Rowling’s got it wrong!

I have already dealt with the topic of “decisions” once before, in September 2020.  Two reasons motivate me to take up this topic again: Firstly, the new book by Daniel Kahnemann et al., which deals with this very topic and secondly, a quote from Joanne K. Rowling, who may be a good writer but apparently has not read anything by Kahnemann and – what is much worse – not even our blog.

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Project management in internal Projects – a Survival Guide

I was pleased a while ago when I read Oliver F. Lehmann’s proposed project typology. He included a number of characteristics of internal projects that I recognised. As an external consultant I regularly experience that companies behave quite differently when their own employees are allocated to internal projects, particularly in business departments.  “Just do it,“ seems to describe it nicely.

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“EVER GIVEN” – Has there ever been such a thing?

How the name of the ship fits the situation! Isn’t that funny? Yes, but only for those who have nothing to do with it. But wait: if we drill deeper into this event, we come to a behavioural pattern that should be more or less familiar to all of us: megalomania. This time on a global scale.

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Organisational development as the art of living

“The greatest danger in times of upheaval is not the upheaval itself, it is acting according to yesterday’s logic.” (Peter Drucker)

Organisations are living systems

Not everyone has to agree with this, but for me it has become an important insight. To understand the point of my article, I will briefly explain my starting point: One of the first important decisions I made was to revise my image of organisations. I had experienced my employer of many years as a more or less well-oiled machine. But this image finally crumbled when this organisation was compelled to restructure in order to survive in a competitive environment.

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Tension in the middle

The author of the following article is Michael Clark.  Now retired, he is pursuing a lifelong interest in communication.  This led him to language studies, to teaching language and contributed much to his work as a business analyst.  He has lived and worked in multicultural and multilingual environments in different countries for most of his life – currently in California.

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Godot on hold (Part 2)

Waiting and Projects

As already explained in the first part, the uncoupling of waiting from the stimulus entails higher uncertainty with regard to the probability of occurrence, which is increased by temporal extension.

An example: in the course of a project, people realise that its complexity is significantly higher than expected, which per se leads to the increased probability of failure. Researchers call this “dissociation”, i.e., the resources available to humans while waiting, include freedom of action, self-stimulation, temporal range and communicability.

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In praise of respite (Part 2)

Why not let yourself go…

Isn’t “let go” a wonderful expression? In German it has a special meaning for yeast dough: allow it to rise. Only when yeast dough is allowed to rise long enough, i.e. to ferment away in peace, will it grow (ideally even doubling and tripling its volume) and thus develop into the basis for a delicious loaf of bread or a special cake. If it is not allowed to rest, the bread will become firm, flat and sometimes even moist inside. I have baked many loaves – believe me, you don’t want to eat bread like that.

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In praise of respite (Part 1)

Sometimes I am already tired in the morning…

When I met a client (an executive in a German corporation) for coaching shortly before Christmas, she told me with a tired expression on her face: “Yesterday I had continuous virtual meetings or phone calls from 8:00 am to 6:00 pm and not a single break! And not for the first time.” And when international time shifts are added to the mix, the first meetings can start even earlier and the last ones end very late. I asked her why she let them do that to her. She looked at me in surprise because she hadn’t thought about whether there was anything wrong with it.

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The turkey’s resilience on Thanksgiving

There is another magic word in the enchanted world of project management: resilience. At least that’s my impression, based on the frequency of mentions in blogs like this one, specialist portals, articles and so on. Whether IPMA or PMI, the term appears everywhere as a key ability for leading projects, but also as a characteristic of projects. Wikipedia defines resilience as ” ability to mentally or emotionally cope with a crisis.” Brief internet research shows that no cliché is omitted here and that there is no fun in buzzword bingo because someone can always call bingo too quickly.

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