A New Way of Managing the Unexpected in Projects? - Intelligently handling formalised structures

This conceptual paper, based on intense literature review in the field of project management, human factors and organisational research, argues that important lessons can be drawn from high-reliability organisations for managing complex und uncertain projects, with regard to an open and no-blame learning culture, decentralised decision-making processes and mindfulness. To manage the unexpected demands the combination of apparently opposites: both a high degree of flexibility and open communication and a culture of clear decision-making structures and responsibilities. To balance this centralization and decentralization is one of the cornerstones of mindful organising. A few core cultural values, enforced by group pressure, combined with a flexible choice of means by which these values are realized help managing unexpected events. This paper will underline that becoming mature in managing the unexpected in projects asks for a redefinition of hierarchy in terms of a shift towards intelligently handling formalised structures. It remains important to have a clear basis to act on when faced with the unexpected. But the project team and its manager should become empowered to negotiate its way to actions.