Introduction: This Root Tree emerges frommake your project succeed.and contains all the elements. It comes into play when there are severe practical impediments in a project, often with disbelief or opposition by others. This leads to doubt about whether you can
posted frameworks. Achievement is difficult for a myriad of reasons, and all projects have set-backs and unexpected difficulties. Most require some revision and adaptation to get around obstacles. Many of your projects will succeed; but some fail, even important ones that become intensely involving and personally significant.- contains the principles governing effective decision-making and achievement—see
It is then often sensible to give up and try something else: especially when everyone around is critical and confirms your doubts about the chances of success.
However, there are times when you believe the project can and should succeed, even though others do not recognize its value and/or are sceptical about implementation. You are then alone and the odds are against you.
The only hope for making the project succeed against all the odds is to refuse to give up and operate in a way revealed by the framework comprised solely of PH-L2 elements which offer certainty (as explained below).
With this certainty, you can and must take on the role of project leader.
Example: Turn-around specialists need to apply this framework when entering a failed enterprise. A recent example was Steve Jobs return to Apple. It is also activated by those embarking on revolutionary enterprises and the development of disruptive technologies. It is, however, equally applicable to any personal project that has merit but is unconventional or misunderstood. Read the story of how Henry Ford produced his first successful car, the Model A, in Mastery by R. Greene (2012).
More on Life's Necessity: Producing Achievements.
Everyone has substantial endeavours that I call «projects». The overall taxonomic framework for pursuing any project is covered by the framework of endeavour.
If your most important project runs into trouble then you will be unwilling to abandon your project if you deeply believe that you have a good idea. It may be a revolutionary notion: like addressing a new market, or developing a radical scientific hypothesis—and then social opposition and misunderstanding by colleagues is only to be expected. If it is likely you are right, then it is perfectly reasonable to want to push on and ignore well-meaning advice to the contrary. However, you must also believe that you have the know-how to implement your project.
If you do refuse to give up against all the odds, then you need to supplement the usual frameworks for endeavour and achievement, with a framework comprised solely of PH-L2 elements. That alone can give your various efforts the necessary certainty, as explained below.
It is hard to maintain confidence when a project is not making headway and everyone is critical, doubtful, and abandoning it. Without an inner certainty, you will hesitate, your enthusiasm will fluctuate, drive will be lacking, commitment will fail, others will not follow—and then you will certainly never succeed.
Investigations into the Root Projection to Primary Hierarchies suggest that PH-L2 elements (within their ) are constructed under a psychosocial pressure for certainty (probably with a distinct neurophysiological underpinning).
The Tree framework constituted solely out of PH-L2 elements can therefore be expected to be dedicated to the provision of certainty. Being a Root Tree, each level will also retain its usual psychosocial pressures.
Note: The process here assumes that you possess or can access or discover necessary relevant knowledge and can willingly apply genuine know-how i.e. there is a strong link to.
Consideration of the other psychosocial pressures reveals them to be unsatisfactory or insufficient as the principal general drive. Selflessness is not the solution to your failed project: it might have been the cause. Autonomy is not appropriate because projects involve others extensively. Understanding alone is too abstract. Well-being is almost irrelevant: making the project succeed might nearly kill you. Acceptability misses the point. Performance pressures are always important, but giving performance pre-eminence does not deal with social opposition, doubt or failure.
This list is taken directly from analysis of the Root Projection. Further information about the specific items is available via the links.
Summary Only: This is an abbreviated overview of the Tree with a focus on the the next topic. Understanding the various elements is assumed. For more details within the Architecture Room, review the relevant part of the Root Projection section.. A fuller account is provided in
The heart of the framework and the source of your project's eventual success lies in. But this requires , because others need to share in those beliefs to ensure success. It is almost a truism that you must in yourself, in your project, in your ideas, and in what should be done. But this comes to the fore if you want to succeed with a tough project that has gone wrong or lost support. However, unless you feel good about it, will not take you far. To ensure your are grounded and useful, they need feeds from other Centres.
Feeding into renewal of the endeavour-proper.from above are the 5 Centres that enable
Once you realize that there is a breakdown, you have to take things in hand: the project, yourself, and the situation. This involves paying much closer and totally dispassionate attention to challenges to your ., those unambiguous messages that may come from anywhere. These commonly serve as
focus the usually uncomfortable, that you impose on . These show and ensure that you become committed. also release you to require that will get you support., favorable or undesired, should lead to your making regardless of what others think. should
What usually does not change are the realistic. Given the past severe difficulties or failure, you must also to ensure your beliefs can get acceptance.of the project, but you must them well to all concerned. You must also investigate so that your beliefs are
Feeding into recovery of the project.from below are the 3 Centres that enable
The encouragment for you and others to ; while the outcomes you help your views become credible.(i.e. ) that you provide the extra
Relying on energize your and foster pursuit of the endeavour-proper.of how things will go and the likely benefits gives the project an inner vitality. Leaders in turnarounds invariably develop a powerful vision. So you, too, must visualize many aspects of the project and the essential roles that you and others will play in it. These
Bypassing Renewal with Recovery. There are two levels essential for the success of any project: and . The channels between these provide validation and justification for your efforts.to connect
Final Common Path: Tangible progress is the ultimate source of certainty. Action must be simultaneously part of endeavours-proper in order to ground the whole process. If you activate confirms the being used, and indirectly your ., you should be able to produce pre-determined results in a way that
See how the framework may be used and misused.
Last Updated: 24-Mar-2014. Last amended: 22-Jan-2015.