The article “Aim, Fire, Aim—Project Planning Styles in Dynamic Environments”, is part of a larger study conducted by Simon Collyer (over 15 years of project management experience), Clive Warren (PhD in property and facilities management and workplace efficiency), Bronwyn Hemsley (20 years of management experience in the use of communication), and Chris Stevens (extensive management experience in delivering transformation and change within large corporations), to develop a theory or model to help project managers in dealing with dynamism and uncertainty of today’s work environments. The authors pinpoint three main drivers for change; particularly changes in materials and resources, changes in relationships and interdependencies among projects, and changes in business environment goals and government policy. In an effort to better manage rapid change, the article stresses on five planning approaches: change resistance, staged release, iterative planning, competing experiments, and alternate controls. A qualitative research study out of 37 interviews with 31 practitioners from a range of industries was conducted to explain how and why these practitioners use the above five approaches, in what circumstances these approaches become effective, and how these approaches can be optimized to achieve new dynamic management strategies.
Charismatic Transformations Versus Developmental Transitions In Organizations – Case Study “Jamie’s Food Revolution”
In response to the monopolistic dominance of traditional Organizational Development (OD) models, prevalent on the 1970s and 1980s (Dunphy and Stace 1993), which were based on the ideology of planned and incremental evolutionary first-order changes, stable and orderly progressive environments, and participative or collaborative management (Dunphy and Stace 1988), Stace (1996) developed a situational or a contingency model (Dunphy and Stace 1993) that introduced the Organizational Transformation (OT) revolutionary second-order change (Dunphy and Stace 1993) and provided a synthesis between OD and OT changes through the introduction of several change approaches that relied on two critical dimensions, the scale of change and the style of leadership change. This essay compares and contrasts two of these approaches, the Charismatic Transformations (CT) and the Developmental Transitions (DT). The essay then evaluates the effectiveness of the hard strategic Balanced Scorecard (BSC) and the soft developmental Total Quality Management (TQM) intervention tools in relation to the case study “Jamie’s Food Revolution”, and their consistency with the Congruence Model (the adopted diagnostic tool). Finally, the essay evaluates how successful the change intervention tools, adopted by Jamie, were during his food campaign (mainly project piloting, cultural change, and his leadership).
This essay presents three different diagnostic models that serve as a change management guidance for organizations by helping them in considering what factors are important for this change and how these factors are interrelated together (Nadler and Tushman 1980). The main purpose of these models is to help in reducing the complexity of the change situation by identifying what change variables require attention by the organization, what sequence of activities to adopt in dealing with the change situation, and how the various organizational properties are interconnected (Ian Palmer 2009). The essay compares and contrasts Burke-Litwin, Six-Box Weisbord, and Congruence models, pinpoints their strengths and weaknesses, and then applies one of these models to the case study “Jamie’s Food Revolution”.