When Mediocrity Rules - An Organizational Perspective

Mediocrity has a great deal in common with many medical pathogens. Both often have their roots in small beginnings and may go unnoticed or ignored for many years. However, once infected, and left unchecked, each will propigate itself to consume the host.

Our pioneer heritage has taught us perhaps incorrectly that every child can grow up to be President… that each of us have the capacity to be whatever we want to be. In reality that is just not accurate. The cost to the individual, and the lack of adequate skills, resources and commitment make the endeavor impossible for all but a select few.

Organizations are faced with a similar dilemma in confronting pervasive mediocrity. The true cost of correcting wide scale mediocrity for an organizations with limited resources is difficult to measure.

Law of the pickle barrel.
Invariably the first step is to get out of the pickle barrel, or better yet, don't ever get in the barrel.

Gerald Weinberg in his book The Secrets of Consulting discussed what he called Prescott’s Pickle Principle, which I refer to as the Law of the Pickle Barrel. In its simplest form the law states that a cucumber placed in a pickle barrel is more likely to become a pickle than to talk the current residents into again becoming cucumbers.

I have often warned young managers and students about setting foot in the pickle barrel – code for mediocre department. The barrel’s allure is quite enticing and offers

A relaxed life style (little is expected),
Reduced stress,
Their skills will shine relative to their counterpart,
and it is a chance to get experience.

Sadly many become quite comfortable, and after a few years tend to smell and taste a little like… a pickle.

Today many senior executives frustrated with IT mediocrity are opting out of the pickle barrel. We call this outsourcing, offshore development, contract programming. The changes made are not based on pure economics but often thinly disguised, as “We want to focus on our core business.”

Note: Outsourcing clearly has its own costs so check your trade-off charts before making a decision. Contracts in year one that are quite attractive may become quite costly by year three. Issues of maintaining someone else’s code, documentation, etc. has bound you to a new mediocrity.

Some tough solutions (page2)

	Homepage ť Executive Insights Mediocrity has a great deal in common with many medical pathogens. Both often have their roots in small beginnings and may go unnoticed or ignored for many years. However, once infected, and left unchecked, each will propigate itself to consume the host. All individuals and organizations display some form of mediocrity. This article examines the options available to you on the day that you wake to find that you are no longer in charge. Mediocrity has become the new CEO. Our pioneer heritage has taught us perhaps incorrectly that every child can grow up to be President… that each of us have the capacity to be whatever we want to be. In reality that is just not accurate. The cost to the individual, and the lack of adequate skills, resources and commitment make the endeavor impossible for all but a select few. Organizations are faced with a similar dilemma in confronting pervasive mediocrity. The true cost of correcting wide scale mediocrity for an organizations with limited resources is difficult to measure. Law of the pickle barrel. Invariably the first step is to get out of the pickle barrel, or better yet, don't ever get in the barrel. Gerald Weinberg in his book *The Secrets of Consulting* discussed what he called Prescott’s Pickle Principle, which I refer to as the Law of the Pickle Barrel. In its simplest form the law states that a cucumber placed in a pickle barrel is more likely to become a pickle than to talk the current residents into again becoming cucumbers. I have often warned young managers and students about setting foot in the pickle barrel – code for mediocre department. The barrel’s allure is quite enticing and offers A relaxed life style (little is expected), Reduced stress, Their skills will shine relative to their counterpart, and it is a chance to get experience. Sadly many become quite comfortable, and after a few years tend to smell and taste a little like… a pickle. Today many senior executives frustrated with IT mediocrity are opting out of the pickle barrel. We call this outsourcing, offshore development, contract programming. The changes made are not based on pure economics but often thinly disguised, as “We want to focus on our core business.” Note: Outsourcing clearly has its own costs so check your trade-off charts before making a decision. Contracts in year one that are quite attractive may become quite costly by year three. Issues of maintaining someone else’s code, documentation, etc. has bound you to a new mediocrity. Some tough solutions (page2)

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