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Taking the Irrational into Account

In: Managing Sensitive Projects

Author

Listed:
  • Olivier d’Herbemont
  • Bruno César

Abstract

To allow for the irrational is one of the most revealing aspects of the strategy of the lateral project. There has already been mention of some aspects of the management of sensitive projects which do not belong to logic. This was the case when the changes in behaviour of players under stress was examined or when group dynamic techniques in the mediation-revelation process were discussed. But experience shows that the most difficult concept for players to accept is the attempt to introduce them to a rationality different from their own. It is, however, one of the key points in the construction of the lateral project that mobilises energies effectively. To illustrate this difficulty, let’s start with an example.

Suggested Citation

  • Olivier d’Herbemont & Bruno César, 1998. "Taking the Irrational into Account," Palgrave Macmillan Books, in: Managing Sensitive Projects, chapter 9, pages 99-118, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-14842-4_9
    DOI: 10.1007/978-1-349-14842-4_9
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