Randall L Englund
Executive Consultant, Englund Project Management Consultancy
Abstract
Project work overwhelms us with choices. Often the choice in projects is between control and results. Onerous controls inhibit achieving results. You can pursue both control and results…up to the rare point where the two actually conflict. Which value will you choose when they conflict at the point of paradox? This paper describes the paradox and provides recommendations to work through the paradox and achieve greater project results.
Introduction
I’ve had the privilege of co-authoring several books, articles, and workshops with Dr. Robert J. Graham. As a cultural anthropologist, Dr. Bob was trained to observe strange behavior in tribes. Through his mentoring and guidance, I came to appreciate the value of observation. I also came to appreciate the power of questions and the questioning process. One question we investigated is, “Do you want control or results?” Most people, of course, answer results. But through observing what they actually do, it becomes clear that control is paramount. Asking the question is perhaps more powerful than any answer, for the question prompts people to reflect upon their experiences. The preference is to have both control and results, but that is not always possible. The quest for control is inherently flawed, since it is not fully possible to be “in control.” Herein lays the paradox: you need to give up control to get results.
Producing unique project results provide the means to achieve business success. Monitoring and controlling a project are core processes, especially during the execution phase of every project life cycle. Monitoring and Controlling project work is the process of tracking, reviewing, and regulating progress to meet performance objectives in the project management plan, including the implementation of corrective or preventive actions to bring the project into compliance with the plan when variances occur. However, when managers do not get desired results, careful observations show that they shift emphasis to increased controls, such as tighter metrics and detailed status reports. In project work where we may not always know what results are possible, the paradox is that managers often need to give up control to get successful projects and achieve business objectives. People say they want results, but they act as if they want control; they resort to a command mode. The command and control model is deeply embedded, but it does not serve us well in modern organizations.
Project work finds us floating in an ocean of data and disconnected facts that overwhelm us with choices. At its most basic, the choice on projects is between control and results. If control is more important, the cost is lesser results. If results are more important, the cost is giving up some control. Getting more of one requires sacrificing a portion of the other. Onerous controls inhibit achieving the very results intended because they de-motivate and limit how people approach creative work. Controls often express that managers do not trust workers, whether this is the intended effect or not. When trust is not present, extraordinary results are missing as well.
People face dilemmas in which two deeply held values are in opposition: do I want to create value or control costs? There are no easy answers because the conflict is a matter of right versus right. Individuals need to be clear on their values in order to navigate this difficult territory.
Exhibit 1 depicts the balancing act and its consequences.
Exhibit 1. The balancing act
The ideal situation is to have optimum controls that achieve desired results. Desired results are usually identified by purpose, vision, and mission statements, by elements in the Project Charter document, and by discussions with key stakeholders. The optimum controls to achieve those results, however, are often less clear. They may be derived from experience, discussions among project teams and sponsors, or by accident. When controls are not present or are minimal, the results appear chaotic, meaning the deterministic aspects of project performance are lacking. Excessive controls, which are present more often than not, lead to the undesired results this paper is addressing.
Recommendations
Draw Upon Courage
We live in worlds of conflicting values or priorities. It takes courage to make the tough call. Resolve conflicting values and hidden dilemmas by engaging in dialogue with key stakeholders. Trust your judgment about what is most important. Take a stand on which value you choose at the point of paradox, that point where it becomes impossible to achieve both values. What is most important: Hero or planner? Control or results? Outputs or outcomes? You can then pursue both values up to the rare point where the two actually conflict; at that point you need to choose, and make clear to others, what is most important.
Whatever action is taken requires moral courage, especially if the action is more difficult, less popular, goes against the flow, different than tradition, or something new or experimental. Realize that these latter options typically lead to breakthroughs…and also come with commensurate risk.
Instead of resorting to controls, focus on the work rather than harping on results. Be effective and efficient in clarifying, planning, and executing work processes, and results will happen.
Conduct an Exercise
One way to get a group or team to think about this topic—especially in advance of when a conflict arises—is to conduct a knowledge café exercise. In workshops we facilitate, colleague Alfonso Bucero and I have small teams address each of the topic questions by starting with one question and brainstorming their responses, then moving on to another topic and building upon previous responses. The role of each team in the third rotation is to summarize all the work.
Directions:
Add one of the assigned topics to the top of a flipchart.
- When do you feel in control?
- How do you know when you are getting results?
- What constitutes optimum controls for desired results?
Brainstorm the topic and record your response on the flipchart. (Approximately 10 minutes)
Rotate (clockwise) to the next chart. Brainstorm the new topic and add your responses. (Approximately 5 minutes)
Rotate (clockwise) to the next chart. Review the information on the flipchart, brainstorm, summarize key points, and record your responses. (Approximately 10 minutes)
Debrief the topic in summary form.
Groups achieved the objective of identifying specific actions that help them achieve both control and results, while at the same time realizing both may not be possible or trade-offs may be required. Further refinements on this exercise will revolve around helping people articulate their values when conflict arises.
The value of this exercise for project teams or business steering committees is to cause reflection and dialogue, surfacing cultural or other values that provide clues—or forewarnings—about how the organization will react to inevitable crises. This exercise is an adjunct to, and does not replace, the need to gain clarity on a project’s vision, mission, goals, and objectives. The exercise may also reveal that intended results are not clear and need additional clarification.
Focus on Value
Many groups appear risk averse. In my experience with professional organizations sponsoring major events, an inordinate amount of discussion goes into pessimistic forecasting, angst around break even points, and tasks. On occasion I have suffered through these discussions quietly. I then compel myself to speak up and remind the group of the First Law of Money: money will come when you are doing the right thing. I refocus the discussion on why we are doing the event, reinforce that its purpose is to contribute to the professional community (not just prevent the organization from losing money), and engage others in clarifying the value the event offers, both to promoters and participants. If the value is indeed there, we can charge appropriately, and people will come. We need to be enthusiastic about the project. It is that enthusiasm, and its source, that will be contagious, bringing others in to participate.
Tell a Story
People have always learned lessons through story telling. Telling a story makes the impersonal personal. A colleague told me how he was required to provide daily sales reports to a general manager. The time required to do these reports distracted from his ability to get out and sell. He believed in the services he had to offer but was diverted and bothered by the emphasis on the numbers. I could sense his pain…and subsequent relief when he decided to leave the company and create his own business. His professional values were in conflict with the security of this position and the excessive reporting requirements. Sharing example stories like this helps others understand the values that are in opposition, how others ultimately resolve them, and provide motivation to do the right thing.
Closing Words
My experiences make it clear to me that we need to give up control to get results. It is at the point of this paradox where it becomes impossible to achieve seemingly contradictory values. Control, after all, is an illusion. Nature is firmly rooted in chaos. We try to convince ourselves, and our bosses, that we project managers are in control of our projects. We may come close to this illusion, and we usually are far more knowledgeable about the project or program than anyone else. Try as we may, however, the fact remains that far more forces are at work in our universe than we can ever understand or control. This does not relieve us of the obligation to achieve results. What should we do?
Focus on results, work processes, and constant course corrections to stay on track. Capture the minimal data required to keep informed. Seek information that supports action-oriented decision-making. Just because we can capture every conceivable piece of information does not mean we should, nor can most organizations afford to do so. It is ill conceived luxuries that support “feeling comfortable” through excessive reports and metrics. Continuous dialogue with stakeholders and reinforcing intended results helps relieve anxieties.
Use brevity, clarity, and a story to reveal your personal feelings about an issue. Telling a story makes the impersonal personal. Sharing feelings stimulates feelings in others…and wins followers. Believe that results are possible but may not follow a clearly defined path. Be flexible and enjoy the ride!