The project manager learns much,
the reorganization may be suboptimal, but it occurs.
??“ Denial, because the implications of the information require unreasonable change: the greater
the impact of information the more strenuously will it be resisted. Denial is a key driver in the:
??? Decision to shoot messengers.
??? Refusal to accept implications. A device for maintaining a position is to accept the facts
(???yes, of course we need to test the product ??” it says so in the contract???) but refuse to accept
the implications of those facts (???but that doesn??™t mean we have to go to all the expense of
buying a test tool and writing down all those details???).
??? Refusal to assess the risks. Insecure managers may be so terrified of these risks that they
refuse to examine them.
??? Refusal to analyze: weak managers will refuse to examine why they must repeatedly fire-
fight avoidable crises.
??? Refusal to decide: this is particularly evident where the writing of plans is concerned. The
existence of a useable plan implies commitments. Such commitment can later be used to
demonstrate failure. Writing a plan implicitly criticizes those managers who have not.
Counter information overload by:
??“ Minimizing the information (but not its importance) you give the project manager.
??“ Accustoming the project manager to dealing with unpleasant information (such as bug levels)
by triage meetings and graphs.
??“ Prioritizing your reports (???There is only one big issue today .
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