Thinking systemically to mobilise IPD capability

In this chapter we have demonstrated how thinking systemically about organisations through the use of the SyLLK model can be valuable in identifying what is required to facilitate IPD capability. We commenced by providing an overview of key terms in systems and systems thinking. We then introduced the continental perspective of project managing that established the concept of organisations as equipmental totalities with in-order-tos and that projectyness is the experience brought about by having our inherent capabilities stretched. To conclude, we return to the continental perspective of project work. If you are an organisation that wants to participate in IPD, then your organisational (SyLLK) systems will need to be configured in such a way as to enable that. If not, then the experience of IPD, for you and others, will be projecty. If an organisation wants to be IPD-compatible or capable they will need to audit the features across all their organisational systems (learning, culture, social, technology, process and infrastructure) to ensure that the required facilitators are present, and any hindering features are removed. In this chapter we have presented some of the key facilitators required for the IPD capability as a start to this audit process. However, of greater importance and broader impact is the demonstration of how the SyLLK model enables us to realise that any organisational capability would rarely be enabled through ‘switching on’ or ‘plugging in’ a single feature (e.g. software or a new process) in an organisation. Instead we must recognise that organisational capability is realised through a network or nexus of coupled features. All those involved in project work can benefit from this systemic view. If we can think across all organisational systems, and recognise their coupling when planning and solving problems in our project work, we will have a greater likelihood of achieving our project deliverables.