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What Is The Enemy Of Change? And, Why?  What Can We Do About This?

What Is The Enemy Of Change? And, Why? What Can We Do About This?

 

What Is The Enemy Of Change? And, Why? What Can We Do About This?

Most organisations face the need to undergo more frequent transformations to stay competitive and agile. Many organisations undertake the fundamental shift from a traditional organisational model designed for the industrial economy to an agile model designed for the digital economy. In the post coronavirus future, organisations need to find a balance between what worked before and what needs to happen to succeed in the next normal. The past is a very active player that can obstruct the success of the change. The organisation’s employees often actively remember previous projects that were carried out slowly and with difficulty. In need are behaviours for responding swiftly to technological innovation, changing social relations, new divisions of labour, and new ways of working.

Usually, we handover the project result. But now we talk about the transformation of the people and the organisation. We do this in such a way that the organisation becomes more successful because of the project. Through the change of attitude and behaviour, we can achieve projected benefits and goal. Individuals will need to develop a whole new way of seeing the world, their business, and even themselves. This demand constant innovation to keep up, get ahead and stay ahead. However, frequently people are left struggling to cope with the strictures of old mindsets rooted in the biological predispositions of human decision-making which include the effects of bias – heuristics that could “lead to severe and systematic errors”. We will share approaches and strategies that fuel support for change and transformation in individuals, organisations, and society.

WEBINAR SPECIFICS AND RELEVANCE

Webinar mode of delivery is interactive, so bring yourself along. We will share insights, concepts and connect with what you already know in your project management practice. We will focus on relevant competence indicators for developing behaviours to see the world, business, and yourself in new ways. The change and transformation competence element places a strong emphasis on adaptability, and is expressed through the following Key competence indicators:

  • Assess the adaptability of the organisation;
  • Identify change requirements and options;
  • Develop a change strategy;
  • Implement the change

REFERENCES

IPMA Individual Competence Baseline (IPMA ICBv4).

Hermarij, J. (2016). Better Practices of Project Management 4th fully revised edition. 

 

 

Behavioral Dimension for Implementing PM principles

Behavioral Dimension for Implementing PM principles

Project oriented or projectized organizations introduce planning and control structures to connect projects with the strategic choices: from strategy to portfolio, from portfolio to program (or directly to project) and from programme to project.

Individuals involved in project,  program and portfolio have to be aware of these structures, guidelines and decision making processes existing within the permanent organization.

Understanding these project management principles and demonstrating the right behavior in project situations is more likely to enable individuals in project, program and portfolio to be more successful, but the pursuit of instant emotional gratification at the expense of long-term desires, and biases pose a barrier to optimal/obvious decision making. This is likely due to the way humans are wired as illustrated by Kurt Lewin’s heuristic Equation, B=ƒ(P,E), which states that Behavior is a function of the Person and his or her Environment.

Project oriented organizations together with individuals are always in a state of continous  transformation in order to realize the benefits of their initiatives (project,  program and portfolio).  To be successful as individuals and an organization, Self-reflection, self-management and competence development in the right environment is a factor that may enable individuals achieve the state of continuous improvement and readiness to deal with unforeseen risks, reap opportunities the future has in stock, and maximize benefit realization.

At our webinar we will share practical insights from participants, on their approaches that have worked, those that haven’t and why?

This competence manifests itself in the following actions:

  • Project management principles and guidelines are applied.
  • Program management principles and guidelines are applied.
  • Portfolio management principles and guidelines are applied.
  • Guidelines for reports, decisions and quality are followed.
  • Guidelines for personnel are followed.
  • Guidelines for financial management are followed.

References

IPMA Individual Competence Baseline (IPMA ICBv4).

Hermarij, J. (2016). Better Practices of Project Management 4th fully revised edition.