The research explores and reveals the significance of socio-cultural, socio-technical infrastructure and human capital elements relevant to managing effective organizational change projects. The research broadened project practice and theory focussed upon technical project practice by moving beyond instrumentality through conceptualising the nature of systems where the ecology of the project entity entails socially derived complexity. Such thinking supports associating organisational resilience with the capacity of project organisations to mutually adapt to and create the environmental context in which project practice is embedded. Given these realities, this research also explores the feasibility of developing project management strategy that can accommodate for diversity and difference to facilitate the cognitive emergence that underpins learning and change. Findings reveal that the presence of a profound ability to shape the project context from within is integral to an effective project manager’s role. Facilitating human multiple reality interconnections, despite differences in language and understandings, necessitates application of adaptive systems of governance to enable enactment of cognition to bring forth new culturally patterned existence and meaning. Balancing the contextual dynamics for consensus in action is dependent upon acknowledging the inherent social complexities of the project actuality and having the PM responsive skills to be flexible and adaptive
