Whatever happens and whatever is decided upon in a project or in business, there will always be some retrospective analysis whether asked for or not. People will argue as to what happened and why and when, and opine on how it should have happened and, inevitably, who was responsible, or irresponsible. ‘Shutting the gate after the horse has bolted’; retrospective risk analysis…and it works every time!
This is also the nature of history resulting, inevitably, in grief until there is acceptance. As Napoleon once said, “History is a set of lies agreed upon” and depending on who writes what, and what can be proved or believed, determines the official storyline.
And then there’s geography; the study of the Earth’s physical features, atmosphere, human activity, resources, land use, and industry. When a project is in difficulty then these are some of the factors that need to be considered when planning recovery. Some grief is inevitable but geography demands looking for solutions and can bring about early acceptance of a project’s real situation and possible solutions.
When a project has gone wrong we need to avoid dwelling on history and grieving for the past and focus on exploring solutions and decisions as to the right way forward.
Historical Analysis
We, as human beings, are fascinated by history. It’s part of our nature as we recount and recall past experiences and exploits. But just as ‘to err is human‘ everybody remembers and records differently. As Churchill said “History is written by the victors” or whoever can get in with their version first.
Any version of history will contain selective facts and misinformation resulting in potential propaganda rather than truth. Unfortunately, decisions and lessons learned may then be based on historical bias rather than objective analysis.
George Orwell sagely wrote “He who controls the past controls the future. He who controls the present controls the past“. History is oftentimes only an opinion; just look at the time taken in legal cases to ascertain the ‘correct’ version of past ‘facts’. It has also been opined that if history had been a complete record of the past then humankind would have progressed further than it has; procrastination stultifies.
Time spent dwelling on the past with a view to blame is wasted and it makes the metaphorical rut that the project has fallen into deeper. In order to move on then any obsession with historical analysis must be put aside. Disputes and disagreements may be a fact of project life but agreed facts and good records will obviate the need to take an archaeological view and, literally, dig up the past.
Geographic Approach
Humans are also inquisitive and seek learning and discovery. In Ancient Egypt the Nile was the centre of the known world; for two thousand years the Sun was the centre of the Universe; and less than 100 years ago we were the only galaxy. We naturally challenge as man probes and discovers, and questions established norms.
Meanwhile back on planet Earth many of our earthbound projects seem destined for failure as they indulge themselves by not accepting change and fearing the alien nature of change. This is when we need geography, or rather a geographic approach to getting out of the hole that has been dug. We must avoid digging the hole deeper and uncovering archaeology or being deterred by archaic warnings of ‘here be dragons‘.
Moving forward requires asking about the nature of the trouble through critical questions rather than who was to blame. We may then acquire that essential data needed to make a decision rather than dwell on opinion. Examination and analysis of this factual data will allow a plan of action to be made which will allow a project to move on.
Risk and Grief
“If only this had happened or that hadn’t happened then we wouldn’t have a problem“; this is denial and, along with shock, is the initial part of the grief cycle. In all likelihood this will then be quickly followed by anger. This is the nature of experiencing a risk that has been allowed to manifest itself and which has come ‘out of the blue’. That risk then ambushes the project even though it may have been the unseen elephant in the room for some time.
When anything goes wrong there will be some depression as people look at the downside of the situation. The ever-optimist who sees opportunities at every turn rather than the gloom of greater risks and failure is a rare animal on a project; grief happens no matter what. However, once depression has been put aside then options for moving on will need to be considered. Ultimately some course of action will be taken to move a troubled project forward; hopefully in the right direction and, just as hopefully, not deeper.
When risks eventually manifest themselves it is essential that the grief cycle is curtailed, and solutions are found in an effective and efficient manner. When anger is experienced the initial reaction is to dig up as much blame as possible. Again, and unfortunately, this will only fuel anger, deepen depression and prevent positive action; our hole gets deeper.
Conclusion
“Don’t get mad get even” said Robert Kennedy and herein lies the message to project protagonists who want geography rather than history.
When a project has gone awry and risks have materialised it is all too easy to delve into the past and dig up the dirt on those who would be blamed. Efforts to rewrite history may be made but it will only be one of many potential versions. The time wasted will only fuel anger and depression, any geographic analysis will be delayed, and the project’s development will stop.
Geography allows people to make maps, but this worthwhile exercise requires exploration and putting aside a fear of change. As Benjamin Franklin said, “Nothing ventured…nothing gained” so we must take a geographic risk to mitigate that historical risk that is now the issue.
Bio:
UK Chartered Engineer & Chartered Geologist with over thirty-five years’ international experience in multicultural environments on large multidisciplinary infrastructure projects including rail, metro, hydro, airports, tunnels, roads and bridges. Skills include project management, contract administration & procurement, and design & construction management skills as Client, Consultant, and Contractor.
Provision of incisive, focused and effective technical and managerial solutions for all project phases; identifying and dealing with troubled projects.