The Perplexing Paradoxes of Project Management

Project Management contains a series of recurring paradoxes-seemingly self-contradictory statements that are or may be true. The earliest challenge of effective project management is to manage the paradoxes and not to avoid them in the early stages. Avoiding them only leads to more serious problems later on, problems which can cripple and even doom the entire project.

The first paradox is this: Project change requires stability. Because projects always involve change, the organization itself, its culture and mission must be a stable foundation supporting the project. If this underlying stability is missing, change will result in confusion and turmoil on the project.

Paradox #2: Clarity is achieved by embracing fuzziness. Team members will often find themselves groping around in a fog, searching for beacons to point them in the right direction. As the team
reaches each consecutive beacon, the fog progressively lifts, revealing more light and clarity. Both the project team and senior management need to accept this fuzziness as normal.

A third paradox: You build teams by focusing on the individual. Individual motivation needs to be understood and nurtured. Achieving project products and results is highly motivating to many people. This, combined with participation in decision-making, helps to avoid the stress and conflict that will exist in a non-participative environment or one that exerts excessive pressure. By focusing on the individual members, you strengthen the team. (Institute of Management Services 1 Jan 2002)

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