(Aristotle, excerpt from Politics, Book III, Chapter XI):
“The principle that the multitude ought to be supreme rather than the few best is one that is maintained, and, though not free from difficulty, yet seems to contain an element of truth.
For the many, of whom each individual is but an ordinary person, when they meet together may very likely be better than the few good, if regarded not individually but collectively, just as a feast to which many contribute is better than a dinner provided out of a single purse.
For each individual among the many has a share of virtue and prudence, and when they meet together, they become in a manner one man, who has many feet, and hands, and senses; that is a figure of their mind and disposition.”
Change management is not a matter of simply following steps. No two changes are exactly alike, nor are any two organizations. Following a recipe for change management is insufficient to drive business results.
Most people believe that their greatest improvement will come from overcoming their weaknesses.
Buckingham and Clifton say, NO! Your greatest improvement will come from identifying your natural talents and strengthening them.
Buckingham and Clifton provide three "revolutionary tools" for doing this:
1) Understanding how to distinguish your natural talents from things you can learn... 2) A system to identify your dominant talents... 3) A common language to describe your talents.
To develop your natural talents (once you've identified them) into strengths requires knowledge and skills. Buckingham and Clifton provide these definitions:
* Talents are your naturally recurring patterns of thought, feeling, or behavior. Your various themes of talent are what the Strengths Finder Profile actually measures. * Knowledge consists of the facts and lessons learned. * Skills are the steps of an activity.
So have you been assigned to a project where you immediately felt like someone handed you a T-shirt that said “I just started a project and all I got was this lousy business case!” You are not alone...
Making something from nothing. When life gives you lemons, make lemonade. Turning trash into treasure.
A project saboteur is a person doing his/her best to sink a project and cause it to fail through a variety of methods. Effective counter sabotage to identify and deal with project saboteurs as early as possible is a key success factor to any large project because there will always be a saboteur somewhere…
Lean production philosophy has influenced profoundly the way many manufacturing businesses work today. However, lean philosophy has also been adapted and applied to project work influencing project management approaches with the ultimate goal of reducing/eliminating waste of all forms.
The "lean approach" can be applied both to core project management processes but also to the whole project value chain. Adopting a lean approach aims to reduce project costs while maximizing value for clients and users. It usually achieves this, however, within the limits of the project's scope boundaries and environment, that is, the defined value chain of the project (i.e. suppliers, project team, customer or users).
On the other hand, adopting the basic principles of green management and applying them to project management, one would tend to consider more the interrelation & interdependence between the systems of projects, the environment, economy and society, and therefore influence the project scope, deliverables, and project management approach to become “friendlier” to the surrounding systems/environments. Such systems (or sub-systems) are other projects, programs, corporate portfolios, the organization at large, society, and the natural environment.
A green project management approach would tend to "green" the project objectives and apply a "greener" approach in managing project work. The purpose is to minimize any negative impact to project environments (negative by-products) while maximizing positive impact (positive by-products) by applying a less fragmented and longer-term holistic thinking, thus moving towards a more sustainable project management model.
Assess weaknesses. Write them down too.Understand current system and processes and challenge the status quo and assumptions.Visualize the future in a changed world (and creatively conceive new possible options).Create mass around the vision.Add passion and commitment to the vision of the new order of things.Assess all risks that could potentially occur.Spend appropriate time refining the change to minimize the risk.Plan implementation of the transformational change -start at the end and work backwards.Protect changes from contamination from past practices and behaviors.
Adhocracy is a type of organization that operates in opposite fashion to a bureaucracy, a form of management which emphasizes individual initiative and self-organization in order to accomplish tasks.
This is in contrast to bureaucracy which relies on a set of defined rules and set hierarchy in accomplishing organizational goals. The term was popularized by Alvin Toffler in the 1970s.and further developed by Henry Mintzberg.
Adhocracy allows organizations to operate in a more flexible manner. This flexibility can work well in fast-changing industries where organizations that can identify and act on new opportunities the fastest have a competitive advantage. Adhocracy may also work best with smaller organizations where managers are still able to comprehend and direct the organization when necessary.