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The Diffusion Game: Test your change management skills

The Diffusion Game: Test your change management skills | Project Management and more | Scoop.it

The Diffusion Simulation Game is a game developed by Indiana University in which players explore strategies that result in the adoption of innovation in a fictitious junior high. The goal is to get stakeholders (the school principal, teachers, and support staff) to adopt peer tutoring. As a player, you can decide whether to gather information, talk to people, visit places, or ask for help as various prompts are presented.


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Nicos Kourounakis's insight:

 

Diffusion Simulation Game:
https://www.indiana.edu/~simed/istdemo/guest.html

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How to Sabotage Work in Projects!

How to Sabotage Work in Projects! | Project Management and more | Scoop.it

 

I believe that anyone who has worked in large bureaucratic organizations or participated in large projects has seen most of the techniques below in action!

Nicos Kourounakis's insight:

 

A Selection from CIA’s now de-classified “Simple Sabotage Field Manual”. Look for the section on "General Interference with Organizations and Conferences". 

 

1. Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.

 

2. Make “speeches,” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.


3. When possible refer all matters to committees, for “further study and consideration”. Attempt to make the committees as large as possible – never less than five.


4. Bring up irrelevant issues as frequently as possible.


5. Haggle over precise wordings of communications, minutes, resolutions.


6. Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.

 

7. Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on.

 

8. Be worried about the propriety of any decision – raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.

 

9. Demand written orders.


10. "Miss-understand" orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.

 

11. Do everything possible to delay the delivery of orders. Even though parts of the order may be ready beforehand, don't deliver it until its completely ready.

 

12. In making work assignments, always sing out the unimportant jobs first. See that important jobs are assigned to inefficient workers with poor equipment.

 

13. Insist on perfect work in relatively unimportant products send back for refinishing those which have the least flaws. Approve other defective parts whose flaws are not visible to the naked eye.

 

14. When training new workers, give incomplete or misleading instructions.

 

15. To lower moral and with it production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work.

 

16. Holdmeetings when there is critical work to be done.

 

17. Multiply paperwork in plausible ways. Start duplicating files.

 

18. Multiply the procedures and clearances involved in issuing instructions, making payments, and so on. See that three people have to approve everything where one would do.

 

19. Apply all regulations to the last letter.

 

20. Misfile essential documents.

 

21. In making copies, make one too few, so that an extra copying job will have to be done.

 

22. Spread disturbing rumours that sound like inside information.

 

23. Work slowly. Think out ways to increase the number of movements necessary on your job.

 

24. Contrive as many interruptions to your work as you can. When you go to the lavatory, spend longer time there than necessary. Forget tools so that you have to go back after them.

 

25. Even if you understand the language, pretend not to understand instructions in a foreign language.

 

26. Pretend the instructions are hard to understand, and ask to have them repeated more than once. Or pretend that you are particularly anxious to do your work, and pester the managers with unnecessary questions.

 

27. Do your work poorly and blame it on others, bad equipment etc. Complain that these things prevent you from doing your job right.

 

28. Never pass on your skills or experience to a new or a less skilful workers.

 

29. Snarl up administration in every possible way. Fill out forms illegibly, so that they will have to be done over; make mistakes or omit requested information in forms.

 

30. Give lengthy and incomprehensible explanations when questioned.

 

31. Act stupid.

 

32. Be as irritable and quarrelsome as possible without getting yourself into trouble.

 

33. Misunderstand all sorts of regulations...

 

Also read the whole PDF here: https://www.cia.gov/news-information/featured-story-archive/2012-featured-story-archive/CleanedUOSSSimpleSabotage_sm.pdf

 

Also See: http://www.scoop.it/t/project-management-and-more/p/3994938542/6-symptoms-of-a-self-made-saboteur

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John Wade: pragmatic support for law firm leaders's curator insight, February 1, 2013 3:13 AM

I've worked in organisations like these, and with people like these. I'm sure we all have, from time to time.

 

The one action I'd add is to "agree with everything, promise everything, and deliver nothing. Classic passive/aggressive behaviur is gauaranteed to frustrate progress. After all, who needs it..."

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Is project management really rocket science?


Via Philippe Vallat
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Philippe Vallat's curator insight, March 24, 11:21 AM

I strongly disagree with Ralf's statement pretending that "Projects are not complex. (...) People and poor management of the project are what make project management complicated."

It's a kind of insult to me, could be read as "Projects are basically easy, the world is basically perfect, BUT we have bad luck having to deal with humans...". It's a denial of reality, seing problems and risks where there is creativity and life.

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Team Happiness Chart

Team Happiness Chart | Project Management and more | Scoop.it
Happiness chart concept is simple: everyone every day draws a happy / neutral / sad face. It is a leading indicator of what is happening in a project.
Nicos Kourounakis's insight:

See also:

 

Happiness Index as Team Sustainability Metric

http://linkis.com/brodzinski.com/2014/eayEK

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Thoughts on the effective pursuit of success

Thoughts on the effective pursuit of success | Project Management and more | Scoop.it

Why do smart people do dumb things? Why are the most intelligent or privileged people not necessarily the happiest ones? What does it take to become "successful"? What is Effective Intelligence (FI...

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The Flow Model: Balancing Challenge and Skills

The Flow Model: Balancing Challenge and Skills | Project Management and more | Scoop.it
Learn how you can use the Flow Model to be more productive.
Nicos Kourounakis's insight:
See also:
http://en.m.wikipedia.org/wiki/Flow_(psychology)
and
http://myweb.stedwards.edu/michaelo/2349/paper1/ConceptOfFlow.pdf
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Lean & Green Project Management

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.

Nicos Kourounakis's insight:

http://twitpic.com/4vwnrn/full

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The Effective Change Manager: The Change Management Body of Knowledge

The Effective Change Manager: The Change Management Body of Knowledge - Kindle edition by The Change Management Institute. Download it once and read it on your Kindle device, PC, phones or tablets.

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Are you a player? - Why we respond to organisational change in different ways.

Are you a player? - Why we respond to organisational change in different ways. | Project Management and more | Scoop.it
When the latest, brightest, new change programme is announced in your organisation - how do you respond?
Nicos Kourounakis's insight:

How much can you do with only 14%? Not much, so you better manage the dynamics proactively.

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Creating Transformational Change

Creating Transformational Change | Project Management and more | Scoop.it

 

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.

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Change management thinkers: 10 blogs you should be reading

Change management thinkers:  10 blogs you should be reading | Project Management and more | Scoop.it

One of the drawbacks of being a change management consultant is that you're often working alone.  Yes, you're usual...

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The Secret to Stakeholder Management

The Secret to Stakeholder Management | Project Management and more | Scoop.it
By Mario Trentim

 

According to Le Chatelier’s Principle, any change in the status quo prompts an opposing reaction in the responding system. Although Henry Louis Le Chatelier was a

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Performing a Project Premortem

Performing a Project Premortem | Project Management and more | Scoop.it

Projects fail at a spectacular rate. One reason is that too many people are reluctant to speak up about their reservations during the all-important planning phase. By making it safe for dissenters who are knowledgeable about the undertaking and worried about its weaknesses to speak up, you can improve a project’s chances of success.

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33 Conflict Management Resources For Project Managers

33 Conflict Management Resources For Project Managers | Project Management and more | Scoop.it
Is your project failing because of too many conflicts? Get the conflict management resources you need to solve your project conflicts.
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How to Develop your Career In Project Management

How to Develop your Career In Project Management - Strategies, Tactics and Tools. Is becoming better at what you do bringing you any closer to what you want to…
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How to structure a Change Management Strategy

How to structure a Change Management Strategy | Project Management and more | Scoop.it
Objective A clearly defined Change Management Strategy is essential to achieve the desired future state envisaged through a change programme. It enables the

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Miguel Paul Trijaud Calderón's curator insight, June 28, 2014 10:43 AM

Change Management - Project Planning.

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Managing Collective Intelligence

Nicos Kourounakis's insight:

 

(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.”

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Stakeholder Engagement - Have we really moved on?

Stakeholder Engagement - Have we really moved on? | Project Management and more | Scoop.it
We all know how important stakeholder engagement is to enabling change. It is the activity that gives us interaction with stakeholders and hopefully traction. If you don’t engage with people how wi...

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How to gain role clarity and lead from any position.

To lead while being clear about one’s role requires a shift from being a smart leader to become a wise leader. Wise leadership involves knowing the limits
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The Psychology of Change

The Psychology of Change | Project Management and more | Scoop.it
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.
Nicos Kourounakis's insight:
Series of 8 short tutorials.
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Interpersonal Communications

Interpersonal Communications | Project Management and more | Scoop.it
An online magazine by Bovee & Thill, authors of the leading textbooks in business communication and business writing, featuring resources about interpersonal communication.
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Transactional Analysis Explained

Nicos Kourounakis's insight:

 

Part2/3: http://www.youtube.com/watch?v=YOqJ4sc9TAc

Part3/3: http://www.youtube.com/watch?v=58F2qYyAzME

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How to Discover Your Talents and Develop Them Into Strengths

How to Discover Your Talents and Develop Them Into Strengths | Project Management and more | Scoop.it

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.

 

List of personal Talent/Strength:

Achiever, Activator,Adaptability, Analytical, Arranger, Belief, Command, Communication, Competition, Connectedness, Context, Deliberative, Developer, Discipline, Empathy, Fairness, Focus, Futuristic, Harmony, Ideation, Inclusiveness, Individualization, Input, Intellection, Learner, Maximizer, Positivity, Relator, Responsibility, Restorative, Self-Assurance, Significance, Strategic, Woo (winning others over).

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