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Rob Sadler Culture and its effects of communications


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APM PMO SIG Spring conference: People are the PMO's best assets

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Rob Sadler Culture and its effects of communications

  1. 1. PeopleCulture, effects on Communication© Association for Project ManagementImage:©APM People SIG June 2012Many Thanks to co writers , Sheilina Somani andIrene MacDonald
  2. 2. PeopleTuckman© 2012 Association for Project Management©APM People SIG June 2012
  3. 3. PeopleWarming ... Warming©is a state of re-convening It can only occur with a past performing team (recentor distant past) It enables a team to– Re-familiarise– Re-establish connections– Dispense with individuality– Returning to their performing team© 2012 Association for Project Management©APM People SIG June 2012
  4. 4. PeopleInteractive bit Everybody in their groups write 2 interestingfacts about them self. Mix them and pick out 2 at random Talk 1:1 with different members of the group ,when you find the person relating to the fact ,return their slip. Not allow to ask direct question about thefacts.© 2012 Association for Project Management
  5. 5. People© Association for Project ManagementOverview Culture in Context Organisational Culture Perception is reality Changing PM to Prevailing Organisation Micro Cultures Closing Summary ResourcesImage:
  6. 6. PeopleCulture in Context© 2012 Association for Project ManagementImage:
  7. 7. PeopleCultural Context - Individual© 2012 Association for Project ManagementIndividual
  8. 8. PeopleCulture affects how projects are … Perceived Managed ResourcedAnd, therefore … Successfully delivered Image:
  9. 9. PeopleCulture affects perception Bureaucratic Trendy Expensive Threatening Suspicious© 2012 Association for Project Management Chaotic Disruptive Exciting Useful BeneficialImage:
  10. 10. PeopleCulture affects management Leadership Buy in Matrix structure Authority© 2012 Association for Project Management Accountability Reporting Recognition Sponsorship
  11. 11. PeopleCulture affects resourcing People Communications Funding Sponsorship© 2012 Association for Project Management Technical approach Specialism User input
  12. 12. PeopleCulture affects successful delivery Inclusivity – inclusion in operating environment Respect for project management practices Support from sponsors Recognition for added value© 2012 Association for Project Management
  13. 13. People© Association for Project ManagementOrganisational Culture How do organisations view project management? Is there an ideal culture? What are the current approaches ? Do we change culture or change PM?
  14. 14. PeopleDISCRETIONBUREAUCRATICMECHANISTIC ANARCHICSilosNo joined up thinkingSacrificing othersWho shouts loudestInnovativeAdolescentTraditionalSlowProcess focusedFrustratingBypassingProcedures, roles, levels, policies, rulesSelf, silos, dysfunctionalSuppressed conflictThe need for cabinetCollectivityIdealisticMeshed, people focussed, workingtogether, supportiveORGANICINTEGRATIONPower, politics, centredPower basesEgo centricBottleneckedEstablishedBanks, Financial Services WWF, CharitiesRetail, Public Services, Gov Depts Creative, Arts, R&D, MusicTypical Organisational Culture
  15. 15. People© Association for Project ManagementHow is project management seenin your organisation ... Blocker? Enabler?I’ve a clearplan andknow what I’mdeliveringProjectscauseunnecessarydiscomfortIt’s a fad withlots ofmeaninglessjargonProper Projectmanagementwould be theanswer …
  16. 16. People© Association for Project ManagementExamples of blockers … Why do we need project management? Every project is different It’s bureaucracy! A methodology eg Prince2? Discipline, Audit, Policing? Way of stifling creativity! Stealing the glory?
  17. 17. People© Association for Project ManagementExamples of enablers… Provide order Project prioritisation Benefits realisation Complete tasks Visible controls Management transparency Facilitate quiet competence
  18. 18. PeopleHow to build effective project management in toour organisational culture?– Respect existing norms– Acknowledge current practices– Provide a context in which project management isrecognised as adding value– Demonstrate cognisance of business as usual (BAU)– Leverage difference– Seek out diverse opinion© Association for Project ManagementThe Challenge
  19. 19. PeopleFrames of ReferencePerception is RealityHow do different frames of reference affectthe way we run our projects?
  20. 20. PeopleInteractive© Association for Project ManagementFor the examples shown , discuss alternative View pointsAny other examples ?
  21. 21. PeopleSubjectivity - ReframingFact View 1 View 2 or 3They are wearing acrucifixThey clearly have faithWe maintaincomprehensiverecordsGood – I’m covered if thereis an auditYou must swipe inand out of eachlocationAt least if there’s anemergency they’ll knowwho’s in the building;security is maintained30% of my time isworking from homeI can achieve more, faster,and without having tocommute.
  22. 22. PeopleSubjectivity - Reframing
  23. 23. PeopleFraming … changes over time …© Association for Project Management Influenced by mood and emotion Contextual, driven by events Impacted by external forces Affected by peer pressure Perception of criticality/responsibility
  24. 24. People© Association for Project ManagementAn organisation typically values … Tangible outcomes Achievement of conventional projectparameters Emotional, subjective judgements ofsuccess Revenue generation Sustainability
  25. 25. PeopleA group of individuals represents... Different languages Varied behaviours Diverse decision making practices Independent approaches Absence of common processes Uncertainty in environment Isolated thinking – confident vs fearful
  26. 26. People© Association for Project ManagementUnderstand the Potential for Flexibility Terminology and language Objectives and targets Methodology/documentation Organisation structure and roles Control, approval, sign-off Sponsorship Communication Systems and tools Compliance and governance
  27. 27. People© Association for Project ManagementCommunication Strategies Empathy Accessibilty Avoid jargon De-cluttering Explain acroynms Clear definitions Use Images Appropriateness Communication styles Flexible Avoid elitism InclusiveThese tips apply equally to individual, group, team, microand organisational cultures
  28. 28. People© Association for Project ManagementClosing Summary Culture has multiple dimensions and layers– Individual– Organisational– Micro Flexibility and adaptability are pre-requisites Perceptions of reality vary widely Project management can be more readily adapted thanchanging an organisational culture Micro cultures co-exist within organisational cultures
  29. 29. PeopleReferences People SIG Website– Forum threads– Workshops– Presentations– Articles from the People SIG Community© 2012 Association for Project Management
  30. 30. People© Association for Project ManagementComments and Questions?please