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The Unlearning Principle
David Schmaltz is a project manager in Takoma Park, Maryland.
Fact is, most organizations want professionally certified project managers, never mind whether certification actually prepares anyone for the hard realities and fuzzy ambiguities most projects encounter. Of course, once the certified project manager is on board, something more than perfect recall of multiple-choice answers is required. And a huge dose of ‘unlearning’ begins.
This is the follow-up article to “Suretification” (Feb. 14, 2008), which generated a range of reactions from readers.
“When you ask people about what it is like being part of a great team, what is most striking is the meaningfulness of the experience. People talk about being part of something larger than themselves, of being connected, of being generative. It becomes quite clear that, for many, their experiences as part of truly great teams stand out as singular periods of life lived to the fullest. Some spend the rest of their lives looking for ways to recapture that spirit." — Peter Senge, from The Fifth Discipline: The Art & Practice of The Learning Organization
Last fall, my partner Amy and I were invited to facilitate a short workshop, “Projects As Human Systems,” as a part of Stanford’s Advanced Program Management certification program. Meeting with the director of an engineering school there, he made some observations …
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