Building of Memory Managing Creativity through Action

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Buildingof Memory: Managing Creativity through Action

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Buildingof Memory: Managing Creativity through Action

The managementof creativity in today’s world is a critical component in thecompletion of projects (Collins, 2011). The difficulty arises mainlyfrom the existence of different individuals from various disciplineswho tend to have their opinions on how to carry out the project orthe individual components of it. An example of such a project thatrequired prudent management of creativity to ensure its completion isthe building of the Yad Vashem Museum, a memorial site for thevictims of the Holocaust. Some of the critical elements in theimplementation of this project revolved around the techniques formanaging change, communication, credibility and trust among theproject participants.

  1. Change Management Techniques

Changemanagement is the process of transitioning teams and individuals withthe intention of redirecting the business process, budgetaryallocations or the usage of resources (Laufer, 2012). Therefore ithas its focus on how transition within the organization affects teamsand people. In the case of the Yad Vashem Memorial project, ShimonKornfield would have used various techniques to manage change henceensuring that his team was highly motivated.

Effectivecommunication is an essential technique in the process of managingchange. This importance arises from the fact that variousstakeholders ought to know the reason for the change, the benefitsand even the cost of this change. In the case of Yad Vashem,conflicts arose on matters involving the fundamental designs of theMuseum. This conflict caused disquiet among the stakeholders sincethey felt that the opposing teams were attempting to own the project.Shimon Kornfield should have used effective communication among thevarious design teams to promote the unity of purpose in theconstruction of this Museum. Such a technique is crucial especiallyif is implemented from the top, with the senior staff understandingthe importance of the project and the need to approach it in aunified manner.

The monitoringof costs, assumptions and dependencies is a crucial technique thatShimon Kornfield could have used in managing the morale of the teambuilding the Yad Vashem Museum. This process ensures that individualteam members are aware of the resources at play and the expectationsof the public regarding the outcome of the project. The Yad Vashemwas financed through donations hence the need to accelerate theinitial stages of the project. Such hastening was necessary tomotivate the donors to continue funding the project. It was possiblefor Shimon Kornfield to motivate the team by assuring them of theavailability of funds to ensure the completion of the project.

Training andupgrading of skills is another technique that Shimon Kornfield wouldhave applied to motivate the individual members involved in the YadVashem project. The implementation of such an exercise calls for adiverse set of skills hence the need for employees to undergo regulartraining for them to upgrade to the standards required by such anundertaking. The director general had reservations on contractingcompanies assigning unqualified managers to oversee the project(Laufer, 2012). Regular training was, therefore necessary toreconcile the skills of the team members with the expectations ofthis project.

  1. Steps to Ensure Everyone was aware of Proposed Changes

  1. Agreement among the Senior Staff

Shimon Kornfieldfaced challenges due to the rivalry between the chief curator and thearchitect. Each of these two individuals had a team of professionalsworking under them (Laufer, 2012). For effective communication ofchange, it was necessary for Shimon to ensure that these twopersonalities agreed on the subject matter to avoid any divisionswithin the team. Having the curator and the project architect agreeon fundamental issues, helps portray a unified front to the juniorstaff hence ensuring that there is effective communication amongthem.

  1. Frequent Meetings among team Members

Organizingregular meetings among team members involved in the construction ofthe Yad Vashem museum is a crucial step that Shimon could have usedto ensure effective communication. Such meetings would help themanagement to communicate any changes in the implementation of theproject (Collins, 2011). Also, having such team meetings ensures thatany communication is uniform hence eliminating the likelihood of anymisinterpretations. Such meetings would have eliminated problems likethe emergence of two opposing camps such as those led by thearchitect and the chief designer.

  1. Obtaining Feedback from the Team

Communicationcannot be complete in the absence of feedback (Collins, 2011). Hence,it would be crucial for Shimon Kornfield to receive feedback fromvarious members of the team to complete this process. For instance,the conflict between senior members of the team such as the leaddesigner and the architect could have benefitted from thecontribution of their juniors on how best to approach the project.Obtaining such feedback is crucial in that it provides an insightinto the thinking of various people in the team hence simplifying theprocess of decision-making.

  1. Importance of timing communication

Communication isimportant in the implementation of a project in that it providesdirection to the various stakeholders involved in such as an exercise(Collins, 2011). However, of greater importance is the timing of suchcommunication. In the case of the Yad Vashem Museum project, theexistence of various teams working towards a single goal called forproper timing and dissemination of information to the concernedparties. The Yad Vashem project was time bound hence any inefficiencyin communication was obliged to affect the time taken to complete thebuilding of this museum (Laufer, 2012).

For instance,the director general was quick to communicate his reservations on themanagement team of the contractor. Such timely intervention ensuredthat Shimon Kornfield who suggested a qualified manager to head theteam handled this issue. Another example is the architect’sunwillingness to change the Prism`s design. However, timelycommunication ensured the solution of this conflict without anyproject delays. In addition to these examples, there was initialsuspicion of the contractor by the architect and the client. Theythought that the contractor was out to cut costs, but effectivecommunication by Israel proved otherwise thus enabling a supportiveenvironment for these parties.

EstablishingTrust and Gaining Credibility

Assuming thatMoshe Safdie and Avner Shalef were replaced at the execution phase,Shimon could take various actions to gain credibility and ensuretrust with the project participants. They include:

  • Communicating the changes to the project team and emphasizing on the need to maintain unity in project execution.

  • Training the new members and ensuring a seamless transition from the initial architect and curator to the new personnel.

  • Listen to individual team members and address their fears regarding the changes.

The above actions would ensure a seamless transition from the exitingstaff without any interruptions on the project implementation.

References

Laufer, A.(2012). Mastering the leadership role in project management:Practices that deliver remarkable results. Upper Saddle River,N.J: FT Press

Collins, R. J.(2011). Project management. New York: Nova Science Publishers.

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