [1] set me to thinking about how best to approach the way we manage major conflicts and minor disagreements, how we argue.

In my book, Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results[2] the message is to approach managing differences with clarity, while accepting the reality that there may be emotions involved, not being driven by them. This is emotional intelligence, the ability to be aware of and manage emotions. It is a foundation for healthy relationships, and healthy relationships include the ability to manage disagreements, whether they are small arguments or major conflicts.

The word conflict needs definition. The general definition from Merriam-Webster is “an extended struggle : fight, battle. : a clashing or sharp disagreement (as between ideas, interests, or purposes) : mental struggle resulting from needs, drives, wishes, or demands that are in opposition or are not compatible. conflict.” From Cambridge dictionary, an active disagreement between people with opposing opinions or principles: There was a lot of conflict between him and his father. It was an unpopular policy and caused a number of conflicts within the party. His outspoken views would frequently bring him into conflict with the president.”

Here, the term conflict covers any kind of disagreement or struggle that starts off with opposing views. Managing conflict seeks to resolve the conflict.

The conflicts that make the news are beyond the scope of this article, though the same basic principles apply. Here the focus is on the kinds of conflicts that come up in organizations, projects and processes. The principles are:

Step back to see the big picture and how your emotions, beliefs, biases, and mental models affect your perspective.
Seek to understand your mindset, goals, needs, and wants and what influences them
Seek to understand the other parties’ goals, needs, and wants and what influences them
Be mindful of your words, behavior, and feelings, and their impact
Assess the degree to which you can trust and collaborate with the others
Promote a win-win attitude in which the parties jointly resolve the conflict
Recognize that there are some disagreements that cannot be settled with a win for both parties
Compile facts and opinions and examine and use them in decision making to resolve the conflict.

Arguing to Learn and to Win

The INC. article points out that scientific study shows we should “enter debates looking to learn rather than win.” Since it is very difficult for many people to give up winning, I think the right mindset for working on a disagreement is looking to learn and looking to win.

That opens the question of what it means to win. Does it mean getting your way? Or does it mean coming to the optimal solution to the problem at hand? For example, two designers in conflict about which design should be used in a project can collaborate to identify the objectively best design or they can battle one another to get their design accepted.

Researchers identify two primary mindsets that set a stage for the way arguments are addressed: arguing-to-learn (ATL) and arguing-to-win (ATW). In the ATL approach the parties cooperate to get a better understanding of the situation. It implies open mindedness to discover the resolution through research, dialog, and analysis.

In the ATW approach the tendency to believe in a single truth and to cut off or ignore debate in which conflicting opinions and facts are raised. Instead of discovering a resolution the ATW mindset often begins with the resolution, takes it as truth and argues for it with a closed mind.

Understanding the different mindsets and the benefit of using an ATL, the challenge is to work towards making an ATL mindset part of your conflict management process.

Advertisement
[widget id=”custom_html-68″]

A Hybrid Approach

As with all complex social issues, there is no one right answer. Let’s not over-simplify and think that it’s either ATL or ATW. We can also argue to learn and win (ATLAW).

In projects meaningful arguments are about whether, why, how, who, and when things will be done. If the argument is not settled the project may be delayed or motivation and morale will be impacted. If the argument is not settled well, the outcome will be subpar.

Of course, there are other arguments about politics, religion, freedom vs. authoritarianism, the causes of global warming, etc. For these important issues, there may never be a resolution. But when it comes to deciding on a design to use, or a budget or schedule, there must be a winner.

We can take the position that the winner is not the person with the idea, it is the idea that wins. And if the best idea wins, then the people involved win, where winning means that their needs have been met. If the parties take an ATL approach they creatively discover a resolution that may blend elements of alternative solutions or pick one over another. The discovery results from the learning process. Then there is the perception of winning or losing

Buy-in

If everyone agrees as to what it means to win, and recognizes that learning improves the probability of winning, then the players will naturally take a collaborative approach facing the issue rather than facing one another.

But ego and closed mindedness get in the way. The emotional need to win, psychological tendencies to dominate and win, and not knowing of an alternative to win-lose confrontation make collaboration difficult, if not impossible. Getting past that barrier requires process awareness, self-reflection, coaching and training.

Look at your process.

Are the principles stated above realistic?
Do they naturally occur as part of a healthy flow that allows for differences and promotes win-win resolutions? If they do, be grateful and carry on.
If not, how can you subtly or overtly discuss the conflict management process to promote open-mindedness and rational thinking?

[1] Hobson, Nick, INC. https://www.inc.com/nick-hobson/stuck-in-a-heated-argument-follow-atl-rule-to-ensure-everyone-wins.html?utm_source=newsletters&utm_medium=email&utm_campaign=INC%20-%20This%20Morning%20Newsletter.Newsletter%20-%20Inc%20-%20This%20Morning%201-13-23&leadId=139009&mkt_tok=NjEwLUxFRS04NzIAAAGJShVVfSySV8qVyMiwe8jQgTYv2wo6BL8ZCEskpEFN5woe4jMmz75uMewcTu8h7xWU1aXXH9Cet_es7oYwP7-5VS8xiaHyKS9Wg0DB_YM

[2] Pitagorsky, George, PMI https://www.amazon.com/Managing-Conflict-Projects-Applying-Mindfulness/dp/193558958X

Practical Perfectionism and Continuous Improvement

Written by George Pitagorsky on April 19, 2023. Posted in Articles.

“One of the basic rules of the universe is that nothing is perfect. Perfection simply doesn’t exist…..Without imperfection, neither you nor I would exist” ― Stephen Hawking

“Continuous improvement is better than delayed perfection.” Mark Twain

Practical perfectionists use the urge for perfection as fuel for achieving it, accepting that while things could be better, they may never be perfect.

Practical perfectionism is at the root of quality improvement. We set standards and try to meet them with the goal of optimal performance – performing as best we can. We recognize that optimal performance is perfection even though there may be flaws, errors, and omissions.

Perfect

Sometimes things are perfect as they are:

People are happy, effective, accepting, flexible and resilient
Change and problems are well managed
Communication and relationships are healthy
Performance quality is high, and
There is a continuous improvement process that asks “How can we do better?”

In that ideal scenario the stakeholders are aware that everything is in motion, continuously changing. They know that expecting to sustain a static perfect state is a pipe dream – an unattainable hope. They know that perfection is in the process and not the outcome. They strive for the perfect outcome even though they know it may not be attainable.

The word perfect is an adjective and verb. We perfect our process to make it perfect. According to Merriam-Webster the meaning of perfect is:

“Being entirely without fault or defect flawless. a perfect diamond. : satisfying all requirements : accurate. : corresponding to an ideal standard or abstract concept. a perfect gentleman.”

Perfectionism

Perfectionism is a character trait that can be healthy, positive, and functional or unhealthy negative, and dysfunctional. It is a need to have oneself, others, or things in general to be perfect. There is an uncomfortable felt sense, a pressure from within, when things are not perfect. There is a belief that perfection is possible and necessary.

Perfectionists set standards that they use to judge their own behavior, and the behavior of others. They assume that others expect them to meet those self-set standards.

When perfectionism operates unconsciously it gets in the way of optimal performance. For example, it can manifest as procrastination because things are not perfectly ready. “I can’t get started until I am absolutely sure that I won’t be interrupted.” Some perfectionists procrastinate or avoid acting because they fear that their work will not be perfect.

Perfectionism may emerge as a negative self-image or image of others because they are not perfect.

For example, a project sponsor keeps putting off the funding of a project because the design team cannot find the perfect solution or the selection of a key product or system is held up because there are no perfect options.

The expectation that a team’s or individual’s performance be perfect can motivate high performance or, if the expectations are impossible to meet, over-stress and demotivate.

Advertisement
[widget id=”custom_html-68″]

Striving and Concerns

Perfectionists strive to achieve personal standards that they set themselves and are concerned that they won’t measure up. The striving may be focused on both themselves and others.

They worry and fear that they will be punished or rejected if they fail to be perfect in the eyes of others – their boss, client, peers, etc. They tend to promote the impression of their own perfection and work to prevent others having a negative impression.

The striving and concerns, when they are unconsciously driven, waste energy and create stress, the enemies of optimal performance.

Non-perfectionists

Non-perfectionists tend not to have pre-stated standards or expectations about themselves or others. Non-perfectionists are OK with whatever happens. While this leaves them with less stress and may even be a sign of enlightenment, it does not promote continuous performance improvement.

Acceptance is a positive trait, but it can also lead to stagnation and the degradation of performance. Healthy acceptance accepts things are as they are in the moment, that they will change, and that with effort they can be made better into the future.

Practical Perfectionists

Practical perfectionism involves setting rational performance standards and expectations and generating the motivation to achieve them. It is an example of how we can use a character trait to its best advantage.

It begins with the acknowledgement that perfectionism is at work. This is an aspect of self-awareness, the sense of what is happening internally and how it is influencing behavior.

With that awareness, perfectionism can be used as a powerful force in optimizing performance and promoting personal growth, emotional intelligence, and wellness. Perfectionism is accepted and managed.

Practical perfectionists have ambitious standards and bring rational thinking to bear. They assess why they think their standards and expectations are realistic. They look at the costs and benefits of improvement and decide whether to improve radically or incrementally, or to leave well enough alone, making the best of the situation.

Perfectionism is a positive trait if it is moderated by acceptance of things as they are, self-awareness, rational thinking, and realistic understanding of

what ‘perfect’ means,
whether and how it can be achieved,
how much it costs,
how long it takes to achieve it, and
whether achieving it is worth the time and effort.

Practical perfectionism drives continuous improvement and optimal performance.

Overcoming Obstacles to Perfect Performance

It is hard to imagine why anyone would not embrace a practical perfectionist mindset. But the reality is that there is resistance to self-awareness and rational thinking.

Overcoming obstacles to applying practical perfectionism to continuous improvement begins with self-awareness and understanding among team members and leadership at all levels..

When individuals realize that they are being overly stressed by their own perfectionism or are overly stressing others by expecting the impossible, they can act to change.

In projects the change comes about when perfectionist managers or clients realize that their expectations are irrational and counterproductive. Then the process of defining goals, acceptance standards, value, costs, risks, and benefits will lead to expectations that can be met.

Practical perfectionism combines emotional intelligence and analytical process thinking to promote a perfect process.