Management of Social Projects by Scenarios

In a society in which the economy became global and the variables that occur anywhere in the world can become decisive in another, Project Management by Scenarios becomes the only effective strategy for the design and execution of Social Projects.

In a changing environment, as History had never known before, managing by Scenarios is the only guarantee to adapt to the changes and solve the transformations that our project will have to face, safely, during its development.

Personally, I have taught a large number of courses and carried out consultancies on how to correctly use the methodology of the Scenarios, and I always propose the following initial premises when implementing this tool.

1: The Scenario methodology only works in organizations with a strong identity load. It needs for the success of a human group that is settled and committed to the objective for which it was created. In this sense, and derived from the explosion of the crisis that is taking place in my country, in Spain, we can see as social entities with broad commitment among their workers and even their volunteering and that they are managing their projects by Scenarios, they are the ones They are raffling their problems better and anticipating solutions.
At this point, social institutions often start with an advantage because their missions as an organization are more rewarding for workers and may be more committed. If not, there is, almost mandatory, a previous job to do.

2: The scenario methodology cannot be implemented without strong leadership that must be based on a designed strategy. That is, managing by Scenarios needs a deep leadership and a thorough knowledge of scientific formulas associated with it. The Situational Leadership conceived by Hersey and Blanchard takes, in my opinion, an essential role in Scenario Management. It adapts to the adaptability of the leader and his leadership capacity in times of change. Knowing deeply how the development of the Situation Leadership technique is used, both when talking about Task Behavior and when talking about Relationship Behavior, is almost a guarantee of success in Scenario Project Management. Obviously, provided we have a committed leader willing to be flexible.

3: Unlike other methodologies, the Scenarios method is based on empirical data, engaging those involved in a permanent review whose central variables are in working with the greatest possible number of environmental uncertainties detected. Even the strategy itself must be reviewed. And it is at this point where another of the great difficulties appears: the ability of the components to be informed and to make viable analyzes of that information. In the first place it is to select properly the sources of where the information of the relevant environment for the strategy will be obtained. One of the great failures of managers is to believe that this information can be found in the media to use: newspapers, radios, etc., with the risk of encountering information manipulated to different interests that contaminates the analysis of the environment. The good Director of Projects by Scenarios has to prepare a catalog of “reliable” sources from where to obtain information. Going directly to the information published on the websites of the organizations of our interest, maintaining an active social network of workers in those organizations, reading their blogs, conferences and analysis, attending quality conferences and conferences, is a sine qua condition non on the success of leadership.

4: The importance of Lateral Thinking: Discarding an education / tradition of thinking focused on a single point to develop multifocalized thinking, it is usually one of the most complex learning, but also, once acquired this training is one of the most satisfactory and hits produces.

From here, and once built these foundations, then it is time to apply the methodology by Scenarios, distinguishing two kinds of Scenarios with which we will work:

  • Those that are not within our reach, before which we must adapt our management.
  • Those within our reach, we must intervene in them so that they develop as favorably as possible to our interests.

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