Quislings Multiply Like Lemmings
This TLIR Group theme demonstrates and explains the various issues and conflicts that arise when two polar opposites are brought together by choice or otherwise. One ‘side’ seeks to meet arbitrary time, cost and delivery commitments while the other ‘side’ is challenged by the pressures of keeping the business running while being ‘forced’ to reinvent itself, what it does and how it does it - as defined by those who have little or no stake in just how well the business will be able to do what it wants to do, once it has reinvented itself.
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Project Cost
Number/Failures
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$500 Million+
21/21
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$100-500 Million
110/108
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$5-100 Million
800/710
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Under $5 Million
2,500/2,125
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Corrective Possibility
1=Fast/Simple
5=Slow/Complex
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Organization vs. Project
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Severe
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Severe
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Medium
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Light
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1-3
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Organization MDOP
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Severe
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Severe
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Severe
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Medium
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2-5
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Project MDOP
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Medium
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Severe
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Severe
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Severe
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1-3
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Quislings Multiply like Lemmings straddles the chasm that often divides the business from project. Organization mechanics, dynamics, optics and politics (O-MDOP) are NOT the same as project mechanics, dynamics, optics and politics (P-MDOP). When one truly understands the impact of ego, power, control and NIMBY conflict upon organization and project(s), one can take steps to bring order out of chaos…
Anyone who listens to John’s views and observations comes away with the realization that Quislings Multiply Like Lemmings sets the scene for truly effective corporate transformation / business improvement. They come away with the means to…
· Understand how and why organization dynamics compel changes to organization mechanics.
· Understand how organizational optics shape and form responses to and receptivity for change.
· Understand how organizational politics dictate expectations of organization and project.
· Assess the impact of change upon organization mechanics and quantify the true extent of change.
· Numerate how many organization variants (O-MDOP) the project will be working with.
· Know the different perspectives and expectations of each organizational variant.
· Know the extent of P-MDOP variants when vendors, consultants and service providers are involved.
· Understand the impact of multiple O-MDOP and P-MDOP variants upon project(s) and organization.
· Appreciate the effect of ego, power, control and n-i-m-b-y positioning upon organization and project.
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