When thinking de-constructively, we start at the end like reading the end of the a mystery novel first to see who the killer is. To use deconstruction, picture the completed project, service, or product. Imagine it performing perfectly. Then, like a game of jenga, start pulling pieces out and see what happens. However, unlike a game of jenga, once you’ve pulled a piece out and imagined what would happen, put that piece back and pull out a different one. You can pull out multiple pieces later on, but the purpose here is to get a feeling as to the importance of each individual piece. Once you’ve done this, you’ll have a greater understanding how critical each piece is to the finished product.
The next step is to ascertain the relationships, or dependability, of one piece to another. Which piece, once removed, would cause the entire tower to collapse?
I especially like the analogy of jenga because it’s three-dimensional. Examining any construction on a two-dimensional timeline or gantt chart limits your perspective.
The real world is not two-dimensional and limiting your examination this way won’t reflect the whole picture or reveal everything that could fail.
Take the liberty to jump right to the end. Imagine the perfect outcome. Then, instead of starting from the beginning, deconstruct your idea. I believe that this approach will give you a faster and more realistic understanding of what it is you’ll need to do to succeed.
Obviously, at some point, you’ll need to take all you’ve learned through deconstruction and start from the beginning. However, I believe that you’ll be better off knowing ahead of time what is most important to success as well as recognizing how the pieces fit together and which pieces are dependent upon another. In this way, you can avoid false starts and backtracking. False starts and the subsequent backtracking can be expensive, resulting in lost productivity and project delays.
In the quest for success, perhaps we should occasionally start at the end?