Leading change in any organisation requires certain skills, traits and attributes of the leader for the transition to be effective.
We seem to be destined to rewrite history. Despite countless books, papers and articles on what can go wrong on a project, we still see, almost on a daily basis, project failures making headlines. Why do we not learn?
We, at Thieia Training, believe one answer lies in the quality and effectiveness of the project governance process and the Project Team's understanding of their role in that process.
Hence, our targeted training course were born. Working on the principle that good governance cannot be left to chance, Games Projects Play was designed to increase the effectiveness of those executives assigned governance roles. It is not designed to teach Project Board members how to be Project Managers or how to run the process of a project. We teach the communication skills needed to spot dysfunctional behaviours, to help create the right environment for success and how to make good decisions.
In a similar vein, Through the Looking Glass was developed to raise the understanding of the role of the Project Team in the governance process and is tailored specifically for Project Managers and their teams.
A third course, Embrace the Strategy, has been developed specifically for Portfolio Panels.
Innovation drives progress. It is a major force in business, the economy and society. It is vital to improving our efficiency, profitability and sustainability. The challenge we face is to manage and implement changes effectively.
Organisations in both the Private and State sector use project and programmes for achieving organisational change, the creation of new capabilities, development of new products and services, process improvement, implementation of IT and production technologies, effecting mergers and acquisitions, and many other ‘development’ undertakings. Most organisations invest in the process of Programme and Project management.
Unfortunately, process is fallible. People make change happen; however, people are also fallible. Leading change requires Leaders to be informed and great communicators.
"The single biggest problem in communication is the illusion that it has taken place."
George Bernard Shaw
At Theia Training, we define the Governance system as a set of interacting units that form an integrated whole intended to process information for effective decision-making.
Effective Decision-Making is defined as the process through which alternatives are selected and then managed through implementation to achieve business objectives.
For better informed decision-making, an organisation's decision-makers need timely access to relevant information they can rely on.
Good communication is vital to ensure the flow of timely, reliable and relevant information.
Understanding is key.
"The two words 'information' and 'communication' are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through."
Sydney J. Harris
Governance as a High-Impact Leadership Tool
Each year Business Leaders, senior executives, team leaders, and project managers encounter some form of team dysfunction that requires satisfactory resolution to avoid or reduce project and business disruption.
The question is rarely does programme and project dysfunction exist, but rather when, where, and how much.
More importantly, knowing how to recognise and effectively resolve project dysfunction is of great significance. Understanding the various forms of dysfunction and recognising the signs is critical in helping to alleviate unnecessary team disruption and loss of productivity.
Theia Training has formulated Leadership and Governance training to help Senior Leaders develop the communication skills and awareness necessary to drive effective change.
Patterns of Behaviour
There are clearly identifiable types of behavioural patterns that create these dysfunctional environments. A 'behaviour' can be defined as 'a patterned and predictable series of transactions which are superficially plausible but often conceal motivations and lead to a well-defined and predictable outcome.'
Each pattern embodies a broad set of behaviours that adversely affects the way individuals, project teams, governance groups and even whole organisations, make project-related decisions and ultimately impacts on how teams work together.
By understanding these “patterns of behaviour” the drivers behind project failure can be better understood.