March 5, 2015
One of the traits that strong leaders and credible advisers have is the willingness to ‘own up’ to mistakes they’ve made. No one operating effectively as a project or program manager, or for that matter any type of manager making decisions can expect to be correct 100% of the time.
If you do something new some mistakes are inevitable. If you accept risks, some negative outcomes are inevitable. And time pressures increase the probability of error. And given project management is all about accepting and managing risks to create a ‘new’ product service or result under time and cost pressures – we probably have more opportunity to ‘get it wrong’ than most.
The generally accepted way to deal with ‘your mistake is:
- Acknowledge it (“my mistake”)
- Make restitution if needed (eg apologise)
- Learn from it
- Move on, only people who have never made anything have never made a mistake.
Conversely if someone makes a mistake involving you look for the best outcome rather than blame of revenge. We have discussed these concepts in a couple of posts:
What is rare is a really good example of the basic steps outlined above being implemented. This changed with a publication on page one of yesterday’s Age (also reported in the Sydney Morning Herald). What could have been a bitter and dragged out defamation case – you probably cannot be more insulting these days than incorrectly accusing a Muslim of being a terrorist – both The Age and the aggrieve person applied common sense and resolved the issue in a way that would appear to have left everyone ‘feeling good’ and with a sense of closure, not to mention thousands of their readers.
If you missed the item, you can read the story at: http://www.smh.com.au/national/fairfax-media-says-sorry-20150303-13ttpd.html
Mistakes are inevitable – strong people deal with them in an appropriate way, The Age’s example being exemplary. This is a salient lesson we can all learn from.
October 1, 2011
Experience is that marvellous thing that enables you to recognize a mistake when you make it for the second time and fortunately we all have a wonderful capability for accruing experience! It is almost impossible to do anything new without the probability of mistakes occurring.
A mistake is an error in action, calculation, opinion, or judgment caused by insufficient knowledge, poor reasoning, carelessness or a misunderstanding or misconception. Examples include forgetting our passwords; eating more food because it is served in a bigger bowl and overpaying for gym memberships and phone plans.
We all tend to:
- Look but not always see: when we look at something we think we see all there is to see, but we don’t. The eye’s area of clear vision is a cone of about 2 degrees – the size of a 5 cent coin (or quarter) at normal viewing distances.
- We connect dots we don’t know we’re connecting, the sub-conscious mind does this for us based on preconceptions and stereotypes!
- We wear rose-colored glasses and/or think the grass looks greener – our innate biases drive us to these errors (for more on ‘bias’ see: WP 1069 – The innate effect of Bias).
- We are really terrible at really appreciating probability, perspective, size and shape – if you don’t believe these two table tops are the same size go to: http://www.michaelbach.de/ot/sze_shepardTables/index.html.
Shepard's Parallelogram Illusion
From a stakeholder management perspective, the challenge is not eliminating mistakes – this is impossible, rather designing systems and processes in a way that will minimise unnecessary mistakes and accepting there will always be others that will require managing.
We can minimise mistakes by being aware we make them and avoiding the known traps and pitfalls. Joseph T. Hallinan’s book, Why We Make Mistakes is a good starting point.
Another impossible image by Roger Shepard
Dealing with the mistakes that occur requires acknowledgement of the error and appropriate actions to rectify the mistake. This applies equally to you, your team members and other stakeholders. The biggest mistake is expecting perfection (ie, the absence of mistakes)! The second biggest is failing to acknowledge a mistake once it has happened; as Confucius said “A man who has committed a mistake and doesn’t correct it is committing another mistake.”
So the next time the wheels fall off your project because someone made a mistake, rather than blaming the person, recognise mistakes are normal and be prepared to deal with ‘normality’.