Abstract
Studies of failure in complex technology systems point to the role of non-linear interactions, “emergence,” conflicting objectives, overly centralized management and “multi-nodality” in precipitating this failure. At the same time, studies of technology failure and safety in high-reliability organizations point to the benefits of what might be termed an “interventionist” approach to managing. Drawing on the insights of these studies, we explore three case studies of complex projects to show the importance of ongoing management “interventions” in preventing project failure. We conclude that “interventionism,” as a balance to overreliance on centralized project management systems, may be a fruitful approach to project management in the context of complex projects.
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