The Organizational Engineering Approach to

Despite the advent of new methodologies and powerful tools, many projects continue to fail even when applying the well-accepted criteria of successful projects. These dismal results beg the question: If new methodologies and tools don't really impact project results, what does? Studies from major think tanks agree: people problems are the number-one challenge of team projects. The Organizational Engineering Approach to Project Management presents a powerful new way for harnessing the power of people and directing it to achieve the goals of any project. Organizational engineering (OE) seeks to understand, measure, predict and guide the behavior of groups of people. I-Optâ„¢ is an instrument used to ascertain the strategic styles of an individual. It measures the different ways people learn and apply their conclusions, thus opening the door to accurate predictions. Using the principles of OE and I-Optâ„¢ in combination, the text presents a proven approach to managing projects. These principles have been successful in substantially improving project performance in numerous Fortune 500 companies as well as in mid-size and smaller companies. The Organizational Engineering Approach to Project Management is the first book to apply OE and I-Optâ„¢ to project management. The authors clearly explain this unique OE / I-Optâ„¢ approach and how to use it effectively at any company or industry that utilizes project management. The text presents the rudiments of OE, explains the applicability of OE from a project management perspective, shows how to apply OE to common people issues, and concludes by providing step-by-step applications for new and existing projects. The concepts and techniques presented in this text will help you: Adapt to changing situations Apply the most appropriate and effective level of project management disciplines Maximize individual and team strengths Minimize individual and team weaknesses Match people to more appropriate tasks

The Basics of Organizational Engineering and IOPT
The Record Tells It All	p. 3
New Paradigm	p. 4
Future Challenges	p. 5
Virtual Project Teaming	p. 5
Cross-Functional Nature of Jobs	p. 6
Globalization and Diversity	p. 6
Time-to-Market	p. 7
Information Overload	p. 8
Consequences of Challenges	p. 8
New Tool for Today and Beyond	p. 10
Desired Result	p. 12
Proven Track Record	p. 13
Summary	p. 14
The Elements of Organizational Engineering	p. 15
Assumptions of OE	p. 15
Assumption Number One	p. 15
Assumption Number Two	p. 15
Assumption Number Three	p. 16
Assumption Number Four	p. 16
Assumption Number Five	p. 17
Assumption Number Six	p. 17
Assumption Number Seven	p. 18
Assumption Number Eight	p. 18
The Fundamentals	p. 19
Information Processing	p. 19
Behavior Styles	p. 21
Characteristics of a Style	p. 25
Core Ingredients	p. 27
Summary	p. 27
The World of the Relational Innovator	p. 29
Description	p. 29
Characteristics of Behavior	p. 31
Probability of Success	p. 35
Summary	p. 37
The World of the Hypothetical Analyzer	p. 39
Description	p. 39
Characteristics of Behavior	p. 41
Probabilities of Success	p. 43
Summary	p. 45
The World of the Logical Processor	p. 47
Description	p. 47
Characteristics of Behavior	p. 49
Probabilities of Success	p. 51
Order!	p. 52
Summary	p. 53
The World of the Reactive Stimulator	p. 55
Description	p. 55
Characteristics of Behavior	p. 57
Probabilities of Success	p. 59
Spark	p. 60
Summary	p. 61
Tactical Patterns	p. 63
Key Points	p. 63
Perfectors	p. 66
Performers	p. 67
Conservators	p. 69
Changers	p. 71
Versatiles	p. 72
Important Implications	p. 73
Boxing	p. 76
Summary	p. 76
Organizational Engineering and Project Management
Organizational Engineering and Project Management	p. 79
Project Management	p. 79
Planning	p. 79
Organizing	p. 80
Controlling	p. 80
Leading	p. 81
OE and Project Management	p. 82
Planning and OE	p. 82
Organizing and OE	p. 84
Controlling and OE	p. 85
Leading and OE	p. 85
A Matter of Choices	p. 86
Summary	p. 86
Planning and Organizational Engineering	p. 89
The Reactive Stimulator	p. 89
The Logical Processor	p. 90
The Hypothetical Analyzer	p. 92
The Relational Innovator	p. 94
Challenges During Planning	p. 95
Diversity in Planning	p. 96
Summary	p. 96
Organizing and Organizational Engineering	p. 99
The Reactive Stimulator	p. 99
The Logical Processor	p. 101
The Hypothetical Analyzer	p. 102
The Relational Innovator	p. 103
Challenges During Organizing	p. 104
Different Styles, Different Strengths	p. 106
Summary	p. 106
Controlling and Organizational Engineering	p. 109
The Reactive Stimulator	p. 109
The Logical Processor	p. 111
The Hypothetical Analyzer	p. 112
The Relational Innovator	p. 113
Challenges During Controlling	p. 114
Illusion of Control	p. 116
Summary	p. 116
Leading and Organizational Engineering--Part I	p. 119
The Reactive Stimulator	p. 119
The Logical Processor	p. 121
The Hypothetical Analyzer	p. 122
The Relational Innovator	p. 123
Flexing	p. 124
Challenges During Leading	p. 126
Errors	p. 128
Leading by Example	p. 129
Summary	p. 129
Leading and Organizational Engineering--Part II	p. 131
Ingredients for Success	p. 131
Matching Individual Style with that of a Group	p. 134
The Importance of Adaptability	p. 135
Different Teaming Arrangements	p. 136
Right Response	p. 137
Summary	p. 137
Leading and Organizational Engineering--Part III	p. 139
General Assumptions	p. 139
Consequences of Mismatching	p. 141
Benefits of Matching Style to Task	p. 142
Can People Change?	p. 143
Matching	p. 143
Peer Pressures	p. 145
Leading from Above and Below	p. 147
Summary	p. 147
Using OE to Handle Six Major Project Management Challenges
Challenge Number 1: Decision Making	p. 151
The Cycle	p. 151
Strengths, Risks, and Vulnerabilities	p. 151
Cycle Facilitation	p. 156
Hard Act to Follow	p. 156
Summary	p. 157
Challenge Number 2: Processing Information	p. 159
Four Variables	p. 159
Information Life Cycle	p. 162
Identification	p. 162
Acquisition	p. 163
Organization	p. 164
Verification	p. 164
Interpretation	p. 165
Presentation	p. 165
Utilization	p. 166
Favorite Approaches, Tools, and Techniques	p. 167
Life Cycle Facilitation	p. 167
Right Moment and Ability	p. 170
Summary	p. 171
Challenge Number 3: Learning	p. 173
The Elements of Learning Style	p. 174
Learning Preferences	p. 175
Learning Cycle	p. 177
Ramifications	p. 178
Personal Approach	p. 179
Summary	p. 180
Challenge Number 4: Creativity	p. 181
What Is Creativity?	p. 181
Blossoming	p. 181
Creativity and Style	p. 182
Stages	p. 184
Perspiration, not Just Inspiration	p. 186
Summary	p. 186
Challenge No. 5: Conflict Management	p. 187
Modes of Behavior	p. 187
Stages	p. 189
Risks, Strengths, and Vulnerabilities	p. 190
Talking and Listening	p. 193
Handle with Care	p. 195
Summary	p. 196
Challenge No. 6: Teambuilding	p. 197
Compatibility	p. 197
Tuchman Model	p. 200
Risks, Strengths, and Vulnerabilities	p. 200
Phase Facilitation	p. 205
No Assurance	p. 205
Summary	p. 206
Summary
Final Thoughts	p. 209
Synopsis	p. 209
Getting Started	p. 210
Project Success: A Matter of Style	p. 212
Summary	p. 212
Steps for Implementing OE on a New Team	p. 212
Steps for Managing an Existing Team	p. 212
Appendices
Appendix A	p. 217
Case Study	p. 217
Background	p. 217
Analysis	p. 217
Principles	p. 219
Benefits	p. 220
One of Many Applications	p. 221
Appendix B	p. 223
Feedback Sheet	p. 223
Key Points	p. 223
Quick Start--Put This Information to Use within Minutes	p. 224
Your Primary Style is Relational Innovator	p. 224
Relational Innovator (RI)	p. 224
Your Secondary Style is Logical Processor	p. 225
Logical Processor (LP)	p. 225
Your Style Interrelationships Are	p. 226
What the IOPT Survey Can Mean to You	p. 226
Learning and the Relational Innovator	p. 226
Teamwork and the Relational Innovator	p. 226
Best Organizational Environment	p. 227
Strength of the Relational Innovator	p. 227
Contributions of Other Styles to RI Performance	p. 227
Communication in Teams	p. 227
Listening to People with Different Styles	p. 228
Talking to People with Different Styles	p. 228
Glossary and References
Glossary	p. 231
References	p. 235
Index	p. 237
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The Organizational Engineering Approach to Project Management

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