Mister Piggy

Matrix organizations create complex dependencies, a decision vacuum, and territorial problems. I have several direct reports that combine business-as-usual and project reponsibilities, or combine different functional areas. Result: team members nag about lack of clarity.

Several months ago I starting resolving a case like that - resulting in the departure of the employee (she wasn't happy as I took away the tasks she enjoyed most..). Nevertheless, the result starts to be some order and stability in that area.

However, because of a long-term absence of one of my team members, I am forced now to assign (again) dual responsibilities and create the 'two-boss problem' (now it is a 'he' who proclaims himself unhappy because it creates delivery risks, lowers his visibility/freedom and makes him do tasks he'd rather postpone). Will need to manage this closely and with tight procedures... and the popularity poll is hitting ground zero again.

The root cause is that "everything is important", and we need to "do this everything in a pragmatic way". I'm turning off my consultant's conscience and try to enjoy my bath in the mud pool of an operations manager. Oink.