Bent Flyvbjerg: power and project management – an appreciation

© 2008, © Emerald Group Publishing Limited. Purpose – The purpose of this paper is to provide a critique of Bent Flyybjerg's work that has high relevance to the project management (PM) literature. Design/methodology/approach – The paper takes the form of a narrative with argument and analysis. Findings – The paper challenges readers, PM academics and practitioners to view PM with a political perspective. This paper was delivered at the ICAN 2007 Conference (which is the focus of this issue), which was entitled “Mission Control: Power, Knowledge and Collaboration in Project Practice.” Originality/value – This paper triggers and sustains the debate about the influence of power and its unintended consequences that may affect projects. The review raises PM issues worthy of consideration that are often neglected

Power, discursive practices and the construction of the "real"

Starting with a critique of the epistemological and ontological bases of neo-institutionalism, in this article we defend the potential for the application of post-structuralist perspectives to the institutional approach. We contend that this theoretical approach, which incorporates an element, traditionally overlooked in institutional analyses, namely power, has the advantage of contributing to an enhanced comprehension of the dynamics of institutionalization. In conclusion, we believe that the area of organizational studies would benefit by a more all-encompassing vision of the processes of institutionalization, which would include power at its core, instead of considering institutions as non-changing variables. Undoubtedly, if we take empirical research into consideration, what we need is, from a historical perspective, understand the way by which the main discourses or narratives constitute, transform and are transformed by our objects of investigation, among which organizations certainly occupy a central place

Bringing space back in: organizing the generative building

In this article, we reflect on architecture and management and organization theory, in terms of their mutual implications. We focus especially on a tacit implication in mainstream organization theory, which has an architectural genesis. In the past, management has been largely undergirded by a Cartesian rationality, one seen most clearly in the argument that structure follows strategy. Architecturally, this Cartesianism is present in the injunction that form follows function. Criticizing this point of view, we argue that organizations should be thought of as material, spatial ensembles - not just cognitive abstractions writ large. Linking space and organization in this way, we reflect on the power that every spatial organization necessarily implies, both in negative and positive terms. After examining existing approaches to this issue, we discuss some positive power implications for management. We introduce the concept of the generative building that, instead of being a merely passive container for actions happening in it, contributes positively towards an organization's capacities. We conclude with a reflection on the impact of the generative building on management and processes of organizing

Political hybrids: tocquevillian views on project organizations

For the past decade, project organization has become increasingly central to management and organization studies, particularly as these seek to discern the contours of post-modern organizations. Yet, these contours frequently seem to be sighted without bearings on the current realities of project management. In this paper we take such bearings, using data derived from detailed qualitative, ethnographic enquiry into the experience of project management. From this data we construct the contours of project management more sharply. Rather than being a harbinger of an autonomous and more democratic future, free from extant bureaucratic organization controls, we find that project management has distinct modalities of control that we outline in the paper: reputational, calculative, and professional. Indeed, rather than foreshadowing a future transformational form, we find traces of a much older design: that of de Tocqueville

Questioning morals and moral questions in organizations: review and response

Steven Feldmans introduction is prefaced by a short remark from William James extolling the importance of prayer to the establishing of a self that is responsible to the `higher tribunals. From there on it becomes increasingly clear that Feldmans task is to direct us toward such higher tribunals. In the preface Feldman advises us that he establishes a theory of moral tradition, designed to investigate the historical and cultural context of moral commitment. It should be clear that this is theorizing with definite auspices: the religious beliefs that Feldman `professes (and Webers caustic remarks on the professing of religion in his essay `Science as a Vocation are, I think, worth recalling here) are as central to the enterprise as they are absent. They are central in the grounding of the book as a moral project while they are absent because they are never spelled out clearly as a set of specific commitments

Noise, parasites and translation

Conventional representations of consulting stress the need to predict possible organizational realities associated with improved economic performance. It is conceptualized as a useful tool from which practice might profit if applied properly. In this article we explore theory as a means by which practice may not so much be honed by well-crafted advice as interrupted and transformed. Further, we propose a parasitical role for the management consultant as a source of 'noise' that disrupts established ways of doing and being by introducing interruptive action into the space between organizational order and chaos. What consulting can do is open up these spaces and create concepts that encourage new possible realities and real possibilities. The relation posited between organization theory and practice has the potential to create new forms of situated organization/organizing through disrupting established practice rather than by creating order. Consultants willing to take the risk of working in the productive space between organization and disorganization have a potential that questions the usual auspices of the enterprise

Trust as networking knowledge: precedents from Australia

Trust, rather than being simply a resource for establishing collaborative relationships between organizations, is an essential component of their constitution. At base, trust involves interpersonal relations of a specific type. These are relations where there is sufficient probability that a person or organization with whom one is in contact will perform an action that is beneficial, or at least not detrimental, for one to consider engaging in some form of cooperation with this person or organization in the future. Trust establishes situations in which participants in collaboration have a long-term and recurrent relationship. Where trust exists, organizations are more willing to collaborate with other organizations on a more reciprocal basis. Trust is especially important when collaboration takes place between competitors because the risk of opportunistic behaviour is higher. Where organizations share resources and information openly with other participants they will seek to reduce opportunistic behaviour through the mutual understanding and goodwill of parties. However, trust is not static; it is a dynamic process that evolves according to the development of the relationship, as one in which the more long-term the relationship, the greater the trust. In this paper, we will present the impact of trust on business networks and examine how their members developed knowledge through networking. © 2004 Kluwer Academic Publishers

The hospital building as project and matter of concern: the role of representations in negotiating patient room designs and bodies

Mock-ups, scale models and drawings are ubiquitous in building design processes, circulating between various stakeholders. They contribute to the gradual evolution of design, but what else can specific material forms of representations do for the building design and project? The full-scale model of a hospital single-bed room can be different in terms of detail and medium, but in what sense might it perform different and similar functions? The mobilization of multiple forms of representations and visualizations suggest that design materialization might have several important roles to play in negotiating the building design and project, including the exposition and resolution of controversy concerning size of spaces and bodies. The paper compares the use of two different forms of representation of the same imagined space—a single-bed room in a hospital, and produced for similar purposes—to ascertain what the optimum (or minimum) spatial requirements should be to allow effective care of patients. The first representations are physical mock-ups of a single-bed room for Danish hospitals where actual medical and logistical procedures are simulated using real equipment and real people. The second is a three-dimensional augmented reality model of a single-bed room for a new hospital in the UK, using a Cave Automatic Virtual Environment where the room is reproduced virtually at one-to-one scale, and which can be explored or navigated using head-tracker technology and a joystick controller. Drawing on Latour's concepts of matters of concern and matters of fact, we compare these two cases to provide insights into the way different media produce specific senses of the design or imagined space, with consequences for on-going design work, and for the settling of controversy over the sizes of spaces and bodies