Calibrate Before You Accelerate: Bias Toward Action in a New Role
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Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#2[deleted]
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#3[deleted]
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#4Solid approach, although I’ve certainly seen many managers/staff that never actually break out of Phase 2
It’s critical to start showing some Phase 3 impact, even if not with a sledgehammer, before peers quickly loose faith
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#5OT: This is the first time in a while that I’ve seen the phrase “load-bearing” used in a natural way. :-)
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#6Cannot cite Chesterton's fence too often.
In the matter of reforming things, as distinct from deforming them, there is one plain and simple principle; a principle which will probably be called a paradox. There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, "I don't see the use of this; let us clear it away." To which the more intelligent type of reformer will do well to answer: "If you don't see the use of it, I certainly won't let you clear it away. Go away and think. Then, when you can come back and tell me that you do see the use of it, I may allow you to destroy it."
— https://en.wikipedia.org/wiki/G._K._Chesterton#Chesterton's_...
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#7Cannot cite Chesterton's fence too often. In the matter of reforming things, as distinct from deforming them, there is one plain and simple principle; a principle which will probably be called a paradox. There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, "I don't see the…
> a fence or gate erected across a road.
Except in many cases it is your responsibility to ask. If something has indefined legal status, and no documentation, it is a major red flag. Very often corruption, drug or people trafficking or other shady stuff.
If you want gate in middle of the public road, show the paperwork! Or I will call authorities!
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#8Cannot cite Chesterton's fence too often. In the matter of reforming things, as distinct from deforming them, there is one plain and simple principle; a principle which will probably be called a paradox. There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, "I don't see the…
> a fence or gate erected across a road. Except in many cases it is your responsibility to ask. If something has indefined legal status, and no documentation, it is a major red flag. Very often corruption, drug or people trafficking or other shady stuff. If you want gate in middle of the public road, show the paperwork! Or I will call authorities!
The responsibility to ask is literally the point of Chesterton's fence in my mind; when something looks out of place, and you think it doesn't make sense, you need to ask and learn about it. Sometimes the fence genuinely is unnecessary, and you can then proceed to dismantle it, but other times it might be useful for surprising reasons; it might be a mitigation for an issue that would require a much more time-consuming fix; and it might sometimes genuinely be unnecessary. The point of finding out this information is that the correct action is different for each of them; taking down the fence is fine if it's genuinely useless, and leaving it alone is necessary if it's genuinely useful for reasons you didn't anticipate. In the middle ground where there's a better solution that would take more time, the correct action depends on the answer to a follow-up: is replacing the fence the most important use of my time right now? I've experienced all three of these situations before (and both possible answers to the follow-up in the third case), so I've found this framework helpful for how to deal with the fences when I come across them.
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#9Cannot cite Chesterton's fence too often. In the matter of reforming things, as distinct from deforming them, there is one plain and simple principle; a principle which will probably be called a paradox. There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, "I don't see the…
> a fence or gate erected across a road. Except in many cases it is your responsibility to ask. If something has indefined legal status, and no documentation, it is a major red flag. Very often corruption, drug or people trafficking or other shady stuff. If you want gate in middle of the public road, show the paperwork! Or I will call authorities!
Yes, Chesterton clearly hadn’t started working at a job where he was responsible for the security or accuracy of a process. “Then Marge calculates the late penalties by hand and enters them into the system? It’s fine, she … has a method?Really?”
Re: Calibrate Before You Accelerate: Bias Toward Action in a New Role
#10Thoughtful and to the point, I like it. I’m curious how long this process takes others. I’m in a new role for the first time in a while and trying to find the right balance between ramping up quickly and taking enough time for deeper learning.