Projektmøder med innovationskraft: empirisk undersøgelse af, hvad der skaber fremdrift på projektmøder

Susanne Gottlieb, Dorrit Sørensen

    Publikation: Bog/antologi/rapport/kliniske retningslinjerRapportForskning

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    The objective of this thesis is to examine how progress happens in meeting in development projects. We make an empirical examination in order to find the drivers behind the progress. Our goal is to operationalize these drivers and thereby develop new tools for project leaders.
    The thesis consists of four parts. In Part one we motivate our research question. Though development project belong to the sphere of the knowledge society we often see that meeting are held as they were in the industrial society. We make it clear that our focus is the project meetings as means to improve the products and activities of the whole project.
    We define important concepts, such as: development project, progress, meetings, innovation power, drivers, and knowledge. We also examine existing literature in the field to see if we can find inspiration elsewhere. We find out that there is quite a lot of literature on learning meeting, facilitating meeting, etc. But we cannot find any literature with our special focus. This is our main argument for developing a theory of our own by using the methodology of grounded theory.
    In Part two we describe the methodological universe around grounded theory. We explain the theoretical scientific starting point and the methodological principles. Then we set out the design of this thesis.
    In the second half of Part two we go deeper into the process and the technique of grounded theory. We use a certain version of the theory developed by Guvå and Hylander (2005) in which the process runs through four phases. We give examples of our findings in each phase.
    In Part three we present our contribution to a theory. We argue from our empirical findings that following project leader competences are important if you want progress: The project leader must know the practical field of the project; The project leader must be able to make sense and overview of the project and be able to communicate this to the other players of the project; The project leader must be able to plan and facilitate different meetings; The project leader must be able to create trust amongst all players of the project; and finally the project leader must know the profession of project management so well that he/she can estimate what is necessary in order to create progress.
    We also point at important findings regarding meetings with progress. Following perspectives are important: The interaction between the players, the focus on the common goal of the overall project, and the focus on developing new knowledge in a non-hierarchical atmosphere.
    Then we present seven drivers important for creating progress and innovation power. These drivers are: 1. Sense making, 2. Negotiated protocols, 3. Real decision power, 4. Design, 5, Community, 6. Leadership in action, 7. Production of knowledge.
    Each driver has a number of structuring elements underneath. All of these are found in the substantial empirical material which can be seen in an appendix.
    Antal sider84
    StatusUdgivet - 2011


    • innovation