DECISION MAKERS – FIELD LEVEL INPUTS?
Most of the knowledge transfer happening today lacks nitty gritty, what we term as 70,000 fts view of the project or the issue. It has its own pitfalls, so conspicuous from the results & impact of the projects. On the operational side, with the details of the systems, processes & obstacles not factored in, leads to sub-optimal delivery & hence the consequent impact. The consultants getting onboard, unfamiliar with the ground realities, add to the already existing woes. A perfect presentation or a visually satisfying document is their final destination.
The decision makers should be the practitioner of yesteryears or should have the capability & humility to get down to the last operational human resources or both. Any disconnect would lead to the creation of a blueprint , with gaps, making implementation, next to impossible. The research so warranted does not happen. The detailing ought to get connected to the human resources, who have the capability to see the execution through, till the last mile.
Undeniably, the operational workforce have a one of its kind knowledge and skill. This undocumented knowledge has to be unraveled in our interest, through a structured mechanism, to extract this knowledge and factor it in the documentation and discussions, that become the critical inputs in the decision making process.
This is real experiential learning. Experiential learning does not end with the project manager or the standard business document, called business case study, a fairy tale, missing out on the real insurmountables, faced during the course of similar projects. The real doers are unheard & unsung and so don’t feel empowered and are thus not greatly interested in sharing this worthwhile knowledge. Locating them & motivating them and taking them board is the biggest challenge facing the pre-project documentation. Every stakeholder has an angle involved and works on the project accordingly.
REAL FIELD INPUTS PROJECTS FACILITATES PROJECT EXECUTION IMMENSELY.