Expectations and tolerances
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“We human beings seem predisposed to formalize our behaviour. But we must be careful not to go over the formalization edge.” —Henry Mintzberg
In my office, I have a smart speaker. I tell it to play music, turn the lights off and on, or adjust the heat. I usually don’t think much about it because it works great. But sometimes when it doesn’t do what I expect it to do, I notice.
Occasionally, I’ll blame myself: “what did I do wrong?” But more often than not, I’ll conveniently blame Siri.
Expectations are like that.
We are prone to believing that others will give us what we want, whether or not those expectations have been fully defined, and whether or not they have everything they need to perform a job well.
The most dangerous expectations are those that have not been spelled out fully but are nevertheless set by a general promise. From marketing to interpersonal relationships, the world today is awash in that kind of magical thinking.
Even when we do define expectations, however, we still risk having problems later. It’s what management theorist Henry Mintzberg is driving when he cautions against the “fallacy of predetermination.”
We can’t predict everything. All we can do is our best to prepare, execute accordingly and make good choices.
That’s why expectations work best when paired with an understanding of tolerances: how much variation will be permitted from a specification or expectation?
In manufacturing, it used to be entirely acceptable to have a supplier who provided high-tolerance parts. You were essentially buying in bulk: the savings of being almost always accurate were far greater than the cost of being accurate every time. When more companies shifted to just-in-time manufacturing, tolerances dropped dramatically.
That works well when you’re trying to build more of something cheaply. However, that approach doesn’t work with creative work. Here, if all you do is meet a low-tolerance specification, you’re bound to produce boring, commodified products.
The most profitable and fulfilling part of our market is one that has high expectations and high tolerance. In other words: the value of great work is measured in large part by whether it achieves outcomes. But only if it’s clearly understood how you got there and why.
Setting expectations are a fundamental part of the business of being creative. It’s why you need to have a process (https://us4.campaign-archive.com/?u=89226eb68936fc712577977b8&id=410a3214f3) : repeatable steps you execute on every project. It needs to spell out precisely the problem you have been hired to solve.
Be explicit rather than implicit in defining expectations. But also recognize that you can’t codify tolerances. You can only experience them and make choices.
The best you can do is be selective about who you work with. If you work with someone who gives you a wide range of latitude in how you carry out a project because they know the outcome will meet expectations (and can measure to verify), you’ve both made a wise choice.
You set expectations. You choose tolerances.
Very best, Patrick
P.S. When you keep sharing this newsletter, you help it grow. And that’s a huge personal favour you’re doing. Thank you for this.
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