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Theholisticapproachofprojectmanagement(outcomeof2daysofknowledgeexchangewithTrafikverket)
Neerlandsdiep,June2016
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Contents page
1. Introduction 2
2. Meaningoftheholisticapproach 2
3. Dysfunctionalpatterns 4
4. Holisticview 6
5. Dealingwiththeunexpected 7
6. Deeperinsights 9
Appendices
A. Listofparticipants
B. Mindmapsconcerningtheholisticapproachofprojectmanagement
C. Patternsindifferentsocialsubsystemsinwhichprojectmanagersoperate
D. Reflectivequestionstostimulatemindfulorganizing
E. Mindfulorganizingimplementationcards
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1. IntroductionInJanuary2016ataskforcewithrepresentativesfromTrafikverket(Sweden)andseveralDutchpublicorganisationsresponsiblefortherealisationoflargescaledinfrastructureprojects,agreedtoorganizemeetingsforknowledgeexchangetwiceayear.ThefirstmeetingtookplaceonJune1stand2nd2016intheNetherlands.Centraltopicofthismeetingwas:theholisticapproachofprojectmanagement.Inseveralroundstheparticipantsexploredacommonmeaningandunderstandingoftheholisticapproachanditsapplicationinpractice.
Thisreportgivesanoverviewontheoutcomegeneratedbytheparticipantsduringthetwodaysandanabstractofthecontentsoftheplenaryconversations.Inadditionsomereflectionsaregivenontheprocessandacoupleofreflectivequestionsareaskedtoprovidesomeextrafoodforthoughtontheratherabstract,butchallengingsubject.AlistofparticipantsisaddedinAppendixA.
2. MeaningoftheholisticapproachForafirstimpressionofthemeaningoftheholisticapproachsomedefinitionswereselectedfromtheinternet.Whatisholism?Theideathatsystemsandtheirpropertiesshouldbeviewedaswholes,notascollectionsofparts.Ifsystemsareconsideredtofunctionaswholes,theirfunctioningcannotbefullyunderstoodsolelyintermsoftheircomponentparts.Whatisholistic?Relatingtoorconcernedwithcompletesystemsratherthanwithindividualparts.Thesepartsareconsideredtobeallinterconnected,suchthattheycanneitherbeeffectivelycompartmentalizednorfullydevelopedindependentlyofeachother.Whatisaholisticapproach?Anallencompassingapproachbasedontheknowledgeofthenature,functionsandpropertiesofthecomponents,theirinteractionsandtheirrelationshiptothewhole.Aholisticapproachlooksforfundamentalunderlyingissuesratherthanonlyaddressingsymptoms.Whatisaholisticapproachofprojectmanagement?Nospecificinformationwasfoundontheholisticapproachofprojectmanagement,otherthansomequotessuchas:“Yourprojectispartofalargercontext.Longerjourneys.Largerstories.Andthesestoriesshapeyourprojectmorethanyouknow.It’slikeStarWars.YoucanwatchjustepisodeIV.Andenjoyit.Butitstartsreallymakingsensewhenyouwatchtheentireseries.”
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Theparticipantstriedtocreatetheirowncommonmeaningoftheholisticapproachbymakingmindmapsintworounds.Inthesecondroundtheparticipantswereaskedtocombinetwomindmapsfromthefirstroundfocusingonthedistinguishingfeaturesoftheholisticapproachincomparisonwiththetraditionalapproach.TheresultingmindmapsareattachedasAppendixB.
Thedialogueconcerningthesetwomindmapsresultedinthefollowingfeaturesfortheholisticapproachcomparedwiththetraditionalapproach.
traditionalapproach holisticapproach• Reductionistthinking:subdividethewhole
intomanageablesubjects• Globalunderstanding:seeallsubjectsasa
whole,inwhicheverythingisconnected• Projectmanager • Projectleader(servantleadership)• Structureandstandardmethods • Structureandculture• Organisationalvalues • Personalvalues• Rulebasedgoals • Principlebasedgoals• Reporting • Storytelling• Sequential • Parallel• Focusonspeed • Timeforreflection• Seeingchangesasathreat • Embracingchanges• Openculturewithintheprojectteam • Trulyopenculturetowhoever/whatever• ShouldIraisemyhandornot? • Daringtoraiseahand• Idon’twanttohearthis • Listeningtotheraisedhand
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Theparticipantsoutlinedtheholisticallydrivenprojectmanagerasaleaderthat:
• decidesconsciouslyforanopenculturewithintheprojectaswellasinassociationwithexternalstakeholders;
• seesallsubjectsasawhole,inwhicheverythingisconnected;• showsservantleadershipinordertocreatewin-win(1+1=3)andtodotherightthings,
ratherthanonlydoingthingsright.
Itwasemphasizedthatthedistinctionbetweenthetraditionalapproachandtheholisticapproachisnotamatterof“good”or“bad”.Thereisnothingwrongwiththetraditionalapproach.Itisnecessaryindeedtohaveastructuredfundamentalbasis.However,formanaginglargescaledinfrastructureprojectsinthepresentcomplexsocietyyouneedfarmorethanthat.
Thequestionis:canthetwoapproachesbecombined?Isitpossibletoswitchbackandforthfromthetraditionalapproachthatfocusesonapredict&controlwayofthinkingtotheholisticapproachthatasksforanattitudethatismorerelatedtoprepare&commit?Howcanyoucreatethetimeandspaceforglobalreflectionandunderstandinginaworldthatholdsontopredict&controlasthedominantparadigm?
3. DysfunctionalpatternsAswasstatedearliertheholisticapproachlooksforfundamentalunderlyingissuesratherthanonlyaddressingsymptoms.Inordertopracticethesearchforunderlyingissues,theparticipantswereaskedtosharestoriesfrompracticedealingwiththecooperationwithinoneofthesocialsubsystemsfromtheschedulebelow.
Figure1:schematicrepresentationofseveralsocialsubsystemsinwhichprojectmanagersoperate
PM
PMteam
Relationwith contractor(s)
Relationwith stakeholders
Relationwith assetmanagement
Relationwith linemanagement
Relationtoownorganization
Constructionindustry
Society,politics&media
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Theassignmentforeachstorywastodiscuss,selectandwritedowncharacteristicpatternsthatpossiblylayunderneaththedescribedcooperationandthemotivationsofthepeopleconcernedthatmaintainthesepatterns.Apatternisconsideredtobeunconsciousstandardbehaviourandpredictablemutualreactions.AnactionofactorAtypicallyleadstoastandardreactionfromactorB,whichencouragesactorAincontinuingthechosenapproach.Thismechanismispresentedinasimplifiedmannerinthefigurebelow.
Figure2:schematicrepresentationofapattern
Asaresultfromthestorytellingexperienceinsmallgroupstheparticipantscameupwiththefollowingmainpatternswithinthedifferentsocialsubsystemsinwhichtheyoperate.AcompletelistofallthepatternsreportedbythesmallgroupsisattachedasAppendixC.
RelationwithassetmanagementThemainpatterninthecooperationbetweenprojectmanagersandassetmanagersischaracterizedbyadifferentperceptiononthespeedofmakingdecisions.Focusingonagoodproject(i.e.deliveryaccordingtoplan)aprojectmanagerhasaninterestinfastandcleardecisionmaking.Assetmanagersmainlyfocusonagoodproduct(i.e.maintainingaccordingtoplan)andthereforetendtobemorecautiousandconservativeinmakingdecisions.Themoreaprojectmanageristryingtospeedup,themoreanassetmanagerfeelsthedesiretoreconsiderthespecificationsandviceversa.
RelationwithlinemanagementBothprojectmanagersandlinemanagershaveagreatinterestinagoodproject.Nevertheless,theirapproachtosucceeddiffersgreatly:linemanagerstendtofocusoncentralization,standardization,rulesandregulations(predict&control),whileprojectmanagerswanttobeacknowledgedintheircraftmanshipasproblemsolversanddesirethefreedomandflexibilitytomanageaprojecttheirway(prepare&commit).Themorealinemanagerisdictatingrulesandregulations,themoreaprojectmanagerwilltrytoworkaroundthemandviceversa.
RelationwithstakeholdersProjectmanagersoflargescaledinfrastructureprojectsalwayshavetodealwithalotofstakeholders,fromdirectneighborsto(oftenmultiple)financiers.Drivenbythepressuretodeliveronscheduleprojectmanagersoftenneglecttheneedforgoodgovernanceandinteractivecommunicationwithstakeholders.Especiallyintheeraofsocialmedianotpayingattentiontotheneedsofstakeholdersandunderestimatingthepotentialinfluencethatevensmallgroupsmayhave,canbecomeagreatriskfortheprogressoftheproject.
RelationwithcontractorsThelastdecadethemaintrendincontractinglargescaledinfrastructureprojectshasbeentotransferasmanyresponsibilitiestothecontractoraspossible(“themarket,unless…”).Asaresultpublicprojectmanagerstendtodrawbackandmanagetheirprojectfromtheperspectiveofthecontract.Contractorsingeneralaremainlydrivenbymakingprofits.Thereforetheyfocusontheirmaintaskandtheincentivesinthecontract.Thesearenotnecessarilycompatibletoa“bestforproject”approach.Themoreprojectmanagerswithdraw,whichcontractuallyseemstobetherightthingtodo,thegreatertheriskthattheywilllosesightofstakeholderconcerns.
Action ofactorA
Reaction ofactorB
leadsto
encourages
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Relationwithpolitics&mediaPublicorganizationsingeneralaswellasprojectmanagersofpubliclargescaledinfrastructureprojectstendtobeverycautiousintheircommunicationtothemedia,tryingtopreventnegativepublicityofteninareactiveandfactdrivenway.Politiciansusemediainanexposuredrivenwaytosharetheirideasandopinionsinordertobe(re)elected.Mediaaremainlyprofitdriven:theyarelookingfornewsthatsells,whichismainlybadnews,likeconflicts,andpoliticalexposure.Thegeneralapproachfrompublicorganizationstowardsmediastillistryingtokeepsensitiveinformationindoors,whiletheactualsocialtrendsarecallingformoretransparency.
LookingatthepatternsaslistedinAppendixC,onecanarguethatquiteafewofthedescribedpatternsareincomplete(seethequestionmarks).Apatternismaintainedbytheinteractionbetweenbothpartiesinvolved.Ittakestwototango.Sothequestionisforexample:ifacontractoriscoveringhisbackbynotcommunicatingopenly,whatreactionfromtheprojectmanagerencourageshimtokeepondoingso?Changingapatternstartswithchangingyourownattitude.Onlyactingslightlydifferentfromwhattheotherpartycanexpect,mayalreadybeagoodstart.
4. HolisticviewDuringthemorningsessionontheseconddaywetriedtogetafeelforaholisticviewontheidentifiedpatternsbypositioningthemintheschedulebelow.Thecloserapatternwasputtothecenteroftheschedule,themoreinfluencetheprojectmanagerhasonchangingorevenbreakingit.Onebyonetheparticipantstookapatternfromthewall,whichwasdiscussedbrieflyandthanputinintheschedule.ThemainremarksthatweremadeduringtheplenarydialogueareaddedinthelistedpatternsinAppendixCinitalic.Thedialogueduringthisexerciseledtothemaininsight,thatallthepatternsareinterconnectedonewayoranother:thewaywedealwithoneinvolvedparty,influencesourrelationwithotherparties.Itwasalsoconcludedthatprojectmanagersdohaveagreatdealofinfluenceonmostofthepatterns.Soifthepatternsareallconnectedandcanbeinfluenced,aslightchangeinyourownattitudeeventuallycancauseachangeofwholesystem.
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Figure3:scheduleforpositioningtheidentifiedpatterns5. DealingwiththeunexpectedManaginglargescaledinfrastructureprojectsisacomplexaffair.Despitealloureffortsintermsofprojectcontrolandriskmanagement,everyprojectmanageronedayoranotherisconfrontedwithincidentsthatcameasasurprise:theunexpected.Dealingwiththeunexpectedisnotamatterofspendingmoremoneyandenergyonriskmanagement.Researchshowsthatalotofrisksthateventuallyoccur,werenotidentifiedintheriskdatabases.Sodealingwiththeunexpecteddemandsanapproachbeyondtheconventionalprojectcontrolmeasures.
Figure4:schematicrepresentationofreductionistorganizing
Thetraditionalapproachofprojectmanagementisdominatedbyareductionistwayofthinking(seeschemeabove):subdividingthewholeintomanageableandcontrollablesubjects.
PM
PMteam
Relationwith contractor(s)
Relationwith stakeholders
Relationwith assetmanagement
Relationwith linemanagement
Relationwithpolitics&media
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ScientistsKarlWeickandKathleenSutcliffefoundthatthemoreyoufocusontheseplannedsubjectswiththeirpredictedresults(theexpected),themoreyourvisiononweaksignalsthatmayindicatethedevelopmentofunexpectedincidentsistroubled.Theystatethatalthoughwetendtoexperiencetheseincidentsasiftheywereunexpected,infacttheyarenot.WeickandSutcliffeexplainthisgenerallackofalertnessbythewayourbrainworks:wetendtofocusontheconfirmationofwhatwealreadyknow(confirmationbias).Thatgivesusafeelingofcontrolandpredictability.However,bystudyinghighreliableorganizations,suchasaircraftcarriersandnuclearplants,WeickandSutcliffeshowthatamorealertormindfulapproachcanbeachievedbyfollowing5principles(seeschemebelow)1.
Figure4:schematicrepresentationofthe5principlesofmindfulorganizing
Mindfulorganizinghasalotincommonwiththeholisticapproachofprojectmanagement.Theybothstimulateabroaderandmultipleviewontheactualprojectcontextinadditiontothetraditionalmorereductionistapproach.Theybothfocusonattitudeandinteractionratherthansystemsandmethods.Wheneverythingisinterconnected(holisticview),everydeviationinthedailyinteractionsmaybeapotentialstartingpointforthedevelopmentofanunexpectedevent(mindfulorganizing).
Inordertogetafeelforthe5principlesofmindfulorganizing,theparticipantswereaskedtopickapatternfromthewallanddiscussfromtheperspectiveofoneoftheseprincipleshowitsapplicationmighthelptochangeorbreakthepattern.1Source:“Managingtheunexpected”byKarlE.WeickandKathleenM.Sutcliffe
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Theassignmentwastocomeupwithreflectivequestions(foryourselvesandyourcolleagues)thatstimulatethinkingofwaystoactslightlydifferentinordertogivethe“wholesystem”alittlepush,sothatitstartsmoving.Thisprocesswasrepeatedinseveralrounds.AcompletelistofallthequestionsthatwereformulatedisattachedasAppendixD.Thequestionsformulatedbytheparticipantswereputindifferent(personal)forms.Becausetheyareintendedtobereflective,wechangedthemconsequentlyintoafirst-personpluralform:what/howcan/shouldwe(asateam)doto…?Still,overlookingtheresultsofthiscarrouselinAppendixDonemaywonderifallthesequestions-evenputinafirst-personpluralform-infactarereflectivequestionsanyway.AtNeerlandsdiepweconsiderreflectionastheabilitytoexplicitlylookatasituationandthinkabout(theeffectsof)yourownaction(s).Sothereforeareflectivequestionisaboutyouasapersonandyourattitude,behaviorandactions.Suchaquestioncanalsorefertoyouandyourcolleaguesasateam.Areflectivequestionprovidesrespondentswithanopportunitytoexploretheirpersonalknowledge,experiences,ideas,valuesandfeelings.Reflectivequestionsarethoughtprovokinganddonothaveonedefiniteanswer.Theyaremainlyintendedtolearnfromyourownexperience.
Sincewesawearlierthatchangingthewholecanstartwithchangingyouownpersonalattitude,theabilityforselfreflectionisakeyfactorintheholisticapproachofprojectmanagement.Reflectivequestionsareapracticalaidtostimulatereflectioninateam.Neerlandsdiephasdevelopedareflectionmethodtostimulatemindfulorganizinginprojectmanagementteams,thesocalled“mindfulnessmirror”.Asawayofimplementingthe5principlesofmindfulorganizingwehavecreatedimplementationcardswithreflectivequestions.ForinspirationtheseimplementationcardsareattachedasAppendixE.
6. DeeperinsightsBaseduponthegatheredquestionsthedialoguecontinuedontheissuehowprojectmanagers(can)applytheholisticormindfulapproachinpractice.Howdotheyoverseethewhole?Howdotheydealwithweaksignals?Howdotheybewareforquickfixes?Howdotheykeepintouchwiththerealworks?Howdotheycreateresilienceintheirteam?Howdotheychangetheirattitude?Howdotheyacttobreakdysfunctionalpatterns?Etc.
Thecentralnotioninthisdialoguewas:gutfeeling.Theparticipantsconsideredthisasanimportanttoolfordistinguishingsmallerfromlargerrisks.Areliablegutfeelingisdevelopedthroughexperience,anopenandcuriousattitudeandthecouragetoask(uncomfortable)questions.Projectmanagersshoulddaretofollowtheirgutfeeling.
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Iftheyaredealingwithanareaordisciplinewheretheylackexperience,theyshouldorganisetheexpertisearoundthemandmakesuretheyunderstanditinordertobeabletomakedecisions.
Weaksignalsorearlywarningsnevercomeontheirown.Quiteoftentheyappearasacombinationofgutfeeling,incidentsinotherprojects,ownexperience,conversationwithothers,developmentsinsociety,etc.Forexample:anaccidentwithacapsizingcraneinAlphenaandeRijninAugust2015stimulatedaprojectmanagertoaskforasecondopiniononthegeotechnicalcalculationsfortheplacingofabridgeconstructiononitstemporaryabutments.Measuresthatmaybehelpfulinrecognizingweaksignalsare:creatingadiversteamaroundyou,havingreflectionmomentswithyourteamandbeingchallengedbyyourprinciplesorcolleaguesonaregularbasis.
Apracticalexamplefrompracticeistoorganisefreeformmeetingsonaregularbasiswithnoagendaandnointentionformakingdecisions,talkingaboutthedailywork,sharingsuccessesandaddressingissues(withoutsolvingthemduringthemeeting).Sharingknowledgeandreflectivedialoguecanstimulatethegrowthofthecollectivegutfeeling.Forsustainabledecisionsyouneedtoincludeallaspects.
Questionishowtofindthetimeforareflectivedialoguewithinthedailyprojectdynamics.Oneoftheparticipantssuggeststhataprojectmanagercancreatetimeforreflectionbyreducingtimeformakingdecisions.Enlargeyouraddedvalueasaprojectmanagerbytakingtimetoreflectandbeanexampletowardsyourteam.
Oneoftheparticipantsintroducesahumanperspective:weareallhumanbeings;thepeopleweareworkingwitharealsohumanbeings;getthemtoconnecttoeachotherandyou;findoutwhatdrivestheminallthesedifferentareas.Iftheyconnectemotionallywithyouandtheproject,theyaregoingtoworkforitinordertohelpyouandtheproject.Showthatyoucare,makeapersonalconnectiontocreateastrongbaseforcollaboration.
Attheendofthedialoguesomeonestates:ifyouseeanythingwrongwithapattern,justbreakitandchangeit.Don'tthinkaboutit,don'ttry,justdoit!Thissoundsofcourseattractivelysimple,butwoulditreallybethateasy?
APPENDIXA:Listofparticipants
Swedishdelegation:1. PerRydberg(Trafikveket)2. Kjell-ÅkeAverstad(Trafikveket)3. ErikLööv(Trafikveket)4. AliSadeghi(Trafikveket)5. RobertLindfors(Trafikveket)6. LarsLilja(Trafikveket)7. JohanBrantmark(Trafikveket)
Dutchdelegation:
1. HansRuijter(Rijkswaterstaat)2. LarsTeulings(Rijkswaterstaat)3. HansVersteegen(Rijkswaterstaat)4. GuidoHagemann(Rijkswaterstaat;onlyJune1st)5. JanDerks(ProRail)6. JaapBalkenende(ProRail)7. TjeerdRoozendaal(MunicipalityofAmsterdam)8. MaartenReinking(Neerlandsdiep)9. MaartenKraneveld(Neerlandsdiep,facilitator)10. DaniellevanderHorst(Rijkswaterstaat)
APPENDIXB:Mindmapsconcerningtheholisticapproachofprojectmanagement
APPENDIXB:Mindmapsconcerningtheholisticapproachofprojectmanagement
APPENDIXC:Patternsindifferentsocialsubsystemsinwhichprojectmanagersoperate
Inthetablebelowallthereportedpatternsarelistedincludingtheiractors(AandB)andthementionedmotivationsthatmaintaintheconcerningpattern.Themainremarksthatweremadeduringtheplenarydialogueareaddedinitalic.
actor(s) pattern motivation(s)relationwithassetmanagement
A:assetmanager Assetmanagersarelikehyenastakingcareofoldkills
?
B:projectmanager Aprojectmanagerislikealionmakinganewkill
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A:assetmanager Struggleswithadaptivityandrequiresadifferentchangespeed
Becausechangeneedsnewfunding(splitresourcesmaintainthepattern)
B:projectmanager Canbeadaptivetochange(“freedomincreativity”)
Because€arethere
A:assetmanager Nochangeattitude,repeatingstatusquo
Prejudiceisleading,longtermthinking,wantsagoodproduct,projectmanagersaretoofast
B:projectmanager Nochangeattitude,repeatingstatusquo
Prejudiceisleading,shorttermthinking,wantsagoodproject,assetmanagersaretooslow
relationwithlinemanagementA:linemanager Solvesproblemswithinprojectswith
centralization,standardization,rulesandregulations
Uncertainty,wantinginfluence,lackoftrustandleadership,desiresmorecontrolandtryingtopreventproblemsinotherprojects
B:projectmanager Doesn’tinvolvelinemanagerandtriestoworkaroundtherulesandregulations
Wantstobeacknowledgedasaproblemowneranddesiresflexibility
A:linemanager Wantstoknowmore(tohelpandtoreport)àthisleadstodiscussion/hardwords(becauseofworry)àthismayleadtoharderwords(anger)
Worry,needtoanswerquestions,morefreedom
B:projectmanager Tendstonotinformlinemanagementaboutaproblemà“Don’tyoutrustme?”(defensive)à“Don’tbotherme!”
Pride,nottofail,freedom“myway”
relationwithstakeholdersA:financier Triestointerfereinproject
management,soalotofdiscussion(monopolist),lengthyandcomplexdecisionmakingprocess,duetointerferenceof(oftenmultiple)financiersandotherstakeholders
Notrustbecauseoffinancialcon-sequencesandmonopolist,goalconflict,costdistributionbetweenparties:howtosplitthecosts?Protectingtheirinterests
B:projectmanager Underestimatingtheneedforadaptingthegovernanceoftheprojectaccordingtotheactualsituationofthestakeholders
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A:projectmanager Ignoringinconvenientsignals(wishfulthinking),notrespectingsoftsignals
Pressure(time)/political,pressuretoproceedaccordingtoplan
B:stakeholder ? ?
APPENDIXC:Patternsindifferentsocialsubsystemsinwhichprojectmanagersoperate
actor(s) pattern motivation(s)relationwithstakeholders(continued)
A:projectmanager Formalcommunicationorcorrespondenceinsteadofconversation/dialogueaboutinterestsandgoals
Modest/non-sexy/publicattitudeofthestakeholder?Underestimatingthepotentialinfluence/powerofrelativelysmallstakeholders
B:stakeholder ? ?A:projectmanager Gettingawayfromtheunknownand
simplifying,ignoringandunderestimatingtheproblemsandrisks
Noperspectiveonasolution
B:stakeholder ? ?relationwithcontractors
A:projectmanager Lessfocusontherisks,becausetheyaretransferredtothecontractor,loosingstakeholderconcernsoutofsight
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B:contractor Thecontractorgivestheimpressionhewilldeliver,buthefocusestoomuchonthemaintask
Incentivesfortheconstructions(highbonuses)
A:contractor Notopencommunication,coveringhisback
Bettertoraisefigures,getspraisedinsteadofpunished
B:projectmanager ? ?A:contractor Reductionistwayofthinkinginstead
ofholisticapproachThetraditionalwaytodoso
B:projectmanager ? ?relationwithpolitics&media
A:politicians Usealotofsocialmediaanduseprojectsproorconandviceversa
Politiciansareexposuredriven
B:projectmanager Isbehindintheuseofsocialmedia ProjectmanagersarefactdrivenA:media Ismoreinterestedinabadstory&
conflictbetweenparties?
B:projectmanager Factsandfigurescanbeused“bothways”andarenotalwayspredictable
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A:mediaandpoliticians
Axisbetweenpolitics&mediaisdominant
Politiciansneedmediatosharetheiropinionstobe(re)electedandmedianeedpoliticianstoattractreadersorviewers
B:projectmanager Tendencytonotinvolvemediaproactively
Preventtheriskthatprojects/ministerisgettingintotrouble(beingcalledintoaccount)
APPENDIXD:Reflectivequestionstostimulatemindfulorganizing
Inthetablebelowalltheformulatedquestionsfromtheperspectiveofthe5principlesofmindfulorganizingarelisted.Sincethesequestionsaremeantasreflectivequestions,allquestionsareputinafirst-personpluralform:what/howcan/shouldwe(asateam)doto…?Themainadditionalquestionsandremarksthatwerementionedduringtheplenarydialogueareaddedinitalic.
Principle1:preoccupationwithfailure• Howcanwetransformcoffeemachine-talkintomakingdecisions(tochangethecontext)?• Howdowedistinguishtheweaksignalsweneedtohear,seeorfeel?• Didwetakethetimetoinvestigatewhatisbehindtheweaksignals?• Howcanwedetectthe“real”weaksignalbetweenallthesignals?• Whatdoesourgutfeelsayaboutthis(weak)signal?• Doweconsiderthis(weak)signalasaseriouscomplaint?
Principle2:reluctancetosimplify
• Whatdoweneedtoanalyseinordertomakethoroughconsiderationsforadecisiononthismatter?
• Suggestion:leavemakingdecisionsoutofthequestion.Thenthequestionwillbe:whatdoweneedtoanalyseorwhatneedstobeanalysed?
• Reflectivequestion:doweconsiderthisasasustainabledecisionorasaquickfix?• Doweneedsimplificationtooverseethewhole?• Doweconsidersimplificationasbeingthesameasignoringrisks?• Howdoweembracecomplexityorcomplicatedmatters?• Whicheffectdowereckon,hasthisdecisionhaveonthewhole?• Dowehaveadevil’sadvocateinourteamanddowetakehimorherseriously?• Howdoweslowdownmakingdecisions?• Whichdecisiondoesourorganisationsexpectustotake?• Whatcanweconsiderasamorecomplicatedsolution?Goal:tothinkaboutthealternative
scenario's
Principle3:sensitivitytooperations• Whatworksdowehaveduringthenextperiod(month/week)thatcanbeofinterestformedia,
publicandpolitics?• Howcanweputtherightquestions,ifwedon’tknowtherealworks?• Doweunderstandthatwecreateanasseteveryday?• Whatratingwouldourassetmanagergiveforthequalityoftheproductyoudeliveredfrom1to
10?Suggestion:askhim!• Canwehelpthedailyoperationinsomeway?• Whathaschangedinourcontextduetoarecentconversationwithanexpert?• Arewepartoftheoperationsornot?• Canweoverseetherisksinourprojectwithoutknowingthebusinessandoperations?• Arewevisitingtheworksiteenoughtostayintouchwiththerealwork?
APPENDIXD:Reflectivequestionstostimulatemindfulorganizing
Principle4:commitmenttoresiliance• Whatcanwetellaboutthediversityofyourteamprofile?• Arewedoingtherightthingsorthethingsright?• Arewecuriousenoughtoeachother’sproblems?• Lookingatthewholesystem:whatdoweconsidertobethelargestrisksexceptthe
constructionworksandhowdowedealwiththem?• Howcanwebebraveandtakeresponsibilityforit?• Howdoweallowourselvestoreflectonthequestionwhetherornotwearestilldoingtheright
things?
Principle5:deferencetoexpertise• Doweagreewiththeexpert’sopinion?Ifnot,whynot?• Howcanweinvolvetheexpertsinmakingdecisions(atransparencyissue)?• Howdoweengageexpertsinmakingdecisions?• Howdoweshowyourexpertsthatyourelyontheirexpertise?• Howdowereducemakingdecisionsbythe“top”or“line”?• Whatdowereckon:isthereonlyonetruth?• Whodoweconsidertobetheexpert?• Ifweconsiderwhattheexpertissayingtobetrue,coulditcauseanegativeheadlineinthe
newspaper?Whatcouldbetheconsequences?• Doweneedasecondopinion?• Whatdowereckonourstakeholdersneedtorelyontheorganization’scompetence?• HowdowedistinguishthetrueencompetentexpertfromtheDIYornon-competentexpert?• Howdowefacilitatethediscussionbetweenexperts?
APPENDIXE:Mindfulorganizingimplementationcards
APPENDIXE:Mindfulorganizingimplementationcards
APPENDIXE:Mindfulorganizingimplementationcards
APPENDIXE:Mindfulorganizingimplementationcards
APPENDIXE:Mindfulorganizingimplementationcards