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 Readiness Responses  Readiness Responses   Readiness Declaration Objective   Readiness Declaration Objective

In our everyday work and in our organisations, our challenges are quite often much more complex than this and demand a lot more thought. They can rarely be answered simply by a search on the web. If they can be, you are a lucky person and maybe will win the Lottery and not be called upon to perform normal everyday work in an organisation, maybe. Anyway, for those of us eagerly paying our mortgage and gathering our retirement funds, let us look at real life project responses we have experienced and see how this relates to your project.

In our experience the vast majority of project engagement responses, 70% or more, are in the No Evidence camp. This comprises a reply of accept or debate rather than a reply of confirm and contest. In many ways this could be anticipated as it is easier to agree with something than to evidence you agree it. However we need the stakeholders to work a little harder and ponder a little deeper about each statement. Just agreeing to a statement does not uncover the full project environment you wish to uncover. So try to give the responders a little time to think about the statements. Some statements will require almost no thought at all and will often be enthusiastically satisfied and agreed by project personnel.

Take time to elicit responses to the statements in your workshop or meeting. Encourage a little debate to examine how this or that principle operates in the organisation and let the respondents examine their own opinion by taking challenges from their peers as well as striking back with counter challenge and claim. Obviously you do not want this mild mannered meeting to escalate into a bloody bout of fierce fisticuffs, unless of course you are recording a video of this for the 250 dollar payout from a TV outtake show. If, after returning from your comfort break, the meeting attendees have all disappeared and someone was moved to scrawl your name and the words "Son of Satan" in large shaky block capitals across the wall with the ink dripping menacingly down into dark sinister pools gathering on the floor, then we can reliably deduce that either we have singularly failed to get all the attendees to join in an open sharing of views and to participate in an all important willingness to see the other persons point of view or there is an itinerant madman on the loose and you need to get out of there really quickly. Someone will clean the room later.

Debate will uncover the real operation of the principle within the organisation. Honest.

You want an accurate conclusion and the route to this is summary controlled debate. We discuss tips for running successful workshops later. For now, if they fight, protect your head. So you may be asking yourself why we are risking life and limb by allowing the debate to open up especially when we asked the participants to provide their feedback anonymously. We have some restful order in a quiet anonymous workshop and then we go and introduce a discussion which unquestionably introduces some disruptive chaos.

A scholarly and sensible addition it is though and there is a sensible explanation for this. The rationalization is an attempt to take on board some of the elements of complexity science. It is a relaxed and loose attribution and the logic of the approach surpasses the evidence from the science. First of all, you do not seek restful relaxation. If you need that, the beach is the place to be. We are pursuing an accurate result and it involves exploration of truth and scrutiny of the stakeholder views of the truth.

The truth is a rather difficult and elusive target because it is subjective. You have a greater likelihood even expectation of reaching a more accurate truth (if you can get used to these three words so awkwardly close together) by allowing the stakeholder to stake their opinion anonymously without any influence from peers and managers. Then you will lessen the effects of the subjectivity by opening up the examination of this so called truth by engaging the broad opinion of your chosen section of stakeholders rather than just one. This debate is what assesses and evaluates that truth by checking and challenging it. The tenuous link to complexity science is that you have unleashed a non-linear coupling and you did not know you had done so did you? When you opened up the debate this was the tipping point. You introduced a much debated concept which created a set of circumstances where the whole is greater than the sum of the parts. The extra value introduced from the debate is creating a more complex outcome by adding to the level of accuracy of the final decision. This is a more representative result than an independent synopsis of the project environment. This is the increased accuracy you seek and the benefits of the debate into project readiness.


 Readiness Responses     Readiness Responses   Readiness Declaration Objective    Readiness Declaration Objective

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