Project Vital Synthesis

Project Vital Synthesis – Creating a project turnaround, exploiting opportunities, mastering risks and overcoming project crises

Method

Based on a previous Project Vital Analysis®, we help organizations to identify key opportunities and risks in critical situations.
Planned measures are organized into complex systems according to the level of their intervention. The system structure for complex systems proposed by Dr. Harmut Bossel, consisting of the levels of direct intervention, feedback, system parameters, system structure, system purpose and guiding values, can be used for this purpose.

Planned effects as well as remote and side effects of identified measures are described, explained and evaluated with the help of TOP-DOWN and BOTTOM-UP scenarios from different temporal perspectives – from a present and a future perspective.

In this way, it is possible to efficiently assess whether the currently envisioned future and the measures currently planned for it – viewed from the perspectives of different possible and probable futures – appear appropriate and therefore effective. The occurrence of unintended remote and side effects cannot be completely ruled out by this approach, but the probability of the undetected / surprising occurrence of undesirable future contingencies can be reduced.

Woraus sich das Verhalten kompexer Systeme ergeben kann — Quelle: Bossel, H.: Systeme, Dynamik, Simulation, Modellbildung, Analyse und Simulation komplexer Systeme.
Norderstedt: Books in Demand GmbH, 1. Auflage 2004, Seite 46

The organizational principles of high-reliability organizations (HRO) are taken into account in order to further develop existing management systems:

HRO principle: Focus on errors

HRO principle: Aversion to simplification

HRO principle: Sensitivity to operational processes

HRO principle: Striving for flexibility

HRO principle: Respect for professional knowledge and skills

Essential for the success of the Project Vital Synthesis is the support and moderation by professional external observers of the second order (auditor, systemic organizational consultant). Independent external observers of the second order can use their “professional incompetence” to question the unconscious and conscious (belief) principles and reality constructions of the actors (blind spots) that affect the complex social system (social system = project or company organization). This shows the actors of social systems alternative perspectives and thus expands their scope for action.

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