Using reflection and storytelling to inform evidence-based decisions: An action research study of Australian project managers

Algeo, CT

Using reflection and storytelling to inform evidence-based decisions: An action research study of Australian project managers

Algeo, CT

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Publication Type:: Conference Proceeding
Citation:: 58th Annual Meeting of the International Society for the Systems Sciences, ISSS 2014, 2014
Issue Date:: 2014-01-01

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Field	Value	Language
dc.contributor.author	Algeo, CT	en_US
dc.date.issued	2014-01-01	en_US
dc.identifier.citation	58th Annual Meeting of the International Society for the Systems Sciences, ISSS 2014, 2014	en_US
dc.identifier.uri	http://hdl.handle.net/10453/33986
dc.description.abstract	The purpose of this paper is to examine decision-making in project management, and the considerations which project managers need to take into account in order to make informed evidence-based decisions. The specific aim of this paper is to present an understanding of how project managers use experiences, recalled through reflection and facilitated by storytelling, to make decisions. The paper provides an insight into how project managers may utilize decision-making approaches to accommodate a balance between factual observation, other evidence, a project manager's recollection and reconstruction of facts, and facts imbedded within experiences. The drive to embed formal, structured approaches to decision-making is discussed against a background of unstructured and informal interpretation of experiences. The research conducted by the author used an action research methodology to gather and analyze data through four interventions conducted with experienced project managers in Australia. The examination reveals that through reflecting on experiences relating to past projects, project managers make considered decisions. This approach to decision-making may be seen as paradoxical and interpreted as biased. Perhaps this is a valuable bias which may provide an opportunity to extend the premise of an evidence-based management approach where the aim is to reduce bias.	en_US
dc.relation.ispartof	58th Annual Meeting of the International Society for the Systems Sciences, ISSS 2014	en_US
dc.title	Using reflection and storytelling to inform evidence-based decisions: An action research study of Australian project managers	en_US
dc.type	Conference Proceeding
utslib.for	1202 Building	en_US
dc.location.activity	George Washington University, Washington DC
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

The purpose of this paper is to examine decision-making in project management, and the considerations which project managers need to take into account in order to make informed evidence-based decisions. The specific aim of this paper is to present an understanding of how project managers use experiences, recalled through reflection and facilitated by storytelling, to make decisions. The paper provides an insight into how project managers may utilize decision-making approaches to accommodate a balance between factual observation, other evidence, a project manager's recollection and reconstruction of facts, and facts imbedded within experiences. The drive to embed formal, structured approaches to decision-making is discussed against a background of unstructured and informal interpretation of experiences. The research conducted by the author used an action research methodology to gather and analyze data through four interventions conducted with experienced project managers in Australia. The examination reveals that through reflecting on experiences relating to past projects, project managers make considered decisions. This approach to decision-making may be seen as paradoxical and interpreted as biased. Perhaps this is a valuable bias which may provide an opportunity to extend the premise of an evidence-based management approach where the aim is to reduce bias.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/33986