Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
The Power Trap
Project teams that have a hand in estimating work scope and end dates are going to be more committed (and likely to succeed) than teams that have it all handed down to them. The answer is a networked organizational model that breaks down the power games and silos, allowing the truth about projects to be openly spoken and encouraging people to work together.
This is the first article in a series on organizational project management and self-organizing teams.
During the creation of a project plan, everything is an estimate regardless of how much the power-that-be pressure for rock-solid commitments. And the quality of the estimates varies considerably based on the completeness of requirements, the experience of the team, and the skill of the people calculating the estimates. Based on this uncertainty, schedules are always somewhat arbitrary, no matter how strong the conviction of the estimators. This truth, coupled with executive power and a bias for simplicity, often traps teams in the confines of their plan.
The ‘jaw’ in this trap is executive power. Most leaders do not comprehend how much power they have over the individuals and team. If they are liked, people want to please them. Feared, and the team wants to stay out of their way. Disrespected, and the team might want to sabotage their leader.
Further complicating …
Please log in or sign up below to read the rest of the article.
ADVERTISEMENTS
|
"Happiness is good health and a bad memory." - Ingrid Bergman |