An exploration the concept of autopoiesis, complexity science, and the idea of ‘strange loops’ to provide a more dynamic and realistic view of human nature and organizational behaviour. Implications for the practice of managing projects.
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As project leaders, our responsibilities extend far beyond mere project delivery. Our intrinsic human nature drives us to undertake projects, adapt, and innovate. However, this adventurous spirit has led to significant changes in our planetary environment. It’s time to recognize and act on the profound link between our project activities and human nature.
🔹 Team Wellbeing: Create a supportive, inclusive, and growth-oriented workplace. 🔹 Client Commitment: Maintain transparency, ethical standards, and strong client relationships. 🔹 Sustainability: Adopt practices that protect our environment and ensure long-term viability.
By integrating these responsibilities, we not only achieve project success but also contribute to the wellbeing of our teams, fulfill our ethical commitments, and preserve the health of our planet.
The stories we tell do more than narrate our experiences; they shape our perception, actions, and the outcomes we achieve. The art of storytelling is a critical tool in the project management arsenal, one that has the power to transform challenges into opportunities and aspirations into achievements.
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In the realm of project management, understanding the human factor is crucial for success. The emerging scientific field of the embodied mind paradigm offers profound insights into the intricate interplay between our minds, bodies, and the environment. By integrating this perspective, project professionals can unlock new dimensions of productivity, creativity, and collaboration. This article aims to introduce the concept of the embodied mind paradigm, emphasizing the depth of scientific evidence supporting it, and providing a clear understanding of what it entails.
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The elusive success of projects and humanity’s struggle with global issues point to the role of human nature and cognition in these challenges. Insights from neuroscience and psychology, including theories from Damasio, Barrett, Kahneman, Seth, and McGilchrist, provide new perspectives on decision-making and team dynamics. A significant observation is McGilchrist’s idea of the Western world’s left-hemisphere dominance possibly leading to an overemphasis on control in project management. Integrating these insights could enhance project outcomes and our collective response to global issues, necessitating a shift championed by project leaders, educators, and researchers.
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