The Art of Project Management

10.1. A summary of why people get annoyed

Because I couldn't find a published history of annoyance, I'm relying on my own observations in summarizing why people get annoyed. I have a fair amount of experience in this area: I've been annoyed many times, have witnessed other people in a state of annoyance, and have been known to, on occasion, annoy others. While there are certainly other causes of annoyance beyond the ones in the following list, these are the most common and important ones I know of.

For the full effect in understanding these examples, they are described in the first person (it may help to think of a specific person you have experience working with, who you respect, when reading through these).

• Assume I'm an idiot. If I have been hired to do X, which I am capable of doing, anytime someone treats me as if I cannot do X—or need a 20-step procedure, rulebook form, template, daily evaluation, committee, or other process to enable me to do X—I will be justifiably annoyed. Part of my job should be to help define my work in a way that satisfies whatever objectives management decrees. But until I fail and prove incompetence, I should be treated as competent. I should be free to define, within reason, the best way to get my work done.

• Don't trust me. If, on a daily basis, I am expected to check in, double check, triple check, and report on decisions that are well within the range of my responsibilities, I will be annoyed. If I must confirm everything, what authority do I ...