Management Skills for Project Leaders

by Foster, Marie-Claude

• ISBN13: 9783764364236
• ISBN10: 3764364238
• Format: Paperback
• Copyright: 2001-12-01
• Publisher: Birkhauser

Summary

(Birkhauser) Univ. College, London, UK. Pocket guide is a result of many workshops and courses for project leaders working in a variety of settings in low- and middle-income countries. For project leaders in the governmental and voluntary sector, health, agriculture, and community development. Softcover.

Table of Contents

Preface	xiii
Acknowledgements	xv
Dealing with uncertainty and complexity	1	(20)
The issue	1	(1)
Complexity in the work situation	1	(1)
Complexity as normal	2	(1)
Work organisations as complex systems	3	(1)
The limitations of traditional linear models	4	(1)
The future is always uncertain	5	(5)
Implications of an uncertain future for project leaders	7	(1)
Long-term plans are problematic	8	(2)
Self-organisation in work organisations: from ossification to disintegration and the edge of chaos	10	(1)
Organisations which do not thrive and are not effective operate in a stage of ossification or disintegration	10	(2)
The edge of chaos---both order and disorder	12	(1)
We co-create the future although we are not in control: the importance of ``taking part''	13	(1)
Emergent strategies: the importance of conversations and relationships	13	(1)
Other useful strategies in the light of an uncertain future: short-term planning and continuous monitoring	14	(2)
Implications and useful strategies	14	(2)
Paradox is a characteristic of the chaotic edge	16	(2)
Implications for project leaders	17	(1)
Surviving and thriving at the chaotic edge	18	(1)
References and suggested reading	19	(2)
Managing complexity---unhelpful and effective strategies	21	(24)
The issue	21	(1)
Protective but uncreative mechanisms	21	(6)
Secrecy	22	(1)
Busy-ness	23	(1)
Paralysis	23	(1)
Control through the search for set procedures, rules and regulations	24	(1)
Belief in a conspiracy plot	24	(1)
Belief in a parent figure	25	(1)
Fantasy of omnipotence and of perfection: the ``playing Good'' game	26	(1)
Becoming aware of our unhelpful strategies	27	(2)
Dealing with unhelpful strategies: the importance of giving people protective skills	28	(1)
Positive strategies	29	(6)
The skills for living and working with complexity and uncertainty	30	(1)
Admitting to not-knowing	31	(1)
Knowing what to do when we do not know what to do	31	(1)
The importance of action when we do not know what to do	32	(1)
Different modes of thinking: left brain hemisphere vs right brain hemisphere	33	(1)
Usefulness of the right brain hemisphere	34	(1)
The importance of ``slack'' quiet times	34	(1)
Intuition	35	(3)
Developing intuition	36	(2)
The creative process	38	(4)
Organisational factors facilitating the use of intuition and creativity	41	(1)
Keeping the child in us alive: having fun at work	41	(1)
Images and metaphors	42	(2)
References and suggested reading	44	(1)
Decision-making in the face of complexity and an unknown future	45	(24)
The issue	45	(1)
Appropriateness of the manner of decision-making	45	(6)
Agreed objectives and known means: logical rational models	46	(1)
Certainty about means and conflict about outcomes: politicking	47	(1)
Agreed objectives and unclear means: intuition and trial and error	48	(2)
Conflict about objectives and unclear means: keeping close to the user, politicking, intuition and trial and error	50	(1)
Telelogical decision-making	51	(1)
The Gestalt cycle of energy use	52	(4)
Impediments to the smooth completion of the cycle	55	(1)
Decision-making in the light of paradox	56	(3)
The dialectical approach	56	(1)
Synectics	57	(1)
Creating opposition	57	(1)
The use of oxymorons	58	(1)
Polarity management	58	(1)
Creative methods for generating ideas	59	(1)
Brainstorming	59	(1)
Analogy	59	(1)
Patterns in chaos: order in the midst of disorder	60	(1)
Identifying the primary task	60	(1)
Being aware of our interconnectedness	61	(1)
Project design	62	(3)
Realistic objectives--no utopia	65	(1)
Decision-making in complexity: the continuous development of aspirations	65	(1)
Using left and right brain hemispheres	66	(1)
References and suggested reading	67	(2)
Valuable perspectives to help us deal with complexity	69	(18)
The issue	69	(1)
The construction of reality	69	(1)
Valuable perspectives and outlook	69	(17)
The ``both...and...'' view of the world	70	(1)
Multiple perspectives	71	(1)
The normality of ``mistakes''	72	(1)
The importance of shifting outside our habitual perspectives	73	(1)
Revelling in change as an important skill	74	(1)
Embracing paradox	75	(1)
Acceptance and confrontation: combining the ``feminine'' and the ``masculine'' principles	76	(1)
Recognition of constant flux in life and in projects	76	(2)
``Riding the waves''	78	(1)
``How to fall down and get up again''	78	(1)
Working with energy	79	(1)
Learning preceded by unlearning	80	(1)
Taking part in the action: being involved	81	(1)
Adaptability and flexibility: the importance of listening	82	(1)
Interconnectedness---``agape'' in the workplace	82	(1)
Working with groups	83	(1)
Skills for dealing with the void	84	(2)
References and suggested reading	86	(1)
Empowerment and self-development	87	(24)
The issue	87	(1)
A chaotic model of development	87	(1)
Starting with oneself	88	(1)
Doing and being	88	(2)
The search for meaning	90	(1)
Being, doing and complexity	91	(1)
Dealing with our fears	91	(2)
The importance of self-esteem	93	(1)
Positive thinking	93	(1)
Affirmations	94	(2)
Living life fully	96	(1)
Taking responsibility and knowing when we are not responsible	96	(2)
The secret of empowerment: the perception of choice	98	(1)
Reframing: a powerful method for empowerment	99	(2)
The dangers of passivity	101	(1)
How to deal with helplessness	102	(2)
About winners and losers	104	(1)
Self-fulfilling prophecy	105	(1)
Pro-activity	106	(1)
Authority	106	(1)
The work instinct	106	(1)
On the importance of aspirations	107	(1)
Self-empowerment and being	108	(1)
References and suggested reading	109	(2)
Facilitating the development of staff	111	(24)
The issue	111	(1)
Life positions	111	(2)
Belief in the potential of workers	113	(1)
``Agape''---love in the workplace	114	(1)
The essence of managing individuals effectively and humanely: unconditional love, empathy and authenticity	114	(1)
Recognition in the workplace	115	(1)
Conditional and unconditional strokes	116	(4)
Self-fulfilling prophecies revisited	120	(1)
Change through modelling	120	(1)
Healing the injury of previous learning	121	(1)
On being a mentor	121	(1)
The outcome of learning: celebration of differences	122	(1)
Leadership styles	123	(1)
The servant leader	124	(1)
The ethics of influencing others: indoctrination or education?	125	(1)
The meaning of support	125	(2)
Dealing with anxiety in the workplace	127	(1)
Clarifying the nature of the working alliance	127	(1)
Elements which damage staff development	127	(1)
Supporting groups in the workplace	128	(2)
Unconscious processes in the group	130	(1)
Valuing people	131	(1)
On the importance of our own attitude	131	(1)
The empowerment myth	132	(1)
References and suggested reading	133	(2)
The unlearning and learning organisation	135	(20)
The issue	135	(1)
The importance of culture	135	(3)
Power, culture and organisations	138	(1)
Culture, power and change	139	(1)
Managers as culture workers	140	(1)
The organisation at the edge of chaos	140	(6)
A tension between stability and instability	140	(2)
In the effective organisation subversion is encouraged	142	(2)
Self-organising groups	144	(1)
The ``both...and...'' of power	145	(1)
The creative organisation	146	(3)
Celebration of dissent	146	(1)
About risk-taking and ``mistakes''	147	(1)
Being involved	147	(1)
Suspending judgment	147	(1)
The importance of slack time and time-out	148	(1)
Organisational culture for promoting creativity	149	(1)
Organisation analysis	150	(1)
The environment	150	(1)
The social setting	150	(1)
Technical support	151	(1)
Use of time	151	(1)
The nature of the work	151	(1)
The organisational culture	151	(1)
A celebration of conflict: the importance of freedom of expression	151	(1)
Eustress and distress in work organisations	152	(1)
On the importance of continuous change	153	(1)
References and suggested reading	153	(2)
The change process	155	(20)
The issue	155	(1)
Organisation development	155	(1)
The change process	155	(1)
Complexity revisited: the future is always uncertain	156	(4)
Change occurs in far-from-equilibrium conditions	157	(1)
About fractals: the part contains the whole	157	(1)
Small interventions lead to important results: the butterfly effect	158	(1)
Valuable organisational change: continuous learning	159	(1)
Organisational change to be avoided: moving towards stability	159	(1)
Mental flexibility	160	(1)
Change ``management'': discovery	161	(1)
About endings and beginnings	162	(3)
Endings: grieving and bereavement	163	(1)
Helping people deal with loss: an important role for dealing with change	164	(1)
Emotions at work: allowing emotions to surface	165	(5)
A note on survivors' guilt	170	(1)
First-and second-level change	170	(1)
Unhelpful change	171	(1)
Common occurrences with second level change	172	(2)
Letting go	173	(1)
The void revisited	173	(1)
The role of the ``community'' in change	174	(1)
References and suggested reading	174	(1)
Change agent skills	175	(1)
The issue	175	(1)
What it means to be a change agent	175	(1)
Fear as a hindrance to change	175	(2)
The importance of relationship	177	(1)
``Disturbing the field''	177	(1)
On risk-taking	178	(1)
Inviting others to the edge of chaos	179	(1)
Helping people through the void	179	(1)
Finding out the stories	180	(2)
Changing the stories: how to be a culture worker	182	(1)
Encouraging people to discover their own stories	183	(1)
The beginning of a change process needs careful nurturing	184	(1)
Helping people through the ``getting worse before it gets better'' phase	185	(1)
No utopian promise	186	(1)
Changing what can be realistically changed---no utopia	186	(2)
On the importance of being realistic	188	(1)
Enantiodromia or the flip-over phenomenon	188	(2)
When the solution is the problem	190	(1)
``More of the same'' does not work	191	(1)
The paradox of change	192	(1)
Doing while ``not doing'': working as a ``rainmaker''	193	(1)
Not ``why'' questions, but ``what'' and ``how''	193	(1)
The rationality of ``irrational'' behaviour	194	(1)
``Both...and...'' revisited	195	(1)
Reframing revisited	196	(1)
Working with so-called ``resistance''	196	(1)
On the importance of questions	197	(1)
Introducing confusion to bring about change	198	(1)
Importance of unplanned and trivial incidents	198	(1)
Self-care of the change agent	199	(1)
The magician and the scientist	200	(2)
References and suggested reading	202