How to Influence Beyond Impact. A Single, Simple, Significant Difference between Project Planning and Game Planning
Game Planning is a promising discipline to master. It differs from project planning like the day differs from the night. Although, one cannot exist without the other. They complement each other more that they contradict.
Chances are that you’ve not heard of Game Planning before. Still you should. Modern types of organizations cannot flourish without you performing it. To change this, I start a series of blogs to discover the differences between Project Planning and Game Planning with a special focus on applying Polarism.
In each blog post I will deal with one difference and occasionally with a similarity too. At the moment I do not know how many posts this exploration will take. Already I foresee a few of them. I continue with this series when it remains of interest to you. Let me know by responding to this post.
During the series, I expect you’ll gain more understanding about Game Planning and how it is of use to you.
The Single, Simple, Significant Difference between Project Planning and Game Planning
So, let’s start with the foremost difference of all differences.
Applied on the domain of organizations:
Project planning is about Enterprise Engineering
Game Planning is about Enterprise Emergence
First, see how Enterprise Engineering and Enterprise Emergence contradict
With enterprise engineering you create your systems and organization according your ideas. You use project planning to transfer these ideas into your systems and organization. These can be new systems as well as existing systems.
With enterprise emergence your systems and organization self-create. Self-creation does not need planning. It just happens. It happens despite your intentions or not. The undercurrents of creation in your organization are responsible for that.
The undercurrents of creation may conflict or, oppositely, may harmonize, with the currents of creation you instigate with your project plans. It is a separate force in your organization.
In principle, you do not have to do anything for enterprise emergence to happen. Moreover, enterprise emergence may mean growth to your business just as easy as it can make your business diminish, depending on circumstances set.
In principle, enterprise engineering requires lots of efforts. You explicitly want to intervene in the course of creation of your systems and organization for purpose of some kind of improvement, like to redirect the course of your business from diminish to growth.
With your project plans you enforce your practice of engineering. Often, you “fight” against what’s emerging.
Second, how do Project Planning and Game Planning complement?
You don’t not want to have uncontrolled effects in the creation of your organization. But, you do not want to control everything either. Over-control is just as cumbersome as having no control at all.
Often laissez-faire, or letting-go, is the right thing to let happen.
You want to let your business grow. But, you do not want it diminish.
How to intervene in Enterprise Emergence?
Here a modern practice comes in.
With Game Planning you become able to Engineer for Enterprise Emergence.
This does not mean that with Game Planning you can foresee exact outcomes like you are used to with Project Planning. Quite the opposite, but that’s something to be explored upon in a next post.
Where can you find my posts about this series?
On LinkedIn I’ll post the articles of this series that are more suitable for a wider audience. Connect with me on LinkedIn when you want to be informed.
Your understanding of Enterprise Emergence is dependent of your understanding of the Enterprise Polarism Discipline. That’s why my blog is called this way. Just, find out here.
And when you want to jump the queue on what you can expect in some of the blogs you can download the report “Seven Myths Companies Should Break Through When Searching for Organizational Progress”. Click here to download this report FOR FREE.
Proceed in good fortune