Unknown Unknowns in Innovative Projects: Early Signs Sensemaking

Detalhes bibliográficos
Autor(a) principal: Russo,Rosaria de Fatima Segger Macri
Data de Publicação: 2017
Outros Autores: Sbragia,Roberto, Abraham,Sih Oih Yu
Tipo de documento: Artigo
Idioma: eng
Título da fonte: BAR - Brazilian Administration Review
Texto Completo: http://old.scielo.br/scielo.php?script=sci_arttext&pid=S1807-76922017000300306
Resumo: Abstract This study aims to understand early signs’ sensemaking relevance to identifying unknown unknowns on innovative projects. When managing these projects, early signs of changes in the environment, combined with a sensemaking process, can help identify them prior to their occurrence and mitigate unwanted effects of these uncertainties. To this end, we conducted a field research to assess 16 projects, totaling 35 events representative of this kind of uncertainty. Based on in-depth interviews, we performed an initial qualitative analysis, and then applied non-parametric statistical tests. Early signs perception in cases where external factors may cause the occurrence of unknown unknowns show that this perception and the search for information are relevant to identifying unk unks. Furthermore, some biases, such as overconfidence and unrealistic optimism, can hinder it. There was a high prevalence of project managers detecting early signs of change in their projects at the beginning of the project. However, the majority of perceived early signs can be considered to be the first symptoms of a problem. Thus, as a contribution, we suggest: learning processes, which can provide sensemaking for early signs in unknown unknowns; project managers stimulating their team to be alert to environmental changes that may affect the project; and discussion of early signs perceived by the team during stakeholder management.
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spelling Unknown Unknowns in Innovative Projects: Early Signs Sensemakingunknown unknownsproject managementearly signssensemakingproject uncertaintyAbstract This study aims to understand early signs’ sensemaking relevance to identifying unknown unknowns on innovative projects. When managing these projects, early signs of changes in the environment, combined with a sensemaking process, can help identify them prior to their occurrence and mitigate unwanted effects of these uncertainties. To this end, we conducted a field research to assess 16 projects, totaling 35 events representative of this kind of uncertainty. Based on in-depth interviews, we performed an initial qualitative analysis, and then applied non-parametric statistical tests. Early signs perception in cases where external factors may cause the occurrence of unknown unknowns show that this perception and the search for information are relevant to identifying unk unks. Furthermore, some biases, such as overconfidence and unrealistic optimism, can hinder it. There was a high prevalence of project managers detecting early signs of change in their projects at the beginning of the project. However, the majority of perceived early signs can be considered to be the first symptoms of a problem. Thus, as a contribution, we suggest: learning processes, which can provide sensemaking for early signs in unknown unknowns; project managers stimulating their team to be alert to environmental changes that may affect the project; and discussion of early signs perceived by the team during stakeholder management.ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração2017-01-01info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersiontext/htmlhttp://old.scielo.br/scielo.php?script=sci_arttext&pid=S1807-76922017000300306BAR - Brazilian Administration Review v.14 n.3 2017reponame:BAR - Brazilian Administration Reviewinstname:Associação Nacional de Pós-Graduação e Pesquisa em Administração (ANPAD)instacron:ANPAD10.1590/1807-7692bar2017170060info:eu-repo/semantics/openAccessRusso,Rosaria de Fatima Segger MacriSbragia,RobertoAbraham,Sih Oih Yueng2017-11-08T00:00:00Zoai:scielo:S1807-76922017000300306Revistahttp://www.scielo.br/scielo.php?script=sci_serial&pid=1807-7692&lng=pt&nrm=isohttps://old.scielo.br/oai/scielo-oai.php||bar@anpad.org.br1807-76921807-7692opendoar:2017-11-08T00:00BAR - Brazilian Administration Review - Associação Nacional de Pós-Graduação e Pesquisa em Administração (ANPAD)false
dc.title.none.fl_str_mv Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
title Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
spellingShingle Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
Russo,Rosaria de Fatima Segger Macri
unknown unknowns
project management
early signs
sensemaking
project uncertainty
title_short Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
title_full Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
title_fullStr Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
title_full_unstemmed Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
title_sort Unknown Unknowns in Innovative Projects: Early Signs Sensemaking
author Russo,Rosaria de Fatima Segger Macri
author_facet Russo,Rosaria de Fatima Segger Macri
Sbragia,Roberto
Abraham,Sih Oih Yu
author_role author
author2 Sbragia,Roberto
Abraham,Sih Oih Yu
author2_role author
author
dc.contributor.author.fl_str_mv Russo,Rosaria de Fatima Segger Macri
Sbragia,Roberto
Abraham,Sih Oih Yu
dc.subject.por.fl_str_mv unknown unknowns
project management
early signs
sensemaking
project uncertainty
topic unknown unknowns
project management
early signs
sensemaking
project uncertainty
description Abstract This study aims to understand early signs’ sensemaking relevance to identifying unknown unknowns on innovative projects. When managing these projects, early signs of changes in the environment, combined with a sensemaking process, can help identify them prior to their occurrence and mitigate unwanted effects of these uncertainties. To this end, we conducted a field research to assess 16 projects, totaling 35 events representative of this kind of uncertainty. Based on in-depth interviews, we performed an initial qualitative analysis, and then applied non-parametric statistical tests. Early signs perception in cases where external factors may cause the occurrence of unknown unknowns show that this perception and the search for information are relevant to identifying unk unks. Furthermore, some biases, such as overconfidence and unrealistic optimism, can hinder it. There was a high prevalence of project managers detecting early signs of change in their projects at the beginning of the project. However, the majority of perceived early signs can be considered to be the first symptoms of a problem. Thus, as a contribution, we suggest: learning processes, which can provide sensemaking for early signs in unknown unknowns; project managers stimulating their team to be alert to environmental changes that may affect the project; and discussion of early signs perceived by the team during stakeholder management.
publishDate 2017
dc.date.none.fl_str_mv 2017-01-01
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
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dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv 10.1590/1807-7692bar2017170060
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dc.source.none.fl_str_mv BAR - Brazilian Administration Review v.14 n.3 2017
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