Primal Instinct Factors in Project Management

by David Ashley

The role of the project management seems to require some innate primal instinct. In organizations where project management roles are defined and generally accepted, there are project managers that are liked and appreciated and then there are other project managers that are... well, not so much in demand. All I can conclude is that some people have "it" and some don't. And that sounds like a primal thing to me.

Throughout the journey of any project these instincts kick in.  One must have a natural ability to identify true milestones that mark true project progress. Surveying the landscape and scouting the path through obstacles without getting eaten by beasts along the way are skills that live beyond the classroom. And the intuition to know what level of organization is required in any situation to produce positive results is a natural phenomena.

Schooling helps, experience matters, but there's a secret sauce that pulls "it" all together.  I have identified three factors that may be the most significant contributors to "it": awareness, sense of direction, and agility.

Awareness

Pay attention.  Listen.  Observe. The best first step is to do nothing, except to watch and learn.  Take notes. Gather enough of information. Ask questions, even if it's just to confirm what you already know. Survivors are fully aware and alert, constantly compiling data from observation, and are keenly tuned into everything happening around them.  Information is essential but awareness is what widens the field to allow accurate placement of data into value and priority.  One who is fully aware will have unobstructed vision, properly regulated speed, and keen timing of movements.

Sense of Direction

A good second step is to gain a sense of direction. Note that action is not prudent until there is certainty about direction and relative comfort about what will result from the movement. There is also an amount of gut involved with setting a course of action.  Some of it comes from survived experiences. But, sometimes we just know. It feels right.  But don’t let feelings rule every decision; logic is a strong competitor. No matter what, proceed with awareness of the unforseen, even after careful consideration and planning.

Agility

After stepping into action, be ready at any time to dodge the bullet and adjust course. Even the best planning can get spoiled. Stuff happens. Change is sure. Someone who can adjusts in unpredictable situations is the one that lives to take on the next project. With rigidity things break easier. Be agile enough to handle change without fading certain direction.

Awareness, sense of direction and agility are three primal and necessary traits for any project manager to be successful.  If these don't come natural, the only option is to practice hard until you get "it".

Get a Grip - Six Elements of Change Management

by David Ashley

Every project by definition is a change to something in the business. It's no wonder the Project Management Institute devoted a portion of their certification criteria to managing change.

One would think that approved projects means the organization is ready to change.  Nope, no so. To the contrary, projects seem to be feasting grounds for those not wanting change. And sometimes the greatest amount of resistance will come from the manager who approved the project.  How crazy is that?

It is as a matter of human nature that people don’t deal well with change. So, it stands to reason that successful projects require project managers that are successful at managing change. So, let's get a grip on this and figure out what we need to do to increase our chances of making great things happen. 

First, embrace the idea that change doesn't have to be the enemy.  Change CAN be effectively managed regardless of the intensity of the battle.

Second, realize that weak change management practices will amplify the disruptive force of change opposition. Thinking that the opposition will just go away and accept the change could be a big strategic miscalculation. A project manager must have an active and intentional plan to manage change. 

This takes us to the plan. To help minimize the negative effects of change I suggest these six elements be incorporated into the change management plan:

1. Agree to Change.  Get all key players to agree that a change is needed, what the change will be in general terms, and how long it should take.
2. Leaders lead.  Change must be communicated from the top down. Leadership must drive the communication effort for the vision and make a strong and compelling case for the change.  They must also provide a path to change and insist the organization work together to make it happen.
3. Awareness and Training.  Every person must be fully aware of how their daily activities will be affected by the change, and they must be trained on how to manage their work when the change is implemented.
4. Own it, work it.  Each person must take ownership of their role in the change and work to encourage others throughout the process of change.
5. Measure and move.  Success is measurable; decide what it looks like, how it will be measured, and use the measurement to guide the process.
6. Reward the milestone.  Group and individual rewards should be known at the start and fairly distributed when milestones are reached. 

Our world is in continual motion; change is part of our landscape - like it or not. Every organization trying to compete in today’s market should commit to change - learn it, love it, live it.  And project managers - since they are often on the front lines to make change happen, get a grip - make it happen!

Size Does Matter: The Frontal Lobe with Regard to Decision Making, Emotion, and Reasoning

by David Ashley

Most of us who have been in the work force for a large portion of our adult life have likely experienced a highly emotional situation.  For instance: a boss barking orders, heated exchanges during an intense meeting, or an anxious supervisor frantically trying to gain control of a situation.  

In regard to work place emotions, it’s interesting to note the large body of neuroscience research concerning frontal lobe activity of the brain and the interplay between reasoning and negative behaviors.  

I'm not trying to play the neurologist that I am not - and there are volumes of information I can't even begin to understand (just ask the neurologist I used to work with), but this is interesting stuff that deserves some consideration.

The two main parts of the frontal lobe are the hippocampus [hip-uh-kam-puh s] and the amygdala [uh-mig-duh-luh]. This is where size matters.

People with a history of high stress levels typically have an undersized hippocampus. The hippocampus is an essential part of the brain that gives a person appreciation for situational context and memory of events.

People with a history of aggression typically have an undersized amygdala.  The amygdala is the part of the brain that is needed to anticipate negative consequences. This means something to a project manager who is trying to negotiate a team through risks. 

Consider the behavior of people you may have known that were aggressive and continually under high stress. What was that like? Chances are they didn't do well with risk management or contextualizing situations.

It's also important to note that the frontal lobe has extensive connections to the regulation of hormones and blood pressure among other impacts on health. People under a lot of stress are often moody, right?  And have you known people with aggression who have high blood pressure?  There's a frontal lobe connection here.

Another interesting area of study related to frontal lobe activity suggests that anxiety impairs efficient functioning of the goal-directed attentional system, meaning anxious people have reduced capability to stay focused on attaining goals. 

This is interesting science with application to management approaches.

Managers should know that highly emotional and anxious people may be at a biological disadvantage for injecting context into decisions, processing negative consequences, fully engaging positive cognitive patterns, or focusing on goals.

Think about your project management experiences.  Have you ever tried to reason with an emotional team member?  It’s difficult, but pause before taking it personally because it might be that they aren't intentionally trying to make your life difficult. It might not be a reasonable expectation for highly emotional people to be good decision makers or to focus on goals.

A leader should know that making decisions or attempting a rational discussion when any participant is in a highly emotional state is unlikely to be productive - but, maybe for reasons beyond the that person is a jerk excuse. 

This article isn't to blame the brain for all bad behavior, but sometimes we may be dealing with those who are not right in the head, so to speak. Regardless of any real presence of these types of disabilities, the bottom line for managers is that decision making happens best when everyone at the table comes with the right size frontal lobes... that is, a low level of negative emotions and anxiety.

Consider it.

Further reading:

http://cercor.oxfordjournals.org/content/10/3/295.short

http://www.ncbi.nlm.nih.gov/pubmed/15251910

http://psycnet.apa.org/journals/emo/7/2/336/