Why do smart teams still deliver failed projects?

Most project failures don't begin with a catastrophic mistake. Instead, they begin with small deviations—minor compromises that seem harmless in the moment. A warning sign gets ignored. A shortcut becomes acceptable. A risk is acknowledged but tolerated because "nothing bad happened last time." Over time, those deviations quietly become the new normal.

In this episode of Project Management Happy Hour, Kim Essendrup and Kate Anderson sit down with Dr. Bill Brantley to explore one of the most dangerous patterns in project leadership: normalization of deviance.

The concept comes from sociologist Diane Vaughan's analysis of the Challenger space shuttle disaster. Engineers had long observed problems with the shuttle's O-ring seals. But earlier launches survived those anomalies. Each successful launch reinforced the belief that the risk was acceptable. Gradually, what began as an abnormal warning became accepted behavior.

As Dr. Brantley explains:
"We survived that near miss. It's okay. Next time we'll be okay."

Project teams fall into this pattern all the time.

A design review is skipped because the team is behind schedule.

A test failure gets dismissed because it hasn't caused a real problem yet.

A risk gets documented—but never truly addressed.

Nothing breaks immediately. So the project keeps moving.

The conversation explores how this slow drift toward failure mirrors patterns seen in aviation, engineering disasters, and even mountaineering expeditions. Experienced professionals—people who know better—gradually normalize increasingly risky decisions until the system finally breaks.

But the episode goes further than just diagnosing the problem. Dr. Brantley and the hosts dive into the decision dynamics inside projects.

A typical project team makes dozens—or even hundreds—of decisions every week. Some have immediate consequences, while others take months or years to reveal their impact. One story from the Apollo program illustrates this perfectly: a weld defect made years earlier ultimately contributed to the crisis of Apollo 13.

This delay between decision and consequence creates a dangerous blind spot. Dr. Brantley jokingly calls it the "White Castle effect."

"White Castle burgers are great going down… and then at three in the morning you realize you made a bad decision."

The same thing happens in project management. Decisions that seem harmless in the moment can produce painful consequences much later.

One of the most powerful insights from the discussion is that organizations often fail to reflect on their decisions. Teams act, move forward, and stay busy—but rarely pause to ask whether their decisions are actually improving outcomes.

That reflection step is critical.

"Reflection really helps you break that normalization of deviance."

Without it, teams never notice when small compromises start compounding into systemic risk.

The episode also explores practical techniques for improving project decision-making. One of Dr. Brantley's favorites is red teaming—a method borrowed from military strategy and cybersecurity. In a red-team exercise, someone deliberately challenges the plan and tries to break it. Their job is to expose weaknesses before reality does.

It's a powerful way to counter groupthink and create psychological safety for dissent.

Another theme throughout the conversation is something many project managers intuitively know but rarely articulate: Every action—or inaction—on a project is ultimately a decision.

"Everything is a decision. Nobody is going to come after you around anything other than decisions."

Whether it's changing scope, delaying work, ignoring a risk, or choosing not to act at all, project leaders are constantly making decisions that shape the outcome of the project.

The real question isn't whether decisions are happening.

It's whether those decisions are intentional, visible, and thoughtfully examined.

Because in many projects, failure doesn't arrive suddenly.

It arrives slowly—one accepted deviation at a time.

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Have you ever gotten feedback that made you want to flip a table because it was both insulting and totally useless?

In this Top Shelf Replay, we revisit "They Told Me I'm Too Nice" and break down what that kind of vague feedback is really doing (sometimes gendered, almost always inactionable), why it hits so hard, and how to respond without spiraling - or people-pleasing your way into a personality transplant.

Then we go beyond the original episode with practical, real-world tactics: how to ask better follow-up questions, how to force examples without sounding defensive, how to "prime" your manager before a meeting so you get usable feedback, and how to figure out whether your boss is actually trying to coach you… or just dumping drive-by advice from a book they skimmed on a flight.

If you lead people, we also flip the lens: how to avoid giving your team confusing feedback that basically translates to "please be a different person," and how to coach toward outcomes instead of vibes.

• Treat vague feedback as a starting point, not a conclusion. Thank them, then ask them to say more until you have something observable and specific.

• Ask for examples on demand. Use: "Can you tell me about a time I did that well?" or "Who does that really well?" This forces specificity and gives you a model to study.

• Match your effort to their effort. If it was a drive-by comment, don't burn three weeks of anxiety trying to decode it. If they clearly invested in you, invest back proportionally.

• Prime your manager before a meeting so they know what "good" looks like. Tell them your goal (scope agreement, signature, commitment, decision) so their feedback anchors to outcomes, not vibes.

• If you want feedback, specify what kind you want. "I'm not looking for grammar edits—I want alignment on strategy" is a transferable skill for stakeholder reviews and exec comms.

• For managers: don't "coach" people who don't want coaching. Find out what they want first, or you'll waste time and damage trust.
  
  

• "I don't need you to be my Grammarly when you review this document. I need to know if we are strategically aligned."

• "Below the line? You just crossed the line, buddy."

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"Three PMs walk into a bar: a business PM, an IT PM, and a Vendor PM…" Sounds like a bad joke, but if you don't get it right - the joke will be your project.

Very often, you aren't the "one PM to rule them all" on your project - you may have other PMs involved that you need to work with. But how do you decide who does what, and how do you prevent turf wars from turning your project into a slow-motion train wreck?

In this episode, we ditch the corporate fluff to dive into the messy reality of projects with "too many cooks". We discuss how to navigate the friction between different project management roles, how to handle "useless" vendor PMs who won't manage their own resources, and what to do when an executive buyer bypasses you to talk directly to the vendor. You'll learn how to look "one level up" in the hierarchy to identify what actually drives your counterparts and how to draw professional boundaries that keep you in the driver's seat.

In this episode, you'll learn:

• How to use the "Hierarchy Hack" to uncover your counterparts' hidden motivations.

• Strategies for handling a vendor PM who refuses to do their job.

• Why a high-level human conversation beats a technical tool every time.

• The "Time and Materials" pivot to force vendor accountability.

• How to professionally block an executive from undermining your role.

From this episode:

• "The first thing to do is to have a conversation and, honestly, call it out in the open." — Kate

• "One of the ways I like to think about situations like this is one level up in the hierarchy." — Kim

• "I've been like, 'No, you can talk to me. Shut up, talk to me.'" — Kate

• "If I and my team are going to be held accountable... I have to be able to plan what we're accountable for." — Kim

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