This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
Friday, March 19, 2004
I'm a Focalizer -- That's a word I've come across this week that resonated nicely for me. Chris Corrigan cites an interesting paper by one Frank Smits...
"...in order for Facilitators to participate, as a listener, a 'neutral' narrator or focaliser, they need to be able to understand the language, power relationships, semiotics, etc. in the group of people. In other words, they need to be 'external insiders'. As the name suggests this is a very paradoxical role. By somehow becoming an 'insider' there is potentially an element of 'risk' for the Facilitator with the outcome (emergent action). A delicate balance."
"...focaliser...", or as we write on the left side of the Atlantic, "focalizer."
Cool word. Cooler description of something that I strive to be/do. Aurally related to "vocalize," it leads me to think about reportage or story-telling (the larger subject of Smits' paper). And with it's clear relationship to "focus"...
Focalize 1. To adjust or come to a focus.
2. To bring or be brought to a focus; sharpen.
3. To concentrate or be concentrated; localize.
(From Bartleby.com)
...there's a clear connection to the name of my consultancy, as well as to the need to gather, interpret, and communicate pertinent information that allows one to focus, focus, focus on what's important in a project, an organization, or a life.
Managers in general, but Project Managers in particular need to be focalizers. The need to be those objective "external insiders." They need to be able to bring the key issues of the day into focus for appropriate action. They also need to focus the deliverables of the efforts of their projects on what matters to the customer and to the larger organization. But that said, in order to "focalize" effectively, they need to be aware of their external responsibilities as well, and stand outside of their effort to be aware of the larger story of the organization that owns the project. Only then will they know when and where to focus and only then will they avoid too sharp a focus that might threaten the larger goals of the organization itself.
More paradox. In order to focus and concentrate one's attention, one must know the surroundings of the target. I've often described my specialization as being a generalist. I hope that allows me to see the big picture and focalize others to what is important.
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