My Client Caroline, a project manager, faced a familiar scene of chaos and missed deadlines. Her first instinct was to seek a “shiny new tool” to solve her problems, believing the right software would instantly eliminate the chaos.
This reflects a common misconception in management—the idea that technology can fix core human and process issues. As Don Kieffer and Nelson Repenning point out in their book “THERE’S GOT TO BE A BETTER WAY”, this approach is a typical example of “firefighting,” where a manager favours a quick fix or “band-aid” over addressing root causes. Sarah’s story underscores a key principle of dynamic work design: don’t confuse the symptom with the real problem.
Read more about papering over problems.
The real problems weren’t a lack of software features but a lack of Clarity, accountability, and proactive communication within the team. Tasks were assigned without clear ownership, and issues were hidden until they became emergencies. This illustrates the “firefighting trap,” where teams become so adept at putting out fires that they never find time to focus on prevention. They become addicted to the adrenaline of crisis management, while those who build stable processes are overlooked. Kieffer and Repenning’s work shows that this cycle of reactive behaviour is a key reason for organizational dysfunction, turning work into “a nonstop episode of The Office.”
Instead of rushing towards a solution, Sarah was guided to adopt a discovery mindset. The focus shifted from a technical fix to human and process fundamentals. They started by defining clear decision rights, asking who owns what and whether they have the authority, capacity, and motivation to succeed. This is a crucial step in dynamic work design, which stresses that great tools can only strengthen strong teams and excellent processes—they can’t replace them. The solution for Sarah’s team was not a new Gantt chart, but to “make work visible” and “connect the human chain.”
Read more about being the Chief Reminder Officer.
By introducing daily stand-ups and a shared document for key decisions, the team established a “huddle” over a “handoff.” Instead of data being passed between individuals without context, they began holding face-to-face conversations that eliminated back-and-forth exchanges and confusion. This small but impactful change fostered a stronger sense of ownership and accountability. As a result, the team started identifying problems proactively, and communication improved naturally because everyone understood their role and felt responsible for their part in the bigger picture. This shift demonstrates that the right solution is not always new technology but often involves redesigning how work is done and empowering the people who do it.
Read More about creating Clarity
The Takeaway
Sarah’s journey shows that true project management success comes from focusing on the core elements of people and process first, before adding a new tool. The team’s productivity increased not because of a new software system but because they established clear roles, improved communication, and fostered a culture of ownership. By making work visible and encouraging genuine collaboration, they transformed their process from a series of disjointed handovers into a unified, effective system.
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