During the last twenty years I have developed and perfected methods for problem solving and creating executive power in working conferences. I use sociocratic project management to optimize the collaboration within project teams and to maximize the collaboration of project teams with stakeholders and actors.
My research shows that project teams generally complain their own collaboration to be the most important fail factor for project success. Second in place is the collaboration with the immediate surrounding stakeholders. By inviting stakeholders to the working conference, more problem solving capacity is potentially created. With sociocratic project management I can harvest that potential. Examples of these working conferences are plenty. Up to 128 persons were managed during one conference. Up to now there is no limit to the number of participants during a working conference.
My research shows that project teams generally complain their own collaboration to be the most important fail factor for project success. Second in place is the collaboration with the immediate surrounding stakeholders. By inviting stakeholders to the working conference, more problem solving capacity is potentially created. With sociocratic project management I can harvest that potential. Examples of these working conferences are plenty. Up to 128 persons were managed during one conference. Up to now there is no limit to the number of participants during a working conference.
