“The real goal of any project is to have a team where each individual is striving to be the best. If each team member can work within an environment or “operating structure” such that they are able to realize their full potential (i.e. she/he is involved and engaged) and reach a state of “flow” (self-actualization), the collective team will ultimately build enough positive momentum to virtually guarantee project success.” – Adrian Daniels
A little over a year ago, I wrote an article that discussed how Abraham Maslow’s Hierarchy of Needs could be employed in other paradigms other than pure survival. One such paradigm is the use of this hierarchy in project management.
Project management is a discipline that is more complex than a process or project plan. Remember, people = complexity. Understanding what motivates individuals to go “above and beyond” and mastering team dynamics is what differentiates truly successful projects from average ones.
The concept that I’ll cover in the next several posts is intended to help project managers and participants really understand the interpersonal aspect to project management. If you envision project management as a scale, the process and core “plan” are ultimately balanced by the interpersonal / psychological concepts described here.
As you take a closer look at this project management hierarchy, think about how this structure can be employed in your project(s) (or in ones that you participate in). Can you employ the entire hierarchy or just elements contained within? If you were to alter the ordering, what would it look like and why?
The benefits of using this hierarchy are limitless. By taking advantage of this paradigm, I am confident that you, your team members and your project will benefit.