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Frank Patrick's Focused Performance Business Blog
This Focused Performance Weblog started life as a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective, but is in the process of evolving towards primary content on interactive and mobile marketing. Think of it as about Focusing marketing messages for enhanced Performance. If you are on an archive page, current postings are found here.

Sunday, April 19, 2009

Rule #1: Don't Let Go -- Nine life lessons from rock climbing...


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Tuesday, April 14, 2009

Optimism is the Disease -- Sometimes I worry that, when in brainstorming sessions, I'm not able to keep my mouth shut regarding concerns or obstacles associated with the ideas that come up. Fortunately, I think I know how to express them without sounding like a nay-sayer, and anyhow, if I'm going to be involved in the implementation of these ideas as a project manager, prudent risk management requires such feedback. From Herding Cats: Why We Need Professional Project Managers:
"Optimism is the disease, feedback is the cure..." is a Kent Beck quote."
Some time ago, in a post titled "Accentuate the Negative", I wrote...
Some time ago, I wrote about something similar to this in one of the earliest columns in my Unconstrained Thinking series. Back then, I pointed out that people are great at being negative. We are always willing to talk about our problems -- we love to "bitch and moan." If someone offers a solution, it's real easy to point out what's wrong with it -- unintended side-effects that the solution creates or why it won't really accomplish its objective. And once we've agreed that something might be a good idea, most of what goes through our minds is why we can't make it happen -- obstacles and hurdles. As I wrote in the old piece...
Have you ever been in a brainstorming session in which the facilitator was one of those "cheerful Charlies" who tell the group that it's against the rules to say anything negative about an idea? How many rounds of ideas went by before you were biting your lip?
The point is that our problem solving processes should not rely on unnatural positivism, but rather on what people have demonstrated as a common core competency -- the ability to throw wet blankets.

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Monday, January 05, 2009

Face Reality and Live With It -- From Seth's Blog: Is everything okay?...
"We spend so much time smoothing things out, we lose the opportunity for change, or for texture or creativity."
Live with a little roughness. You'll never get away from it.

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Sunday, July 08, 2007

Not Only for Wartime -- It just hit me that a recent Unfocused post is not only good advice for wartime; it's good advice for project management as well.

Keep calm and carry on.

Along these lines, sometimes the source of calm is knowing that "strategic quitting", like that discussed in The Dip, from Seth Godin. Being able to discern the difference between a "dip" and a "dead end", and act appropriately, can be a source of calm.

For example, from my project of preparing for a comfortable retirement, the stock market this year has been kind to those that have "bought the dips" on the way up, although, on the other hand, "bailing out" with profits in hand can be not only prudent, but profitable as well.

It's all relative.

As Douglas Adams suggests...

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Strategic Thinking and Improvement

Enterprise PM - It Starts with Strategic Interdependence

Face Reality

How to Think With Your Gut

Hugger-Mugger and Helter-Skelter

Managing for Murphy, Satan, and Yourself

More of the Same (Local/Global)

PMI Congress Notes: Using Risk Management for Strategic Advantage

Tell Me How You'll Measure Me and Ah, But What to Measure?

What's in Your Strategy?

Why Can't We All Just Get Along?

Why TOC Works
Project and Multi-Project Management
Critical Chain and (not or) XP

Defining Project Success (But for Whom?)

Down 'n Dirty w/TOC and PM (Part 1 of 5 consecutive posts)

End of Project Review

If Project Management is the Answer, What's the Question?

In Defense of Planning

It Ain't the Tools

Lessons Learned, Revisited

Predicting Uncertain Futures

Project Conflicts

Project Determinism (and other myths)

Project Portfolio Management

Promises, Predictions, and Planning

Removing Bottlenecks - A Core Systems Design Principle

Stage Gates and Critical Chain

Ten Top Sources of Project Failure (The Executive Version)

The Meaning of "Schedule"
Leadership and Change Management
Consistent Leadership Behavior

Invisible Dogma - Perpetuating Paradigms

Nothing But Value

On Assumption Busting

Personal Productivity - An Excuse?

The Psychology of Change Management

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