Number 132 – Experience Builds Organizational Character

Lead problem solving projects.

Practitioners: tactical, and integrative

 The four words in number 132 bring with them so much baggage.  What exactly is problem solving?  Does your organization have a common problem-solving practice, or is it a free-for-all? The more we practice this behavior, the more experience we have with problem solving.  Experience Builds Organizational Character.  I could ask the same questions of a project.  What does it mean to lead a project?  Why would we constrain leading projects to just the tactical and integrative practitioners?

There are as many problem-solving techniques as people you might ask the question.  A3, 5 Why’s, 6 Thinking Hats, 8D, etc.  When we look across the spectrum of techniques, we notice they really are the same with different nomenclature to describe the steps or maybe the steps are segmented differently.  It’s problem solving!

Why is having a common process then so important?  It has nothing to do with the function and everything to do with relation.  You have seen my reference (if you are a regular reader) functional and relational elements of work.  When we have a common process and common language, we do not expend energy on operational definitions or procedures and tasks.  We all carry the same approach, language, and knowledge about OUR process.  The same can be said about projects.  Do we have a common practice and process for project management?  If not, we may spend more time on alignment than we do on working through the process.  What a waste of time, energy, and resources.  Stop it.

Experience Builds Organizational Character

What is important in these four words is experience.  Whether one is a sponsor, a process owner, or a team member, experiencing the common process across multiple iterations builds the ‘mental muscle’ required to strengthen the skill.  Building a learning organization requires expending effort on skills that move us toward our goals.  This is a critical skill.

Finally, if we look at the three key agreements of the strategic practitioner, this skill is not primary.  Now I would add this thought.  If you have your three key agreements in place and strategy has been deployed, and accountability is in place, and teams are ready to change what needs to be changed, then go right ahead and jump into the project lead role.  There are a lot more responsibilities that must be complete before one can enjoy the joys of project leadership.

Questions For Your Consideration

Can you describe and define your organization’s project management process?

What is your organization’s common problem-solving approach?

Does everyone follow these processes if they are common?

How do you think standard work would benefit the change process in your organization?

How might you encourage the common use of these practices?

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