Project management for positive & lasting change john mauremootoo

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Synthesis of project management and leadership principles that facilitate positive changes by appealing to people's rational and emotional sides

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Project management for positive & lasting change john mauremootoo

  1. 1. Project Management for Positive and Lasting Change Some thoughts And Examples from the Island of Mauritius Dr John Mauremootoo Adapted from a presentation given to the Mauritius Protected Area Network (PAN) Project National Steering Committee Meeting, Wednesday 2nd April 2014: Ministry of Agro-Industry and Food Security, Port Louis, Mauritiuswww.inspiralpathways.com
  2. 2. Some Key Principles that underpin Project Management • Projects facilitate but do not create change • A growth mindset is essential • Most change is a process & not an event • Communication is everything & everything is communication • Planning, monitoring and evaluation is integral to project management Structure of Presentation
  3. 3. Changing Hearts and Minds The Elephant and Rider Metaphor Structure of Presentation "Jonathan Haidt in his book The Happiness Hypothesis introduces the metaphor of the rider and elephant. Haidt says that our emotional side is an Elephant and our rational side is its Rider. Perched atop the Elephant, the Rider holds the reins and seems to be the leader. But the Rider’s control is precarious because the Rider is so small relative to the Elephant. Anytime the six-ton Elephant and the Rider disagree about which direction to go, the Rider is going to lose. He’s completely overmatched. So to make things work we cannot appeal only to the rational side of people. We have to appeal to their emotional side as well." ~ Chip and Dan Heath (2011)
  4. 4. Changing Hearts and Minds The Elephant and Rider Metaphor Structure of Presentation Direct the Rider • Develop a shared understanding • Point to the destination • Know, show and grow the bright spots • Know who your partners are & how they interface with the project • Script the critical moves • Learn and share
  5. 5. Changing Hearts and Minds The Elephant and Rider Metaphor Structure of Presentation Motivate the Rider • Find the feeling • Rally the herd • Identify & implement quick wins • Embed change in culture • Shape the environment where you need to • Celebrate success
  6. 6. 1. A project is all about facilitating lasting positive change – the project alone does not create this change Some Principles that underpin Project Management
  7. 7. Some Principles that underpin Project Management 2. To facilitate change one must embrace a growth or possibility mindset rather than a fixed mindset
  8. 8. John Mauremootoo | jmauremootoo@gmail.com3. Most positive change is a process and not an event
  9. 9. Trying to implement change too quickly may backfire 3. Most positive change is a process and not an event
  10. 10. • We are always communicating • The meaning of communication is the response that we get • Communication is not a one-way street • So we have to understand not only the messages we transmit but how they are received 4. Communication is everything and everything is communication
  11. 11. External events are transformed into thoughts via our filters which delete, distort and generalise these events WE ALL HAVE OUR OWN UNIQUE MAPS OF THE WORLD Individuals give events their meaning
  12. 12. • We need to understand the outcomes of our actions by monitoring early & often • & translate the results of this monitoring into action 5. Planning, Monitoring & Evaluation is integral to Project Management
  13. 13. Change is all about people… Elephants & their riders How do we facilitate change?
  14. 14. John Mauremootoo | jmauremootoo@gmail.com The Elephant and Rider http://etiquettepage.com/news-feb2012
  15. 15. John Mauremootoo | jmauremootoo@gmail.com We Direct the Rider & We Motivate the Elephant
  16. 16. John Mauremootoo | jmauremootoo@gmail.com How do we Direct the Rider?
  17. 17. Develop a shared understanding forums.macresource.com The need to integrate people’s diverse perspectives
  18. 18. Point to the destination • Develop a shared vision which: • Functions as a lighthouse – something to guide our movement bumblews.com • & a star – something inspiring for us to reach for arvidaxelsson.se
  19. 19. 19 The Vision is your dream Martin Luther King, Jr. August 28, 1963
  20. 20. Know, Show & Grow the Bright Spots On May 6th 1954 Roger Banister became the first person to run a mile in under 4 minutes a feat considered impossible by many. Banister’s record lasted only 46 days and within one year thirty seven other runners had broken the 4-minute barrier.
  21. 21. Know, Show & Grow the Bright Spots J Mauremootoo The recovery of the Mauritius kestrel from a wild population of only 4 birds in 1974 to safety has inspired similar species recovery successes in Mauritius and all over the world. MWF The Brise Fer Old Plot was first weeded in 1986. It has become a bright spot and has helped to inspire a now rapidly growing area of restored native forest in Mauritius and Rodrigues.
  22. 22. Know who your partners are & how they interface with the project Stakeholder Circles: A programme cannot control change, it can only influence and contribute to changes at the level of its direct partners Implementing team Direct partner 1 Direct partner 2 Direct partner 3 Community1 Community 2 Community 3 Sphere of Control Sphere of influence Sphere of interest/concern
  23. 23. Project Partners have their own Partners Project Project’s Partners Project’s Partner’s Partners So a little (strategic) influence can go a long way
  24. 24. The famous Serenity Prayer speaks to the importance of accepting our limited control God, grant me the serenity to accept the things I cannot change, The courage to change the things I can, And the wisdom to know the difference.
  25. 25. Everybody knows something and nobody knows everything • Ask empowering questions… • Come in “clean” (without preconceptions) & really listen • Expect surprises along the way Respect everybody’s map of the world
  26. 26. Plan the journey Script the Critical Moves Plan tightly for the short term but not for the medium and long term when uncertainty is compounded over time
  27. 27. Plan the journey The Action Learning Cycle as a system of continuous learning by doing • Learn & share
  28. 28. Plan the journey • Learn & share The Action Learning Cycle Answers the three basic questions
  29. 29. Everyone has a plan … until he gets hit! ~ Mike Tyson: American Former World Heavyweight Boxing Champion The Action Learning Cycle is at the heart of Adaptive Management
  30. 30. M&E – finding the balance between…
  31. 31. Thanks to Ricardo Wilson-Grau & Michael Quinn Patton But don’t make the system too heavy
  32. 32. Plan the journey • Learn & share I can honestly say that we use these reports every single day of the year Based on a cartoon by M.M. Rogers & Lawson Sworb
  33. 33. Plan the journey • Learn & share I can honestly say that we use these reports every single day of the year Based on a cartoon by M.M. Rogers & Lawson Sworb Learn to COPE Create Once Publish Everywhere But don’t just circulate the same stuff to everybody – different groups have different needs
  34. 34. John Mauremootoo | jmauremootoo@gmail.com How do we Motivate the Elephant?
  35. 35. Find the feeling Appeal to a positive sense of identity or help to create one, e.g. • We are the stewards of our land for our future and for the next generations • Together we can ensure that none of our species go the way of the dodo • We are Mauritians and we are proud of our unique Mauritian plants and animals
  36. 36. J Mauremootoo Rally the herd • Work to establish norms • Norms are our Identities “in action” • Behaviour is contagious – people try to conform • Rallying the herd helps you to overcome opposition by indirect means
  37. 37. Rally the herd Don’t worry about getting all your ducks in a row
  38. 38. All truth passes through three stages. First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident. ~ Arthur Schopenhauer: German philosopher (1788-1860) They will eventually fall into line if the idea is persuasive enough
  39. 39. Identify & implement quick wins • What can be done RIGHT NOW? • How can value added/leverage be maximised? • Use pilots learning by doing J Mauremootoo Frankie Hobro Planting on Round Island Weeding the forest Using tortoises to aid restoration All of the above efforts started as pilot initiatives and have since become widely accepted
  40. 40. Identify & implement win-wins • Can we kill two or more birds with one stone? • What can partners give and what can they get? • It's not just about me but about we • Doing well by doing good J Mauremootoo Rachel Atkinson Rodrigues native plant undamaged by cyclones Ecotourism raising money for conservation
  41. 41. Make change ecological • Embed the change in culture J MauremootooMWF Village planting teams in Rodrigues adapting traditional systems for conservation Management planning involving key stakeholders
  42. 42. Shape the environment where you need to • Identify gaps & other obstacles • Which of these gaps are critical? • Which can be lived with for now? • What action can be taken right now to get around these gaps? Wikipedia.org www.rgbstock.com
  43. 43. Celebrate success 20 years of the National Parks & Conservation Service Saving the kestrel - the world's most dramatic species recovery success Completing the jigsaw – expanding and linking the Protected Areas of the Island of Mauritius MWFDurrell DONE ALMOST DONE WILL BE DONE
  44. 44. References Chip & Dan Heath (2011). Switch. How to Change when Change is Hard. Random House. Sarah Earl, Fred Carden & Terry Smutylo (2001). Outcome Mapping. Building Learning and Reflection into Development Programs. IDRC Jonathon Haidt (2006). The Happiness Hypothesis. Finding Modern Truth in Ancient Wisdom. Basic Books. Jane Magruder Watkins, Bernard J.Mohr & Ralph Kelly (2011). Appreciative Inquiry: Change at the Speed of Imagination. Wiley.
  45. 45. THANKS for Viewing www.inspiralpathways.com

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