Leading uncertain and complex projects
Does uncertainty mainly consist of risks that should be reduced?
Or is uncertainty and complexity a natural part of projects that can be utilised if you know how?
What does leadership that creates efficient drive in complex projects look like, even though the manager doesn’t focus on governance and control?
In this workshop, we present a successful way to implement projects. It’s all about having clear leadership that supports collaboration and the ability to manage the unexpected. This leads to a project logic that is built on creating frameworks and guidelines, not rules.
The workshop uses interviews with managers from diverse business environments, who successfully manage both uncertainty and complexity, to talk about why these leaders achieve their results. In the interviews we will talk about a common pattern, a “game system” that enables project participants to use their skills and judgment to solve their job assignments while they simultaneously work towards common goals. The workshop is based on the book “Leading uncertain and complex projects”, written by Mats Ragnarsson and Lars Marmgren, and it is given to each participant.
In this workshop, participants are given new perspectives of how you can lead uncertain and complex projects.
You get to take part in real projects and situations where people have successfully reached their challenging goals by accepting uncertainty and by developing collaborative efforts between employees.
We want to provide you with new inspiration and enable you to reflect on the situation in a way that makes you want to develop in the manager role.
2-3 hours. Morning, afternoon, or after work. You decide what is appropriate for you.
Number of participants
10-40 people. Ideally 20 people.
- About uncertainty – Complicated or complex?
- What is self-organisation and how can you organise it?
- Game systems
- Thinking together
- Acting together – rules for collaboration
Quotes from participants
“Exciting examples from completely different environments”
“More managers should hear this!”