This book delves into the dynamics of people, teams and organisations exploring their impact on leadership, strategy, success and achievement. The book offers a progressive agenda for improving project practice, enabling the dialogue to advance from the typical coverage of static toolsets towards an understanding of flexible mindsets.
This book delves into the dynamics of people, teams and organisations exploring their impact on leadership, strategy, success and achievement. The book offers a progressive agenda for improving project practice, enabling the dialogue to advance from the typical coverage of static toolsets towards an understanding of flexible mindsets.
Darren Dalcher is Professor in Strategic Prohect Management at Lancaster University Management School. He has written over 200 papers and book chapters and published over 30 books. He is Editor-in-Chief of the Journal of Software: Evolution and Process and of two established book series published by Routledge.
Inhaltsangabe
List of Figures and Tables About the Editor Notes on Contributors Introduction In search of a revolution: From toolsets to mindsets Darren Dalcher 1.0 Leadership The Leaders we deserve? Darren Dalcher Developing leadership agility: Different projects different approaches Ron Meyer and Ronald Meijers 2.0 Perspective A question of perspective: Finding a frame of reference Darren Dalcher Paradoxes of perspective: Leaders leading and leadership Richard Bolden 3.0 Teams Team dynamics and the perils of agreement Darren Dalcher Invisible traps in project management lead to crisis Constance Dierickx 4.0 Culture Why culture matters Darren Dalcher Creating a culture of partnership between project management and change management Gabrielle O'Donovan 5.0 Strategy Strategy as learning to discover the way forward Darren Dalcher How strategy happens David Booth 6.0 Complexity The map is not the territory Darren Dalcher Choosing to change David Bentley 7.0 Shadow working Working in the shadows: Exposing our inner demons Darren Dalcher Shadow working in project management Joana Bértholo 8.0 Implementation Strategy Execution: Overcoming the alignment trap Darren Dalcher The challenges of implementing strategy Kurt Verweire 9.0 Connecting Connecting for business and social innovation Darren Dalcher The digital social workplace people over process Dale Roberts Conclusion Reframing the new agenda Darren Dalcher
List of Figures and Tables About the Editor Notes on Contributors Introduction In search of a revolution: From toolsets to mindsets Darren Dalcher 1.0 Leadership The Leaders we deserve? Darren Dalcher Developing leadership agility: Different projects different approaches Ron Meyer and Ronald Meijers 2.0 Perspective A question of perspective: Finding a frame of reference Darren Dalcher Paradoxes of perspective: Leaders leading and leadership Richard Bolden 3.0 Teams Team dynamics and the perils of agreement Darren Dalcher Invisible traps in project management lead to crisis Constance Dierickx 4.0 Culture Why culture matters Darren Dalcher Creating a culture of partnership between project management and change management Gabrielle O'Donovan 5.0 Strategy Strategy as learning to discover the way forward Darren Dalcher How strategy happens David Booth 6.0 Complexity The map is not the territory Darren Dalcher Choosing to change David Bentley 7.0 Shadow working Working in the shadows: Exposing our inner demons Darren Dalcher Shadow working in project management Joana Bértholo 8.0 Implementation Strategy Execution: Overcoming the alignment trap Darren Dalcher The challenges of implementing strategy Kurt Verweire 9.0 Connecting Connecting for business and social innovation Darren Dalcher The digital social workplace people over process Dale Roberts Conclusion Reframing the new agenda Darren Dalcher
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