Foster | Management Skills for Project Leaders | Buch |

Foster Management Skills for Project Leaders

What to do when you do not know what to do

2001, 202 Seiten, Kartoniert, Paperback, Format (B × H): 140 mm x 216 mm, Gewicht: 288 g
ISBN: 978-3-7643-6423-6
Verlag: Springer

Foster Management Skills for Project Leaders

Managing projects involves being able to deal with uncertainty and
complexity in the workplace, but traditional management models have
severe limitations under these circumstances. We require new paradigms
to help us make sense of the world in which we live and work.
This book is the result of many workshops and courses for project
leaders working in a variety of settings in low- and middle-income
countries. It brings together some of the thoughts of leading management
writers in an accessible form, using fictitious case studies to
illustrate important points. The various activities described can be
used in workshops, by project leaders and managers. The book is of
interest to project leaders both in the governmental (public) and
voluntary sector as well as members of non-governmental organisations
from a wide range of disciplines, e.g. health, agriculture and community




Weitere Infos & Material

1 Dealing with uncertainty and complexity.- The issue.- Complexity in the work situation.- Complexity as normal.- Work organisations as complex systems.- The limitations of traditional linear models.- The future is always uncertain.- Implications of an uncertain future for project leaders.- Long-term plans are problematic.- Self-organisation in work organisations: from ossification to disintegration and the edge of chaos.- Organisations which do not thrive and are not effective operate in a stage of ossification or disintegration.- The edge of chaos - both order and disorder.- We co-create the future although we are not in control: the importance of "taking part" 13 Emergent strategies: the importance of conversations and relationships.- Other useful strategies in the light of an uncertain future: short-term planning and continuous monitoring.- Implications and useful strategies.- Paradox is a characteristic of the chaotic edge.- Implications for project leaders.- Surviving and thriving at the chaotic edge.- References and suggested reading.- 2 Managing complexity - unhelpful and effective strategies.- The issue.- Protective but uncreative mechanisms.- Secrecy.- Busy-ness.- Paralysis.- Control through the search for set procedures, rules and regulations.- Belief in a conspiracy plot.- Belief in a parent figure.- Fantasy of omnipotence and of perfection: the "playing God" game.- Becoming aware of our unhelpful strategies.- Dealing with unhelpful strategies: the importance of giving people protective skills.- Positive strategies.- The skills for living and working with complexity and uncertainty.- Admitting to not-knowing.- Knowing what to do when we do not know what to do.- The importance of action when we do not know what to do.- Different modes of thinking: left brain hemisphere vs right brain hemisphere.- Usefulness of the right brain hemisphere.- The importance of "slack" quiet times.- Intuition.- Developing intuition.- The creative process.- Organisational factors facilitating the use of intuition and creativity.- Keeping the child in us alive: having fun at work.- Images and metaphors.- References and suggested reading.- 3 Decision-making in the face of complexity and an unknown future.- The issue.- Appropriateness of the manner of decision-making.- Agreed objectives and known means: logical rational models.- Certainty about means and conflict about outcomes:politicking.- Agreed objectives and unclear means: intuition and trialand error.- Conflict about objectives and unclear means: keepingclose to the user, politicking, intuition and trial and error.- Teleological decision-making.- The Gestalt cycle of energy use.- Impediments to the smooth completion of the cycle.- Decision-making in the light of paradox.- The dialectical approach.- Synectics.- Creating opposition.- The use of oxymorons.- Polarity management.- Creative methods for generating ideas.- Brainstorming.- Analogy.- Patterns in chaos: order in the midst of disorder.- Identifying the primary task.- Being aware of our interconnectedness.- Project design.- Realistic objectives - no utopia.- Decision-making in complexity: the continuous development of aspirations.- Using left and right brain hemispheres.- References and suggested reading.- 4 Valuable perspectives to help us deal with complexity.- The issue.- The construction of reality.- Valuable perspectives and outlook.- The "both¡ and¡" view of the world.- Multiple perspectives.- The normality of "mistakes".- The importance of shifting outside our habitual perspectives.- Revelling in change as an important skill.- Embracing paradox.- Acceptance and confrontation: combining the "feminine"and the "masculine" principles.- Recognition of constant flux in life and in projects.- "Riding the waves".- "How to fall down and get up again".- Working with energy.- Learning preceded by unlearning.- Taking part in the action: being involved.- Adaptability and flexibility: the importance of listening.- Interconnectedness - "

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