In a series called The Context Machine I will summarize three years of looking for answers to the following question: “If you are a Project Manager that operates for a short period of time in a foreign organization, with a global team you don’t know, in a domain you would not know, using virtual communication, …
Every moment in a project has a specific set of topics and discussions you would expect. During the start up “planning” and “scope”, just before delivery “creating the final build” and “acceptance”. If you are in a room with your team it happens very often that a talk between people in the same room morphs …
When intervening your team, you are changing their behavior. By asking them over and over again how they are doing against the plan, you are changing their responses. Even some well intended interventions can make things worse: “Seagull coaching (dive in, dump on people and dash off), the most common form of coaching, just makes …
This is the final post in my series about using systems thinking for analyzing problems in projects. 1. Systems Thinking: A Technique To Find Project Problems 2. Systems Thinking: Looking For Causal Loops 3. Shifting The Burden And Fixes That Backfire – Archetypes Part 1 4. Limits To Growth And Tragedy Of The Commons – …
This is the fourth post in my series about using systems thinking for analyzing problems in projects. I recommend you read the previous posts before diving head first into this post. Archetypes can be considered as stereotypes of problematic situations. When analyzing a situation they are the standard patterns you look for. In this post …