“Beyond Frontiers of Traditional Project Management”: The Concept of “Project Management Second Order (PM-2)” as an Approach of Evolutionary Management

Fundamental changes in sciences offer new perspectives for the management of complexity. Increased complexity in society, economics, and technology requires a new and suitable organization and management. What are the consequences and results for project management? That is the theme of this article. First of all it will given a short introduction to project management, which will be later called “traditional project management” or “project management 1st order (PM-1).” Then, the challenges by the fundamental changes in sciences and the increased complexity in society, economics, and technology will be discussed. It will state that traditional project management cannot solve these challenges. The widespread working-themes and results of the research program “Beyond Frontiers of Traditional Project Management” as an answer to these challenges will be presented at a glance. Subsequently, it will discuss some selected results of the research program:

• The principle-definition and foundation of “Evolution of 1st and 2nd Order.”

• The Evolution of 1st Order and the impact on Project Management methods and processes.

• Evolution of 2nd Order and the Grand Evolutionary Systems Theory (GEST) of E. Laszlo as also the impact on Project Management methods and processes.

• Management of crisis: turn a change to advantage or risk-assurance?

Thereafter, the concept of “Project Management Second Order (PM-2)” is presented as a highlighted result of the research program, as a new paradigm in project management, and as an answer to the challenges, described earlier will be explained in detail. Finally, a real example of transfer evolutionary and self-organizational management principles in a real project life will be demonstrated.     

Systems evolution,structures of long‐waves,and systems management

By classifying the evolution of systems into inter‐level evolution and intra‐level evolution and dividing the intra‐level evolution into four stages which are interrelated but quite different from each other, we discuss structures of several typical systems long‐waves, and strategies of systems management.     

Fractality,Organizational Management,and Creative Change

This article explores an understanding of organizational management developed from the metaphorical application of complexity science to the field of organizational development. It focuses on the insights that fractality triggers in relation to an alternative way of examining and appreciating organizational hierarchy, and the subsequent implications to liberating creativity, ingenuity and potentiality of individuals working within the organization. Sites where such a fractal-hierarchy mindset appears to be evident are discussed, and the effects on productivity noted.     

Mirror mirror on the ward: who is the unfairest of them all? Reflections on reflective practice groups in acute psychiatric settings

Consultant psychiatrists in medical psychotherapy, adult psychotherapists, child and adolescent psychotherapists and clinical psychologists increasingly complement their direct therapeutic activity with applications of their psychotherapeutic thinking in acute mental health work through facilitating reflective practice groups for staff working in mental health teams. The authors offer their reflections on facilitating National Health Service reflective practice groups using the metaphor of a mirrored dialogue between patient and professional, and professional and institution as a basis for informing the development of reflective practice for colleagues. Their reflections are based on working on three acute in-patient wards, in a crisis resolution team and in community mental health teams. They describe the practicalities of setting up and facilitating reflective practice groups, and offer insights into some of the issues that arise in reflective practice groups. They conclude that these groups are mutually beneficial in forging links between psychotherapy professionals and professionals working in other disciplines and areas of mental health. Facilitating these groups often requires a challenging adaptation of technique, which will not suit all psychotherapists, as well as a wider understanding of organisational dynamics and the interplay between clinicians and management.     

Modifying Students' Classroom Behaviors Using an Electronic Daily Behavior Report Card

This study examined the effects of e-mailed daily behavior report cards (DBRC) on students' disruptive classroom behaviors. Additionally, teacher acceptability of e-mailed DBRC as an intervention was assessed. Participants included 46 elementary students (37 males and 9 females), that were assigned to one of three conditions; delayed treatment control, e-mailed DBRC, and e-mailed DBRC with performance feedback. Student behaviors were measured by direct observations and teacher ratings. Results suggest that e-mailed DBRC can decrease students' disruptive behaviors, that e-mailed DBRC with performance feedback did not produce superior outcomes, and that e-mailed DBRC was perceived as acceptable.     

Broadening the application of mixed methods in sales research

Mixed method research designs can be extremely useful in extending knowledge in the sales domain. A bevy of mixed method designs are at the disposal of sales researchers seeking to reap the benefits of this combination of research approaches. However, application of mixed methods in sales research has been rather limited, focusing primarily on exploratory sequential designs. The purpose of this article is to provide an exposition of mixed method research in the sales domain and offer avenues of extension that employ underutilized mixed methodological approaches. Accordingly, a definition of mixed methods along with its benefits and drawbacks is espoused followed by guidance in conducting mixed method research. A review of sales-related mixed method studies is then provided and articles containing both quantitative and qualitative methods are analyzed to glean insight on the state of mixed methods research in sales. Future avenues for mixed method research are then provided focusing on best practices and techniques that have yet to be embraced by sales researchers. This article aims to be a resource for sales scholars in expanding the mixed method research paradigm.     

Trends in optimization models of sales force management

In the last half-century, significant advances have been made in directing sales force behavior with the use of optimization and decision models. The present paper both presents the current state-of-the art in sales force decision modeling, and also discusses key issues and trends in contemporary modeling of relevance to sales force researchers. The paper begins by exploring critical concepts regarding the estimation of the sales response function, and then discusses critical problems of endogeneity, heterogeneity, and temporal variation that are faced by modelers in this task. Modern approaches to dealing with these issues are presented. We then discuss areas of importance concerning finding model solutions, including closed form versus simulation, and optimization versus heuristic solutions. The paper next moves to areas of practical importance where models can help, including call planning, sales force size, territory allocation, and compensation design. Finally, we discuss trends that will likely impact on sales force modeling in coming years, including the use of big data and data mining, the possible breakdown of rationality, the rise of the Internet and social media, and the potential of agent-based modeling.     

The Appeal of Personal Selling as a Career: A Decade Later

While students' attitudes and perceptions toward personal selling as a career have been discussed at length, the literature reflects remarkably little effort to understand students' preferences for sales careers. The authors synthesize extant knowledge on the subject and extend the knowledge base by conducting a time-series replication of an earlier study and by examining the relative importance of marketing-related career characteristics. Managerial implications of this research are discussed.     

Identifying predictor variables of weight loss outcome: Implications for a stepped program and weight management

Abstract

Four variables were identified that predicted outcome for the minimal and moderate intensity weight control programs presented in sequence. Predictive models for pounds lost and percentage overweight lost were computed for both programs and follow-up and accounted for 33% to 62% of the variance. The predictor variable that contributed to the two programs and follow-up was success in losing weight previously. Greater rate of weight loss in the first five weeks contributed to the model for the minimal intensity program and for follow-up and total number of calories expended in nonroutine physical activity added to the model for the minimal intensity program. Marital dissatisfaction of subjects was a predictor for the moderate intensity program and follow-up. The findings have utility for a stepped program for weight and provide confirmation of variables noted as predictors in prior research. This study may help in the quest to identify consistent predictors of weight loss success.