Most people seldom think about the air that surrounds them and about how it provides an essential life-giving ingredient, oxygen. We take it for granted because it appears to be “just the way things are;” only when we are deprived of it does it become frighteningly apparent that we need it.
Context, much like the air that we breathe, is transparent precisely because of its everyday occurrence – its institutionalized normative features in the cultures of our companies and our projects. And because we basically think of ourselves as doing our best at most times and that we are unbiased in our perceptions, we feel the current “context” is obvious or simply “the that way life is.”
Enormous challenges in project implementation exist as people struggle to map new ways of thinking, new practices or operating tools, onto firmly entrenched habits of the “as is” context of their organization.
We will investigate the role of one’s current context, in shaping what one thinks, how one’s project team interacts, the decisions you and your teams make and the actions you and they take in your daily work. We will uncover leverage points distinguishing how one might go from executing a “good enough” project to creating a new context for implementing a “breakthrough project.”
Contributed by Pauline Serice with King, Chapman & Broussard, who is an expert in performance-based leadership development and change. management