Term Paper on "Building of Memory Managing Creativity Through Action"

Term Paper 3 pages (978 words) Sources: 0

[EXCERPT] . . . .

3. Assess the criticality of the timing of communication in the success of the Yad Vashem memorial site project. Support the response with three (3) specific examples.

The timing of communication was critical to the success of the project. For example, Kornfield left the curators "enough time to make decisions right up until close to casting time of the various concrete elements." This means that the timing of the curators' decisions was fairly precise with respect to avoiding construction delays. At another point, Kornfield needed to have construction problems identified during the pre-qualification process in the search for a contractor. This was necessary because the contractor hired would need to be able to work through these problems -- it was necessary to test the contractor before they were hired. In another instance, many changes to the design needed to be approved by the architect before any serious construction could begin. Communication was essential here just to get the project started, and this was complex communication focused on conflict resolution, emotions and highly-technical issues.

4. Assume that two (2) key members of the team were replaced during the executing phase of the Yad Vashem memorial site project due to family crises. Discern actions Shimon Kornfield could take in order to establish trust and gain credibility with the remaining project participants.

There are several things that Kornfield can do to establish trust with the new team members and the existing team. The first is to make an appeal to credentials. The new people are undoubtedly highly qualified in their fields, and presumably they are equally qualified to work on Yad Vashem. The first step therefore is to ensure that the other members of the team are well aware of their credibility. Once the technical credibility of the new team members is established, the next step is to build rapport with the established team members. This likely involves some sort of social event -- a business lunch meeting without a specific agenda is a good idea. People tend to work together better when they have some social bonds, and it is necessary to speed up such interactions so that the new team members are able to contribute to their fullest.

Key here is that the new team members need to be as driven and dedicated to the project as the existing team members. It has been established that everybody shares a common vision, and therefore it is critical that the new team members buy into that vision immediately, but there is another factor. The existing people have invested their time, energy and money into this project. They may feel that this entitles them to greater say than the newcomers. This view is not necessarily a positive one, because it puts the newcomers at odds with the older team members. Careful monitoring of such things will be required of the project manager to ensure that the new people… READ MORE

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