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Making it *happen*

I came across an interesting article which contains an interesting concept, which shows the difference between those who make it happen and those who make it work, which I will now expand upon in view of collaborative projects.

Who makes it happen?

Generally, people who are capable of raising a lot of buzz around a project have fame and reputation and/or credibility as experts and/or far reaching sphere of influence and/or trust gained from a large following or audience.

The project gathers momentum and instant visibility. It takes a life of its own, it exists. It is real.

Who makes it work?

Generally, people who are capable of raising processes and feasibility arguments and/or are knowledgeable at fleshing out an intangible idea into a realistic structure and/or are experts at analyzing and dissecting problematic areas and/or are capable of building specific parts and/or are double-checking contributions, deliverables and double-checking again and/or are striving with their team members towards the project launch.

The project through their capabilities gains viability. They make it a reality.

The ideal scenario is to have both make it happen and make it work people working together as a group.

What binds them is their before knowledge of forming a tight knitted team (all involved have a role), behaving like a team (interdependency + solidarity), active feedback (seeking + listening), implementing and tweaking constructively (latitude + trust) as project evolves, and finally, sharing this priority: to deliver on time the project.

Having only make it happen people, whose focus is set on public enthusiasm and reception to initial idea, may be risky since they can fall prey to external pressures. Worst, they may even settle for a compromised, chunky and less than optimal project.

They are more concerned by *delivery* at all costs.

On the other hand, people who make it work may actually prove to be more effective because... well... their motivation is to make it work... perfectly! This may lead to a longer lapse in delivery because they might challenge the initial make it happen deadline.

In the long run, what needs to be delivered will work.

The make it happen is nothing without the make it work; whereas the make it work is valid on its own.

Therefore, seeking a more balanced act between external expectations (public) and internal pressures (problem-solving) is of the essence.


A fool's paradise for CEOs by Michael Thomas - - July 23/02.

It's not just the numbers that don't add up for today's corporations.

The products they sell are usually broken, too.

-> next:, guess what???


Editorials by Carole Guevin


Essays — ethics — business of design — brain bytes — digital creative culture.

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