{"id":925,"date":"2016-08-31T06:16:39","date_gmt":"2016-08-31T06:16:39","guid":{"rendered":"http:\/\/www.immediate-effects.com\/en\/?p=925"},"modified":"2017-03-27T09:31:21","modified_gmt":"2017-03-27T08:31:21","slug":"the-insanity-of-the-what-by-when","status":"publish","type":"post","link":"https:\/\/www.immediate-effects.com\/en\/the-insanity-of-the-what-by-when\/","title":{"rendered":"The Insanity of the What-by-When"},"content":{"rendered":"

When you agree to take an action, do you also give others a commitment of when you\u2019ll do it by (the so-called \u201cwhat-by-when\u201d)?\u00a0 As much as this practice is generally recommended in today\u2019s business world, allow me to offer a contrary view: This practice has big downsides, and obscures a better way that comes from an altogether different paradigm.<\/strong><\/p>\n

The alleged benefit of routinely asking for or offering a \u201cwhat-by-when\u201d upon agreeing to do an action is simple and straightforward:\u00a0 It increases others\u2019 confidence that we\u2019ll actually do it, encourages us to consciously own our commitments, and builds trust over time by showing others that we can manage to these commitments.\u00a0 Sounds great, and sometimes it is \u2013 it\u2019s vastly better than an environment where no one can count on anything, because everyone just works on whatever happens to catch their attention in any moment.\u00a0 I\u2019m not suggesting you throw out what-by-when\u2019s and move backwards to this kind of unconscious chaos.<\/p>\n

Yet there are times when reality simply dashes our best-laid plans to rubble anyway, despite all the conscious ownership of commitments we might otherwise hold.\u00a0 And even when we manage to temporarily control the wild whims of reality, there are still significant costs and risks to the what-by-when approach \u2013 and we can do better.<\/p>\n

To illustrate my point about costs and risks, let\u2019s say I\u2019m in a meeting and agree to take an action.\u00a0 You ask me when I\u2019ll have it done by.\u00a0 I think for a second and say \u201cby Tuesday\u201d, which satisfies you, and thus we have a makeshift social contract.\u00a0 Here\u2019s the trouble with that:\u00a0 When I agreed to finish the action by Tuesday, I didn\u2019t actually create any more hours in a day to do it, as nice as that would be.\u00a0 So that means I\u2019ve now got to prioritize this action into a list of other possible things I could be doing with those hours, and thus de-prioritizing something else.<\/p>\n

So when I gave you a by-when commitment, I made a prioritization decision that affected many other actions on my plate \u2013 and I did it without even looking at them, completely blind, and certainly without weighing the relative priorities of everything on my plate.\u00a0 My conscious commitment came with unconscious prioritization.\u00a0 Taking it one step further, I\u2019ve also now introduced a new risk:\u00a0 That I will end up working on something to meet a commitment \u2013 often an artificial commitment \u2013 regardless of whether it\u2019s the most important thing for me to be working on in the moment given the organization\u2019s broader purpose.<\/p>\n

With by-when\u2019s flying around, it\u2019s easy to end up unconsciously chasing commitments rather than consciously selecting and working on the most important action in every moment.\u00a0 And just because you gave someone a by-when on an action doesn\u2019t make it the most important thing to do; sometimes it even makes sense to drop a commitment in service of tackling a more important task that you hadn\u2019t anticipated when you made the original commitment.<\/p>\n

Sure, you can manage that by resetting expectations, but that\u2019s another thing to manage and thus more cost to giving a by-when commitment \u2013 it adds rigidity and takes constant energy to hold.\u00a0 Yet another insidious cost is the weight of a looming by-when:\u00a0 it adds a psychic stressor, and tempts us to get stuck in our own \u201cshould\u2019s\u201d, which is really just fighting reality.\u00a0 Sometimes we try to magically conjure more hours in a day to deal with the stress of a by-when, often by pulling the hours from recharge time, which can be quite taxing and highly unsustainable.<\/p>\n

All that said, I get it, I really do \u2013 the by-when approach helps us deceive ourselves that reality is more predictable and controllable than it actually is, and that\u2019s among the most comforting deceptions we humans engage in.\u00a0 And it\u2019s from this predict-and-control foundation that it builds trust \u2013 it lures others into the deception so they too can relax in a sense of certainty.\u00a0 And this works, at least to a point \u2013 it does build trust.\u00a0 Though it\u2019s built on an awfully shaky foundation, it\u2019s still better than unconscious chaos.\u00a0 Again, I\u2019m not suggesting anyone throw out their what-by-when commitments, at least not until they have an effective replacement.<\/p>\n

So what can replace the illusion of control we offer others with our by-when habit?\u00a0 First, we need a good way of organizing our lives and our work; one which allows us to reliably hold everything we could do, and always be confident that we are working on the most important thing we could be doing in every given moment, fully consciously and without losing anything.\u00a0 David Allen\u2019s brilliant Getting Things Done\u00ae (GTD\u00ae) method is by far the best approach I\u2019ve found for this at an individual level, and methods exist for doing the same at a team-level, such as the \u201cagile project management\u201d methods that developed in the software industry. Both approaches have been customized by\u00a0immediate effects<\/a>\u00a0to fit into any team or organization, offered as classroom training or coaching as\u00a0ProWork<\/a>\u00ae.<\/p>\n

Once you\u2019ve got systems in place that support conscious flow, you can now build trust by offering others transparency, grounded projections (not commitments), and a way to influence your priorities.\u00a0 Instead of offering them the illusion of predictability (while you\u2019re barely holding it all together), you engage them in your process of ruthlessly facing reality moment-to-moment, and always working on the most important thing first.<\/p>\n

So what about by-when commitments to clients, or other external deadlines?\u00a0 Sometimes you do have to make a by-when commitment and manage to it, though there\u2019s much to be gained by making that the exception, not the rule.\u00a0 And even when it feels normal and needed, there are often other options.\u00a0\u00a0 As I\u2019d say to my clients when I ran a software development contracting company:\u00a0 Do you want me to promise you a date that we both know is a lie, and surprise you shortly before that date with an unexpected change which you\u2019re then at the mercy of?\u00a0 Or do you want me to give you so much day-to-day transparency and control that you don\u2019t have to trust me, because you\u2019ll see exactly where we are and where we\u2019re headed at every moment, and be able to influence the project\u2019s direction throughout?\u00a0 Most clients chose the latter, and we had the organizational processes in place to support it.<\/p>\n

So what can you do to shift your own by-when habit?<\/p>\n

First adopt a good individual organizational system like ProWork\u00ae that\u2019s built on a dynamic steering foundation \u2013 this is a prerequisite to moving beyond the what-by-when without big costs in trust and capacity to deliver.<\/p>\n

Then be more aware of the cost whenever you do give a by-when commitment \u2013 you\u2019re making a prioritization decision in the dark, tempting yourself to work on something that isn\u2019t the most important thing first, and forcing yourself to use a stressful predict-and-control management process to honour the commitment.\u00a0 Give the by-when when it really feels important and worth that cost to do so, and whenever possible replace it by offering others more transparency and influence in your work and prioritization system.<\/p>\n

And finally, look for ways to embody this at a team and organizational level with practices like ProWork\u00ae and agile project management, to wean the whole company from its predict & control addiction to ruthlessly facing reality in a sense-and-respond flow.<\/p>\n","protected":false},"excerpt":{"rendered":"

When you agree to take an action, do you also give others a commitment of when you\u2019ll do it by (the so-called \u201cwhat-by-when\u201d)?\u00a0 As much as this practice is generally recommended in today\u2019s business world, allow me to offer a contrary view: This practice has big downsides, and obscures a […]<\/p>\n","protected":false},"author":5,"featured_media":763,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[25,27,30],"tags":[],"class_list":["post-925","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-effectiveness","category-getting-things-done","category-self-organization"],"yoast_head":"\nThe Insanity of the What-by-When - immediate effects<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.immediate-effects.com\/en\/the-insanity-of-the-what-by-when\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Insanity of the What-by-When - immediate effects\" \/>\n<meta property=\"og:description\" content=\"When you agree to take an action, do you also give others a commitment of when you\u2019ll do it by (the so-called \u201cwhat-by-when\u201d)?\u00a0 As much as this practice is generally recommended in today\u2019s business world, allow me to offer a contrary view: This practice has big downsides, and obscures a [...]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.immediate-effects.com\/en\/the-insanity-of-the-what-by-when\/\" \/>\n<meta property=\"og:site_name\" content=\"immediate effects\" \/>\n<meta property=\"article:published_time\" content=\"2016-08-31T06:16:39+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2017-03-27T08:31:21+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.immediate-effects.com\/en\/wp-content\/uploads\/2016\/04\/AdobeStock_93960747-WEB.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"767\" \/>\n\t<meta property=\"og:image:height\" content=\"520\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"G\u00f6ran Askeljung\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"G\u00f6ran Askeljung\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"6 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/\"},\"author\":{\"name\":\"G\u00f6ran Askeljung\",\"@id\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/#\\\/schema\\\/person\\\/d6c1ef6efb8b8198e95c4a31952b8ba9\"},\"headline\":\"The Insanity of the What-by-When\",\"datePublished\":\"2016-08-31T06:16:39+00:00\",\"dateModified\":\"2017-03-27T08:31:21+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/\"},\"wordCount\":1278,\"commentCount\":0,\"image\":{\"@id\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/wp-content\\\/uploads\\\/2016\\\/04\\\/AdobeStock_93960747-WEB.jpg\",\"articleSection\":[\"Effectiveness\",\"Getting Things Done\",\"Self-Organization\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/\",\"url\":\"https:\\\/\\\/www.immediate-effects.com\\\/en\\\/the-insanity-of-the-what-by-when\\\/\",\"name\":\"The Insanity of the What-by-When - 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Since 2015 G\u00f6ran is also a Certified Facilitator und Associate of Consensus in NY, MD of Consensus Austria and Germany and Business Consultant at askeljung.com. G\u00f6ran is Professor of Practise and Head of the Institute for Sales and Negotiations at the Georgian School of Management (GSOM). He is a member of the Board of Directors for the Swedish Chamber of Commerce in Austria. G\u00f6ran is a consultant for The Forum Corporation (UK), eBda (Fr) und Napier Training Associates (UK) and is a Certified Solution Selling\u00ae Professional from the SPI University in USA. G\u00f6ran is also a certified Microsoft Solutions Sales Expert (MSSE) and is an associate lecturer at the Economical University of Vienna, the University of Vienna and the University of Graz in Austria. Having lived in Austria since 1990, G\u00f6ran has held positions as MD for Microsoft Networks (MSN) in Austria, Framfab and Icon Medialab, as well as various Management positions at Ericsson, T-Systems and Konica Minolta. As a Sales- and Productivity expert, G\u00f6ran is passionate about developing sustainable efficiency through interactive and well-designed learning experiences. His compassion about his expertise comes from experience as a business owner and through many years in Management. Since 2003 he has built his own L&D business in Austria, designed and developed L&D programs and facilitated for many thousands of people. G\u00f6ran is married and has two children. Social Media Links: Oxford Encyclopedia | LinkedIn | XING","url":"https:\/\/www.immediate-effects.com\/en\/author\/goeran-askeljung\/"}]}},"_links":{"self":[{"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/posts\/925","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/comments?post=925"}],"version-history":[{"count":3,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/posts\/925\/revisions"}],"predecessor-version":[{"id":1134,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/posts\/925\/revisions\/1134"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/media\/763"}],"wp:attachment":[{"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/media?parent=925"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/categories?post=925"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.immediate-effects.com\/en\/wp-json\/wp\/v2\/tags?post=925"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}