Facilitating Project Performance Improvement: A Practical Guide to Multi-Level Learning

By Jerry Julian | Go to book overview

8

CONCLUSION

When project organizations do not have effective mechanisms for improvement, learning remains largely informal and incidental. Improvement, innovation, and problem solving are often left to chance. Issues may go unaddressed or avoided, creating surprises, blowups, or “fire drills” that can occur abruptly, triggering a red light on the “traffic light” reporting system for project status. In these situations, project teams are hastily assembled so that senior managers can find out what went wrong, creating an environment that is riven by political infighting, personal threats to jobs and career prospects, “blamestorming,” and avoidance of the “truth” for fear of reprisals by managers or peers. The result is that people at all levels actively avoid reflection, largely because it is perceived as being too threatening, political, ineffective, or all of the above. This creates a selfreinforcing cycle, because when structured reflection is avoided, the result is further opportunities for blowups and surprises.

Multi-level learning breaks this red-light learning cycle by providing organizations with a mechanism for continually improving results at each of the three levels: project, process, and strategy. The three levels of multilevel learning create a synergistic effect that enables teams at each level to build on the learning of the others, including project teams, program management teams, and senior management teams. This ensures that the right projects are selected at the right time, that project managers and teams are pooling their collective knowledge to streamline cross-project processes, and that project teams are continually innovating over the course of their work to improve project outcomes for customers and clients.

The multi-level learning coach facilitates improvement at each level

-169-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this book

This book has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this book

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited page

Bookmark this page
Facilitating Project Performance Improvement: A Practical Guide to Multi-Level Learning
Table of contents

Table of contents

Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
/ 208

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Author Advanced search

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.