The Bike-Shed Effect

I’m working with a great client, helping them to develop a key function and team towards becoming a ‘High Performing Team’. They already perform well, and have the familiar challenges to improve quickly, in a way that engages the team and is driven by the local leadership team. I’m doing my research, looking for tools, ideas, useful stories and other nuggets of gold in all the muck that I have in my library and is online.

I came across this short extract in a McKinsey article from June 2017 on High Performing Teams : A timeless leadership topic about how teams decide (or rather, don’t decide) how to prioritise their time on decisions.

The tendency of teams to give a disproportionate amount of attention to trivial issues and details was made famous by C. Northcote Parkinson in his 1958 book, Parkinson’s Law: Or The Pursuit of Progress. As the story goes, a finance committee has three investment decisions to make. First, it discusses a £10 million investment in a nuclear-power plant. The investment is approved in two-and-a-half minutes. Second, it has to decide what colour to paint a bike shed—total cost about £350. A 45-minute discussion cracks the problem. Third, the committee addresses the need for a new staff coffee machine, which will cost about £21. After an hour’s discussion, it decides to postpone the decision. Parkinson called this phenomenon the law of triviality (also known as the bike-shed effect). Everyone is happy to proffer an opinion on something as simple as a bike shed. But when it comes to making a complex decision such as whether or not to invest in a nuclear reactor, the average person is out of his or her depth, has little to contribute, and will presume the experts know what they are doing.’

This becomes a useful and well-learned message about prioritising the important decisions and consciously allocating time to focus on the important ones. It seems so simple, but it is here, in a 2017 article being quoted in 2019, quoting a book from 1958, and I’m sure that a scholar of the Classics will be able to dredge up an example from Cicero or Homer on the same thing. A logical conclusion from this would be that we can’t change or learn from our past experiences. It’s the wrong answer, though. What we have to learn is to believe in the better way of doing things, understand and practise how to do them, and embed them in our behaviours, systems and processes.

Simple as that.

The roles of manager and their reports in Development Planning conversations

Every good manager plans the development of their team with an aim to make sure that the learning and development offered is relevant to our the organisation, team and individuals. Personal development, effective career management and succession planning are linked together. They involve individuals who:

  • Are aware of their aspirations, strengths and areas for development;
  • Know what they want, what they are good at and those areas they need to improve upon, or not be involved with;
  • Are in a good position to manage their career.
  • Are aware of opportunities that either are available or may become available.
  • They are forward-thinking about their roles and what they need to do to achieve their aspirations.

Their manager is responsible for monitoring the progress of each employee, including coaching them towards meeting their performance and career goals. A good manager empowers their employees, providing them with tools, guidance, challenge and support.

This means that in practice they have multiple roles with their team:

  • A role model -demonstrating interest and activity in your own career development;
  • An information source – providing information to your team about business direction, organizational changes as well as career/job-related development and career opportunities;
  • Encouraging them to consider and take on career/job-related development and recognize them when they do this;
  • Meet with them to guide and support the implementation of their Development Plan;
  • Assess their strengths and weaknesses provide them with constructive feedback;
  • Create on-the-job development opportunities; and
  • Provide time, budget, and work environment that encourages and reinforces learning and sharing

The role of the individual in the Development Planning process is to:

  • Think about their career interests, and the skills, knowledge, and experience they need to achieve their career aspirations;
  • Develop the skills, knowledge, and experience needed to achieve their performance objectives; and to
  • Be prepared to adapt to changing business needs