As we kick off the new year, many new projects are about to kick off, which got me thinking about the interplay between Change Management, Behavioral Economics, Project Management, Creative Problem Solving, and Group Dynamics. How can we re-think and improve the way a new project starts? When starting a new project, bringing together a diverse team of individuals from various business units is essential. It can also lead to multiple biases and group dynamics impacting the project’s success. One way to address this challenge is by leveraging the CPS (Creative Problem Solving) model. The ‘problem’ isn’t the goal of the project. The problem is how we bring together a bunch of people, many working on more than this project, to reach the project’s objective.

We can use the CPS model, a structured approach to problem-solving that guides teams through clarifying the problem, generating ideas, developing solutions, and implementing them. Managers can use this model to foster a more creative and collaborative approach to project kick-off, leading to more innovative and effective solutions for their projects. We can learn from all the work done in creative problem solving and use their model to help us launch our project successfully. In the context of a new technical project, our concern is how we will work together? How do we know what each other is working on, and they know what we are working on?

The CPS (Creative Problem Solving) model can impact a project kick-off meeting in several ways:

1. Clarify: It can help to clearly define the problem or opportunity that the project is addressing, ensuring that everyone is on the same page and has a shared understanding of what needs to be accomplished.
2. Ideate: It can encourage the team to generate a wide range of ideas for solving the problem or addressing the opportunity, leading to a more diverse set of potential solutions.
3. Develop: It can help the team to evaluate and refine the ideas generated in the ideation phase, leading to a more robust and feasible solution.
4. Implement: It can provide a structure for planning and executing the project, ensuring that all necessary steps are taken and that the solution is implemented promptly and effectively.

Overall, using the CPS model can foster a more creative and collaborative approach to problem-solving, leading to more innovative and effective solutions for the project.

We should also be aware of behavioral economics concepts such as the framing effect, anchoring bias, time discounting, and herding, which can come into play during a project kick-off.

1. Framing effect: The way information is presented to the team (i.e., the “frame”) can influence how they perceive and make decisions about the project. For example, if the project is framed as a cost-saving measure, team members may focus more on reducing expenses. In contrast, if it is stated as an opportunity for growth, they may focus more on increasing revenue.
2. Anchoring bias: Team members may be influenced by initial information or estimates about the project, which can bias their subsequent judgments and decisions. For example, if an initial assessment of project costs is high, team members may be less likely to consider lower-cost options.
3. Time discounting: Team members may be more focused on short-term goals and less on long-term benefits, which can impact the project’s overall success.
4. Herding: Team members may be influenced by the opinions and decisions of others, leading to a lack of diversity in decision-making and problem-solving.

These behavioral economics concepts also relate to forming, storming, and norming group dynamics. In the context of project teams coming together to work on a new initiative, the group dynamics, as defined by Tuckman's four stages: forming, storming, norming, and performing comes into play. Is this a new project for a group that has been working together for a long time, or is this an entirely new group?

1. Forming: During the forming stage, team members are getting to know each other and establish a sense of purpose. They are excited about the project and eager to get started. This stage is characterized by a high level of optimism but also some uncertainty and ambiguity.
2. Storming: During the storming stage, team members begin to express their opinions and ideas, which can lead to conflicts and disagreements. This stage is characterized by a high level of tension and a low level of trust.
3. Norming: During the norming stage, team members start to work together more effectively and establish a sense of cohesion. They begin to develop a shared vision and a sense of trust. This stage is characterized by a high level of cooperation and a low level of tension.
4. Performing: During the performing stage, the team is fully functional and working together to achieve their objectives. They have a common goal and a clear understanding of their roles and responsibilities. This stage is characterized by a high level of productivity and a low level of conflict.

It’s important to remember that not all teams go through these stages linearly and some groups may not reach the performing stage. The manager should be aware of these stages and be prepared to address any issues that arise in each stage. By understanding the group dynamics, the manager can mitigate any conflicts or obstacles that may arise and help the team work together more effectively.

There are excellent resources to learn more about these concepts. Here is a list of the resources that I find exciting and that helped me learn.