#415 – PROJECT MANAGEMENT: INGREDIENT FOR SUCCESS OR RECIPE FOR DISASTER – MALCOLM PEART

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Project Management proponents can make, or break, a project through an amalgamation of theory, practice, and experience. As with any amalgam, and even if the right ingredients are selected, if those ingredients aren’t mixed properly and in the correct proportions or at the right time, the end result can be disastrous.  Project management isn’t just adding water and mixing! Continue reading

#414 – PROJECT LEADERSHIP AND FOLLOWERSHIP – MALCOLM PEART

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There are thousands of studies on leadership.  We have a multitude of postings on social media as well as a myriad of academic tombs, dissertations, and theses as to what leadership is and sometimes what it isn’t.  People strive to understand leadership be it inspirational, transformational, situational, charismatic, transactional, autocratic, democratic, strong, or weak…the qualifiers go on. Continue reading

#404 – ORGANIZATIONAL TOXICITY: OFFENSIVE? OR DEFENSIVE? – MALCOLM PEART

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One man’s meat is another man’s poison” as coined over 2000 years ago by the Roman poet Lucretius still rings true today.  In these days of recycling, it’s akin to “one man’s trash is another man’s treasure”.  But what about toxicity? Continue reading

#403 – CULTURAL MASS, INDISPENSABILITY, AND PERFORMANCE – MALCOLM PEART

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Cultures rise and cultures fall.  That’s a fact.  We’ve had the Aztecs and Mayans of Central America, the Hittites of Asia Minor, ancient Egypt and its pharaohs as well as classical Greece and the times of Alexander the Great.  Genghis Kahn and his Mongol hoards created an empire and cultures that once dominated much of the known world. Continue reading

#400 – PROJECT: INTELLIGENT DISOBEDIENCE – UNCOMMON SENSE – MALCOLM PEART

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Seeing eye dogs, or guide dogs, are so well trained that they know right from wrong.  Even though their ‘master’ gives an order the trained canine won’t obey unless it’s safe; and that’s what we call intelligent disobedience.  The dog is praised for exhibiting such behaviour.  However, in corporate and project management circles, and despite the need for human intelligence enhanced through training, qualifications and experience, such behaviour is often branded as just plain disobedient. Continue reading