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Theholisticapproachofprojectmanagement(outcomeof2daysofknowledgeexchangewithTrafikverket)

Neerlandsdiep,June2016

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Contents page

1. Introduction 2

2. Meaningoftheholisticapproach 2

3. Dysfunctionalpatterns 4

4. Holisticview 6

5. Dealingwiththeunexpected 7

6. Deeperinsights 9

Appendices

A. Listofparticipants

B. Mindmapsconcerningtheholisticapproachofprojectmanagement

C. Patternsindifferentsocialsubsystemsinwhichprojectmanagersoperate

D. Reflectivequestionstostimulatemindfulorganizing

E. Mindfulorganizingimplementationcards

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1. IntroductionInJanuary2016ataskforcewithrepresentativesfromTrafikverket(Sweden)andseveralDutchpublicorganisationsresponsiblefortherealisationoflargescaledinfrastructureprojects,agreedtoorganizemeetingsforknowledgeexchangetwiceayear.ThefirstmeetingtookplaceonJune1stand2nd2016intheNetherlands.Centraltopicofthismeetingwas:theholisticapproachofprojectmanagement.Inseveralroundstheparticipantsexploredacommonmeaningandunderstandingoftheholisticapproachanditsapplicationinpractice.

Thisreportgivesanoverviewontheoutcomegeneratedbytheparticipantsduringthetwodaysandanabstractofthecontentsoftheplenaryconversations.Inadditionsomereflectionsaregivenontheprocessandacoupleofreflectivequestionsareaskedtoprovidesomeextrafoodforthoughtontheratherabstract,butchallengingsubject.AlistofparticipantsisaddedinAppendixA.

2. MeaningoftheholisticapproachForafirstimpressionofthemeaningoftheholisticapproachsomedefinitionswereselectedfromtheinternet.Whatisholism?Theideathatsystemsandtheirpropertiesshouldbeviewedaswholes,notascollectionsofparts.Ifsystemsareconsideredtofunctionaswholes,theirfunctioningcannotbefullyunderstoodsolelyintermsoftheircomponentparts.Whatisholistic?Relatingtoorconcernedwithcompletesystemsratherthanwithindividualparts.Thesepartsareconsideredtobeallinterconnected,suchthattheycanneitherbeeffectivelycompartmentalizednorfullydevelopedindependentlyofeachother.Whatisaholisticapproach?Anallencompassingapproachbasedontheknowledgeofthenature,functionsandpropertiesofthecomponents,theirinteractionsandtheirrelationshiptothewhole.Aholisticapproachlooksforfundamentalunderlyingissuesratherthanonlyaddressingsymptoms.Whatisaholisticapproachofprojectmanagement?Nospecificinformationwasfoundontheholisticapproachofprojectmanagement,otherthansomequotessuchas:“Yourprojectispartofalargercontext.Longerjourneys.Largerstories.Andthesestoriesshapeyourprojectmorethanyouknow.It’slikeStarWars.YoucanwatchjustepisodeIV.Andenjoyit.Butitstartsreallymakingsensewhenyouwatchtheentireseries.”

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Theparticipantstriedtocreatetheirowncommonmeaningoftheholisticapproachbymakingmindmapsintworounds.Inthesecondroundtheparticipantswereaskedtocombinetwomindmapsfromthefirstroundfocusingonthedistinguishingfeaturesoftheholisticapproachincomparisonwiththetraditionalapproach.TheresultingmindmapsareattachedasAppendixB.

Thedialogueconcerningthesetwomindmapsresultedinthefollowingfeaturesfortheholisticapproachcomparedwiththetraditionalapproach.

traditionalapproach holisticapproach• Reductionistthinking:subdividethewhole

intomanageablesubjects• Globalunderstanding:seeallsubjectsasa

whole,inwhicheverythingisconnected• Projectmanager • Projectleader(servantleadership)• Structureandstandardmethods • Structureandculture• Organisationalvalues • Personalvalues• Rulebasedgoals • Principlebasedgoals• Reporting • Storytelling• Sequential • Parallel• Focusonspeed • Timeforreflection• Seeingchangesasathreat • Embracingchanges• Openculturewithintheprojectteam • Trulyopenculturetowhoever/whatever• ShouldIraisemyhandornot? • Daringtoraiseahand• Idon’twanttohearthis • Listeningtotheraisedhand

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Theparticipantsoutlinedtheholisticallydrivenprojectmanagerasaleaderthat:

• decidesconsciouslyforanopenculturewithintheprojectaswellasinassociationwithexternalstakeholders;

• seesallsubjectsasawhole,inwhicheverythingisconnected;• showsservantleadershipinordertocreatewin-win(1+1=3)andtodotherightthings,

ratherthanonlydoingthingsright.

Itwasemphasizedthatthedistinctionbetweenthetraditionalapproachandtheholisticapproachisnotamatterof“good”or“bad”.Thereisnothingwrongwiththetraditionalapproach.Itisnecessaryindeedtohaveastructuredfundamentalbasis.However,formanaginglargescaledinfrastructureprojectsinthepresentcomplexsocietyyouneedfarmorethanthat.

Thequestionis:canthetwoapproachesbecombined?Isitpossibletoswitchbackandforthfromthetraditionalapproachthatfocusesonapredict&controlwayofthinkingtotheholisticapproachthatasksforanattitudethatismorerelatedtoprepare&commit?Howcanyoucreatethetimeandspaceforglobalreflectionandunderstandinginaworldthatholdsontopredict&controlasthedominantparadigm?

3. DysfunctionalpatternsAswasstatedearliertheholisticapproachlooksforfundamentalunderlyingissuesratherthanonlyaddressingsymptoms.Inordertopracticethesearchforunderlyingissues,theparticipantswereaskedtosharestoriesfrompracticedealingwiththecooperationwithinoneofthesocialsubsystemsfromtheschedulebelow.

Figure1:schematicrepresentationofseveralsocialsubsystemsinwhichprojectmanagersoperate

PM

PMteam

Relationwith contractor(s)

Relationwith stakeholders

Relationwith assetmanagement

Relationwith linemanagement

Relationtoownorganization

Constructionindustry

Society,politics&media

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Theassignmentforeachstorywastodiscuss,selectandwritedowncharacteristicpatternsthatpossiblylayunderneaththedescribedcooperationandthemotivationsofthepeopleconcernedthatmaintainthesepatterns.Apatternisconsideredtobeunconsciousstandardbehaviourandpredictablemutualreactions.AnactionofactorAtypicallyleadstoastandardreactionfromactorB,whichencouragesactorAincontinuingthechosenapproach.Thismechanismispresentedinasimplifiedmannerinthefigurebelow.

Figure2:schematicrepresentationofapattern

Asaresultfromthestorytellingexperienceinsmallgroupstheparticipantscameupwiththefollowingmainpatternswithinthedifferentsocialsubsystemsinwhichtheyoperate.AcompletelistofallthepatternsreportedbythesmallgroupsisattachedasAppendixC.

RelationwithassetmanagementThemainpatterninthecooperationbetweenprojectmanagersandassetmanagersischaracterizedbyadifferentperceptiononthespeedofmakingdecisions.Focusingonagoodproject(i.e.deliveryaccordingtoplan)aprojectmanagerhasaninterestinfastandcleardecisionmaking.Assetmanagersmainlyfocusonagoodproduct(i.e.maintainingaccordingtoplan)andthereforetendtobemorecautiousandconservativeinmakingdecisions.Themoreaprojectmanageristryingtospeedup,themoreanassetmanagerfeelsthedesiretoreconsiderthespecificationsandviceversa.

RelationwithlinemanagementBothprojectmanagersandlinemanagershaveagreatinterestinagoodproject.Nevertheless,theirapproachtosucceeddiffersgreatly:linemanagerstendtofocusoncentralization,standardization,rulesandregulations(predict&control),whileprojectmanagerswanttobeacknowledgedintheircraftmanshipasproblemsolversanddesirethefreedomandflexibilitytomanageaprojecttheirway(prepare&commit).Themorealinemanagerisdictatingrulesandregulations,themoreaprojectmanagerwilltrytoworkaroundthemandviceversa.

RelationwithstakeholdersProjectmanagersoflargescaledinfrastructureprojectsalwayshavetodealwithalotofstakeholders,fromdirectneighborsto(oftenmultiple)financiers.Drivenbythepressuretodeliveronscheduleprojectmanagersoftenneglecttheneedforgoodgovernanceandinteractivecommunicationwithstakeholders.Especiallyintheeraofsocialmedianotpayingattentiontotheneedsofstakeholdersandunderestimatingthepotentialinfluencethatevensmallgroupsmayhave,canbecomeagreatriskfortheprogressoftheproject.

RelationwithcontractorsThelastdecadethemaintrendincontractinglargescaledinfrastructureprojectshasbeentotransferasmanyresponsibilitiestothecontractoraspossible(“themarket,unless…”).Asaresultpublicprojectmanagerstendtodrawbackandmanagetheirprojectfromtheperspectiveofthecontract.Contractorsingeneralaremainlydrivenbymakingprofits.Thereforetheyfocusontheirmaintaskandtheincentivesinthecontract.Thesearenotnecessarilycompatibletoa“bestforproject”approach.Themoreprojectmanagerswithdraw,whichcontractuallyseemstobetherightthingtodo,thegreatertheriskthattheywilllosesightofstakeholderconcerns.

Action ofactorA

Reaction ofactorB

leadsto

encourages

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Relationwithpolitics&mediaPublicorganizationsingeneralaswellasprojectmanagersofpubliclargescaledinfrastructureprojectstendtobeverycautiousintheircommunicationtothemedia,tryingtopreventnegativepublicityofteninareactiveandfactdrivenway.Politiciansusemediainanexposuredrivenwaytosharetheirideasandopinionsinordertobe(re)elected.Mediaaremainlyprofitdriven:theyarelookingfornewsthatsells,whichismainlybadnews,likeconflicts,andpoliticalexposure.Thegeneralapproachfrompublicorganizationstowardsmediastillistryingtokeepsensitiveinformationindoors,whiletheactualsocialtrendsarecallingformoretransparency.

LookingatthepatternsaslistedinAppendixC,onecanarguethatquiteafewofthedescribedpatternsareincomplete(seethequestionmarks).Apatternismaintainedbytheinteractionbetweenbothpartiesinvolved.Ittakestwototango.Sothequestionisforexample:ifacontractoriscoveringhisbackbynotcommunicatingopenly,whatreactionfromtheprojectmanagerencourageshimtokeepondoingso?Changingapatternstartswithchangingyourownattitude.Onlyactingslightlydifferentfromwhattheotherpartycanexpect,mayalreadybeagoodstart.

4. HolisticviewDuringthemorningsessionontheseconddaywetriedtogetafeelforaholisticviewontheidentifiedpatternsbypositioningthemintheschedulebelow.Thecloserapatternwasputtothecenteroftheschedule,themoreinfluencetheprojectmanagerhasonchangingorevenbreakingit.Onebyonetheparticipantstookapatternfromthewall,whichwasdiscussedbrieflyandthanputinintheschedule.ThemainremarksthatweremadeduringtheplenarydialogueareaddedinthelistedpatternsinAppendixCinitalic.Thedialogueduringthisexerciseledtothemaininsight,thatallthepatternsareinterconnectedonewayoranother:thewaywedealwithoneinvolvedparty,influencesourrelationwithotherparties.Itwasalsoconcludedthatprojectmanagersdohaveagreatdealofinfluenceonmostofthepatterns.Soifthepatternsareallconnectedandcanbeinfluenced,aslightchangeinyourownattitudeeventuallycancauseachangeofwholesystem.

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Figure3:scheduleforpositioningtheidentifiedpatterns5. DealingwiththeunexpectedManaginglargescaledinfrastructureprojectsisacomplexaffair.Despitealloureffortsintermsofprojectcontrolandriskmanagement,everyprojectmanageronedayoranotherisconfrontedwithincidentsthatcameasasurprise:theunexpected.Dealingwiththeunexpectedisnotamatterofspendingmoremoneyandenergyonriskmanagement.Researchshowsthatalotofrisksthateventuallyoccur,werenotidentifiedintheriskdatabases.Sodealingwiththeunexpecteddemandsanapproachbeyondtheconventionalprojectcontrolmeasures.

Figure4:schematicrepresentationofreductionistorganizing

Thetraditionalapproachofprojectmanagementisdominatedbyareductionistwayofthinking(seeschemeabove):subdividingthewholeintomanageableandcontrollablesubjects.

PM

PMteam

Relationwith contractor(s)

Relationwith stakeholders

Relationwith assetmanagement

Relationwith linemanagement

Relationwithpolitics&media

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ScientistsKarlWeickandKathleenSutcliffefoundthatthemoreyoufocusontheseplannedsubjectswiththeirpredictedresults(theexpected),themoreyourvisiononweaksignalsthatmayindicatethedevelopmentofunexpectedincidentsistroubled.Theystatethatalthoughwetendtoexperiencetheseincidentsasiftheywereunexpected,infacttheyarenot.WeickandSutcliffeexplainthisgenerallackofalertnessbythewayourbrainworks:wetendtofocusontheconfirmationofwhatwealreadyknow(confirmationbias).Thatgivesusafeelingofcontrolandpredictability.However,bystudyinghighreliableorganizations,suchasaircraftcarriersandnuclearplants,WeickandSutcliffeshowthatamorealertormindfulapproachcanbeachievedbyfollowing5principles(seeschemebelow)1.

Figure4:schematicrepresentationofthe5principlesofmindfulorganizing

Mindfulorganizinghasalotincommonwiththeholisticapproachofprojectmanagement.Theybothstimulateabroaderandmultipleviewontheactualprojectcontextinadditiontothetraditionalmorereductionistapproach.Theybothfocusonattitudeandinteractionratherthansystemsandmethods.Wheneverythingisinterconnected(holisticview),everydeviationinthedailyinteractionsmaybeapotentialstartingpointforthedevelopmentofanunexpectedevent(mindfulorganizing).

Inordertogetafeelforthe5principlesofmindfulorganizing,theparticipantswereaskedtopickapatternfromthewallanddiscussfromtheperspectiveofoneoftheseprincipleshowitsapplicationmighthelptochangeorbreakthepattern.1Source:“Managingtheunexpected”byKarlE.WeickandKathleenM.Sutcliffe

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Theassignmentwastocomeupwithreflectivequestions(foryourselvesandyourcolleagues)thatstimulatethinkingofwaystoactslightlydifferentinordertogivethe“wholesystem”alittlepush,sothatitstartsmoving.Thisprocesswasrepeatedinseveralrounds.AcompletelistofallthequestionsthatwereformulatedisattachedasAppendixD.Thequestionsformulatedbytheparticipantswereputindifferent(personal)forms.Becausetheyareintendedtobereflective,wechangedthemconsequentlyintoafirst-personpluralform:what/howcan/shouldwe(asateam)doto…?Still,overlookingtheresultsofthiscarrouselinAppendixDonemaywonderifallthesequestions-evenputinafirst-personpluralform-infactarereflectivequestionsanyway.AtNeerlandsdiepweconsiderreflectionastheabilitytoexplicitlylookatasituationandthinkabout(theeffectsof)yourownaction(s).Sothereforeareflectivequestionisaboutyouasapersonandyourattitude,behaviorandactions.Suchaquestioncanalsorefertoyouandyourcolleaguesasateam.Areflectivequestionprovidesrespondentswithanopportunitytoexploretheirpersonalknowledge,experiences,ideas,valuesandfeelings.Reflectivequestionsarethoughtprovokinganddonothaveonedefiniteanswer.Theyaremainlyintendedtolearnfromyourownexperience.

Sincewesawearlierthatchangingthewholecanstartwithchangingyouownpersonalattitude,theabilityforselfreflectionisakeyfactorintheholisticapproachofprojectmanagement.Reflectivequestionsareapracticalaidtostimulatereflectioninateam.Neerlandsdiephasdevelopedareflectionmethodtostimulatemindfulorganizinginprojectmanagementteams,thesocalled“mindfulnessmirror”.Asawayofimplementingthe5principlesofmindfulorganizingwehavecreatedimplementationcardswithreflectivequestions.ForinspirationtheseimplementationcardsareattachedasAppendixE.

6. DeeperinsightsBaseduponthegatheredquestionsthedialoguecontinuedontheissuehowprojectmanagers(can)applytheholisticormindfulapproachinpractice.Howdotheyoverseethewhole?Howdotheydealwithweaksignals?Howdotheybewareforquickfixes?Howdotheykeepintouchwiththerealworks?Howdotheycreateresilienceintheirteam?Howdotheychangetheirattitude?Howdotheyacttobreakdysfunctionalpatterns?Etc.

Thecentralnotioninthisdialoguewas:gutfeeling.Theparticipantsconsideredthisasanimportanttoolfordistinguishingsmallerfromlargerrisks.Areliablegutfeelingisdevelopedthroughexperience,anopenandcuriousattitudeandthecouragetoask(uncomfortable)questions.Projectmanagersshoulddaretofollowtheirgutfeeling.

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Iftheyaredealingwithanareaordisciplinewheretheylackexperience,theyshouldorganisetheexpertisearoundthemandmakesuretheyunderstanditinordertobeabletomakedecisions.

Weaksignalsorearlywarningsnevercomeontheirown.Quiteoftentheyappearasacombinationofgutfeeling,incidentsinotherprojects,ownexperience,conversationwithothers,developmentsinsociety,etc.Forexample:anaccidentwithacapsizingcraneinAlphenaandeRijninAugust2015stimulatedaprojectmanagertoaskforasecondopiniononthegeotechnicalcalculationsfortheplacingofabridgeconstructiononitstemporaryabutments.Measuresthatmaybehelpfulinrecognizingweaksignalsare:creatingadiversteamaroundyou,havingreflectionmomentswithyourteamandbeingchallengedbyyourprinciplesorcolleaguesonaregularbasis.

Apracticalexamplefrompracticeistoorganisefreeformmeetingsonaregularbasiswithnoagendaandnointentionformakingdecisions,talkingaboutthedailywork,sharingsuccessesandaddressingissues(withoutsolvingthemduringthemeeting).Sharingknowledgeandreflectivedialoguecanstimulatethegrowthofthecollectivegutfeeling.Forsustainabledecisionsyouneedtoincludeallaspects.

Questionishowtofindthetimeforareflectivedialoguewithinthedailyprojectdynamics.Oneoftheparticipantssuggeststhataprojectmanagercancreatetimeforreflectionbyreducingtimeformakingdecisions.Enlargeyouraddedvalueasaprojectmanagerbytakingtimetoreflectandbeanexampletowardsyourteam.

Oneoftheparticipantsintroducesahumanperspective:weareallhumanbeings;thepeopleweareworkingwitharealsohumanbeings;getthemtoconnecttoeachotherandyou;findoutwhatdrivestheminallthesedifferentareas.Iftheyconnectemotionallywithyouandtheproject,theyaregoingtoworkforitinordertohelpyouandtheproject.Showthatyoucare,makeapersonalconnectiontocreateastrongbaseforcollaboration.

Attheendofthedialoguesomeonestates:ifyouseeanythingwrongwithapattern,justbreakitandchangeit.Don'tthinkaboutit,don'ttry,justdoit!Thissoundsofcourseattractivelysimple,butwoulditreallybethateasy?

APPENDIXA:Listofparticipants

Swedishdelegation:1. PerRydberg(Trafikveket)2. Kjell-ÅkeAverstad(Trafikveket)3. ErikLööv(Trafikveket)4. AliSadeghi(Trafikveket)5. RobertLindfors(Trafikveket)6. LarsLilja(Trafikveket)7. JohanBrantmark(Trafikveket)

Dutchdelegation:

1. HansRuijter(Rijkswaterstaat)2. LarsTeulings(Rijkswaterstaat)3. HansVersteegen(Rijkswaterstaat)4. GuidoHagemann(Rijkswaterstaat;onlyJune1st)5. JanDerks(ProRail)6. JaapBalkenende(ProRail)7. TjeerdRoozendaal(MunicipalityofAmsterdam)8. MaartenReinking(Neerlandsdiep)9. MaartenKraneveld(Neerlandsdiep,facilitator)10. DaniellevanderHorst(Rijkswaterstaat)

APPENDIXB:Mindmapsconcerningtheholisticapproachofprojectmanagement

APPENDIXB:Mindmapsconcerningtheholisticapproachofprojectmanagement

APPENDIXC:Patternsindifferentsocialsubsystemsinwhichprojectmanagersoperate

Inthetablebelowallthereportedpatternsarelistedincludingtheiractors(AandB)andthementionedmotivationsthatmaintaintheconcerningpattern.Themainremarksthatweremadeduringtheplenarydialogueareaddedinitalic.

actor(s) pattern motivation(s)relationwithassetmanagement

A:assetmanager Assetmanagersarelikehyenastakingcareofoldkills

?

B:projectmanager Aprojectmanagerislikealionmakinganewkill

?

A:assetmanager Struggleswithadaptivityandrequiresadifferentchangespeed

Becausechangeneedsnewfunding(splitresourcesmaintainthepattern)

B:projectmanager Canbeadaptivetochange(“freedomincreativity”)

Because€arethere

A:assetmanager Nochangeattitude,repeatingstatusquo

Prejudiceisleading,longtermthinking,wantsagoodproduct,projectmanagersaretoofast

B:projectmanager Nochangeattitude,repeatingstatusquo

Prejudiceisleading,shorttermthinking,wantsagoodproject,assetmanagersaretooslow

relationwithlinemanagementA:linemanager Solvesproblemswithinprojectswith

centralization,standardization,rulesandregulations

Uncertainty,wantinginfluence,lackoftrustandleadership,desiresmorecontrolandtryingtopreventproblemsinotherprojects

B:projectmanager Doesn’tinvolvelinemanagerandtriestoworkaroundtherulesandregulations

Wantstobeacknowledgedasaproblemowneranddesiresflexibility

A:linemanager Wantstoknowmore(tohelpandtoreport)àthisleadstodiscussion/hardwords(becauseofworry)àthismayleadtoharderwords(anger)

Worry,needtoanswerquestions,morefreedom

B:projectmanager Tendstonotinformlinemanagementaboutaproblemà“Don’tyoutrustme?”(defensive)à“Don’tbotherme!”

Pride,nottofail,freedom“myway”

relationwithstakeholdersA:financier Triestointerfereinproject

management,soalotofdiscussion(monopolist),lengthyandcomplexdecisionmakingprocess,duetointerferenceof(oftenmultiple)financiersandotherstakeholders

Notrustbecauseoffinancialcon-sequencesandmonopolist,goalconflict,costdistributionbetweenparties:howtosplitthecosts?Protectingtheirinterests

B:projectmanager Underestimatingtheneedforadaptingthegovernanceoftheprojectaccordingtotheactualsituationofthestakeholders

?

A:projectmanager Ignoringinconvenientsignals(wishfulthinking),notrespectingsoftsignals

Pressure(time)/political,pressuretoproceedaccordingtoplan

B:stakeholder ? ?

APPENDIXC:Patternsindifferentsocialsubsystemsinwhichprojectmanagersoperate

actor(s) pattern motivation(s)relationwithstakeholders(continued)

A:projectmanager Formalcommunicationorcorrespondenceinsteadofconversation/dialogueaboutinterestsandgoals

Modest/non-sexy/publicattitudeofthestakeholder?Underestimatingthepotentialinfluence/powerofrelativelysmallstakeholders

B:stakeholder ? ?A:projectmanager Gettingawayfromtheunknownand

simplifying,ignoringandunderestimatingtheproblemsandrisks

Noperspectiveonasolution

B:stakeholder ? ?relationwithcontractors

A:projectmanager Lessfocusontherisks,becausetheyaretransferredtothecontractor,loosingstakeholderconcernsoutofsight

?

B:contractor Thecontractorgivestheimpressionhewilldeliver,buthefocusestoomuchonthemaintask

Incentivesfortheconstructions(highbonuses)

A:contractor Notopencommunication,coveringhisback

Bettertoraisefigures,getspraisedinsteadofpunished

B:projectmanager ? ?A:contractor Reductionistwayofthinkinginstead

ofholisticapproachThetraditionalwaytodoso

B:projectmanager ? ?relationwithpolitics&media

A:politicians Usealotofsocialmediaanduseprojectsproorconandviceversa

Politiciansareexposuredriven

B:projectmanager Isbehindintheuseofsocialmedia ProjectmanagersarefactdrivenA:media Ismoreinterestedinabadstory&

conflictbetweenparties?

B:projectmanager Factsandfigurescanbeused“bothways”andarenotalwayspredictable

?

A:mediaandpoliticians

Axisbetweenpolitics&mediaisdominant

Politiciansneedmediatosharetheiropinionstobe(re)electedandmedianeedpoliticianstoattractreadersorviewers

B:projectmanager Tendencytonotinvolvemediaproactively

Preventtheriskthatprojects/ministerisgettingintotrouble(beingcalledintoaccount)

APPENDIXD:Reflectivequestionstostimulatemindfulorganizing

Inthetablebelowalltheformulatedquestionsfromtheperspectiveofthe5principlesofmindfulorganizingarelisted.Sincethesequestionsaremeantasreflectivequestions,allquestionsareputinafirst-personpluralform:what/howcan/shouldwe(asateam)doto…?Themainadditionalquestionsandremarksthatwerementionedduringtheplenarydialogueareaddedinitalic.

Principle1:preoccupationwithfailure• Howcanwetransformcoffeemachine-talkintomakingdecisions(tochangethecontext)?• Howdowedistinguishtheweaksignalsweneedtohear,seeorfeel?• Didwetakethetimetoinvestigatewhatisbehindtheweaksignals?• Howcanwedetectthe“real”weaksignalbetweenallthesignals?• Whatdoesourgutfeelsayaboutthis(weak)signal?• Doweconsiderthis(weak)signalasaseriouscomplaint?

Principle2:reluctancetosimplify

• Whatdoweneedtoanalyseinordertomakethoroughconsiderationsforadecisiononthismatter?

• Suggestion:leavemakingdecisionsoutofthequestion.Thenthequestionwillbe:whatdoweneedtoanalyseorwhatneedstobeanalysed?

• Reflectivequestion:doweconsiderthisasasustainabledecisionorasaquickfix?• Doweneedsimplificationtooverseethewhole?• Doweconsidersimplificationasbeingthesameasignoringrisks?• Howdoweembracecomplexityorcomplicatedmatters?• Whicheffectdowereckon,hasthisdecisionhaveonthewhole?• Dowehaveadevil’sadvocateinourteamanddowetakehimorherseriously?• Howdoweslowdownmakingdecisions?• Whichdecisiondoesourorganisationsexpectustotake?• Whatcanweconsiderasamorecomplicatedsolution?Goal:tothinkaboutthealternative

scenario's

Principle3:sensitivitytooperations• Whatworksdowehaveduringthenextperiod(month/week)thatcanbeofinterestformedia,

publicandpolitics?• Howcanweputtherightquestions,ifwedon’tknowtherealworks?• Doweunderstandthatwecreateanasseteveryday?• Whatratingwouldourassetmanagergiveforthequalityoftheproductyoudeliveredfrom1to

10?Suggestion:askhim!• Canwehelpthedailyoperationinsomeway?• Whathaschangedinourcontextduetoarecentconversationwithanexpert?• Arewepartoftheoperationsornot?• Canweoverseetherisksinourprojectwithoutknowingthebusinessandoperations?• Arewevisitingtheworksiteenoughtostayintouchwiththerealwork?

APPENDIXD:Reflectivequestionstostimulatemindfulorganizing

Principle4:commitmenttoresiliance• Whatcanwetellaboutthediversityofyourteamprofile?• Arewedoingtherightthingsorthethingsright?• Arewecuriousenoughtoeachother’sproblems?• Lookingatthewholesystem:whatdoweconsidertobethelargestrisksexceptthe

constructionworksandhowdowedealwiththem?• Howcanwebebraveandtakeresponsibilityforit?• Howdoweallowourselvestoreflectonthequestionwhetherornotwearestilldoingtheright

things?

Principle5:deferencetoexpertise• Doweagreewiththeexpert’sopinion?Ifnot,whynot?• Howcanweinvolvetheexpertsinmakingdecisions(atransparencyissue)?• Howdoweengageexpertsinmakingdecisions?• Howdoweshowyourexpertsthatyourelyontheirexpertise?• Howdowereducemakingdecisionsbythe“top”or“line”?• Whatdowereckon:isthereonlyonetruth?• Whodoweconsidertobetheexpert?• Ifweconsiderwhattheexpertissayingtobetrue,coulditcauseanegativeheadlineinthe

newspaper?Whatcouldbetheconsequences?• Doweneedasecondopinion?• Whatdowereckonourstakeholdersneedtorelyontheorganization’scompetence?• HowdowedistinguishthetrueencompetentexpertfromtheDIYornon-competentexpert?• Howdowefacilitatethediscussionbetweenexperts?

APPENDIXE:Mindfulorganizingimplementationcards

APPENDIXE:Mindfulorganizingimplementationcards

APPENDIXE:Mindfulorganizingimplementationcards

APPENDIXE:Mindfulorganizingimplementationcards

APPENDIXE:Mindfulorganizingimplementationcards