One of
the weaknesses of modern management practice is the neglect of the power of the
committee. One of the modern meme's is that committees are bad, weak, staffed
by compromisers etc. whereas what we need is the standout iconoclast, who goes
against the stream. An Horatio on the bridge type personality, taking on all
foes.
Of course
this cult of the individual has its downside. One obstinate individual taking
advantage of other people good nature can stop everything in its tracks. Mix in
the modern tendency to seek consensus rather than reach decisions and in the
project world this can lead to paralysis.
How do
you manage this situation?
Well the
much maligned institution of the committee, in skilled hands, can enforce
decisions and move the project along. Now I'm talking about a committee with
apparent power to act. Not one who's role is to make recommendations. So it
must be a committee with a nominal membership of the main movers and shakers in
the business and that has empowered its PM to manage the project on its behalf.
Delegated power to give it a fancy name.
These
types of committee usually arise when there is an urgent problem to fix in the
business. An urgent meeting is called and an action plan agreed. Then the PM is
empowered and can act on the plan. Also the PM, through the issue log, can
raise further matters and get committee approval to act.
Now she
can use the power of the committee to move the obstructionists out of the
way. Even the most stubborn of
individuals finds it difficult to hold out against the combined power of the
movers and shakers. Now here is where the skilled hands come in. Attendance at
committee meetings always dwindles, the great and the good always have more
demands on their attention than they have time. So the committee will have a
core group - the "turners up" - and if the PM manages them adroitly
she can move from taking direction to giving direction. Functionaries run
committees, run companies, run nations. Don't neglect the power of the
committee.
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