The Law of Conservation states that energy is neither created nor destroyed. When energy is used it doesn’t disappear it’s converted into another form. We all (should) know that potential energy can be converted into kinetic energy and for petrol-heads burning gasoline in a combustion engine converts chemical energy into mechanical energy.
During conversion, some energy is lost, nothing is 100% efficient. And for those in project management an inordinate amount of time can be spent deliberating on where our energy has gone, let alone just inefficiency.
The energy that drives projects comes from people and their passion. When focused this energy results in efficiency and creation of high-performing teams. If focus is lacking, we not only have more inefficiency, but energy is wasted as a project spins its wheels and rather than moving forward the ruts only get deeper. There will always be some reason or excuse for such waste including wrong decisions, abortive work, inadequate quality, changed scope, or miscommunication – the list is both exhaustive and exhausting.
However, if or rather when these energy-wasters are allowed to become dramas the positive energy of a project team can be quickly converted into negative energy. Project dramas, as with real life ones, are one of the biggest and most inexcusable reasons for wasted energy and effort. The effects of drama are typically seen in hindsight and after the negative energy has done its work both unabatedly and oftentimes at the expense of project morale.
Project Energy
Projects require positiveness. The people who make projects need to have positive energy which not only encourages productivity but also promotes psychological as well as physical well-being. Positiveness allows for initiatives to be developed in an environment of trust and openness. This is not to say there will be no argument but in a positive environment the result is constructive criticism and the whole becomes greater than the sum of the parts.
On the other hand, there is negative energy, rarely for better and certainly for worse. Negative energy is poorly expressed anger. Rather than positive and helpful dialogue and productive discussion there is recourse to prolonged argument and provocation. The negative protagonist dwells on base feelings rather than putting emotion to one side and moving onwards.
“Forgive and forget” is a well-known idiom but a rare truism. With time many things can be forgotten but without forgiving in the short term some individuals will bear a grudge. Rather than ignoring any previous altercation or disagreement they choose to revive bygone arguments, fuel old fires, and rekindle smoldering animosity. On one hand the result promotes unhealthy cynicism, undue criticism, and unwarranted complaining while on the other it creates toxicity and promotes anxiety and depression.
Project Entropy
The best use of energy is when it’s used to do useful work. If energy is not available for doing useful work this is a measure of a project’s entropy. Energy not used usefully is inefficiency but can also be a straightforward waste if not managed correctly.
Entropy is also about the amount of order or disorder in a system. If a project becomes disordered, then positive energy is not distributed effectively, processes break down and people work in the wrong areas. Instead of positive interaction within a team we can experience siloization and individuals working to rule rather than as a team. If project energy is not apportioned correctly then a project can easily and rapidly decline into disorder.
The possibility of disorder also increases with time and as a project evolves over its lifecycle. An attitude of “If it ain’t broke don’t fix it” won’t work; the energy available to a project must be reviewed according to a project strategy as well as accounting for the whirlwind of day-to-day matters. If we make the mistake of being sucked into this whirlwind and don’t nip the inevitable daily trials and tribulations in the bud, then our precious energy will be wasted on emerging and, almost always, unnecessary dramas.
Project Drama
“If it can go wrong, it will” according to Murphy. This doesn’t just apply to inanimate objects but situations and the people that create them or allow them to happen. People are human with all the positive and negative traits that make us individuals. When things ‘go wrong’ dramas often result. Dramas also, and perversely, arise even when things ‘go right’ because somebody or other’s opinion has been proven wrong and their ego has been damaged.
When it comes to the ‘somebody’ in any project drama there are three parties to consider, the villains (persecutors), the heroes (rescuers) and the victims (damsels in distress).
We have the villains who have knowingly done something wrong, or just believe that they have. But rather than owning up, coming forward and assisting with a solution they either get in with their version of the truth first and deny responsibility or blame somebody else. . The villain can so easily play the victim.
As the drama unfolds, those who are blamed are seen as villains through implication. These potential villains, albeit only victims of accusation are often deemed ‘guilty until proven innocent’ and must prove their innocence.
In the investigations the now camouflaged villain may then seek an opportunity to become the hero by finding a solution. After all, they know what really went wrong and are possibly in the best position to fix it. However, sometimes, a real hero comes forward to rescue the situation. But if a rescue is attempted too early the real villain creates confusion as blame has not been fixed. If the rescue is too late, then the hero becomes the villain for not being in time and not being heroic enough. As in real life the recognition of heroism may well be posthumous!
Conclusions
Dramas are part of everyday life and projects are no different. Some people prefer to make mountains out of molehills which wastes energy and is rarely a part of a project’s scope.
The victims, villains and heroes in a project are not type cast and their identity can change as a drama unfolds and real motives emerge. The characters fight it out for control or avoiding blame or liability but it’s the innocent bystanders who ultimately suffer.
The real villain’s position and posture themselves while they try to defend the undefendable through argument, denial, and even gaslighting, as well as politicking. But energy is wasted, and this is one unfortunate and preventable reason for project failure.
However, and despite many projects starting off with wild enthusiasm in any ensuing drama we search for the villain, punish the innocent victims, and promote anybody not directly involved. The true hero may well have left or, in their absence, be the person to blame.
Bio:
Malcolm Peart is an 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.