The paradox of project control

Purpose – This paper aims to explore a case study example of the decision‐making process that occurs within complex organizations. It exposes a murky “zone” of decision making and action between the strategic vision set by senior management and the work of teams to realise projects. Design/methodology/approach – A case study from the experience of one of the authors is used to illustrate the activities in this “zone”. The lessons from the case study are supported by emerging project management and general management literature. The paper is exploratory in nature and the case study used provides a useful vehicle for reflection and sensemaking. Findings – The “zone” is metaphorically described as a highly complex and dynamic organism. Operating in the “zone” requires agility and an understanding of both the project and the organizational environment to cope with the demands of its chaotic nature. The paper's conclusions indicate that the traditional command‐and‐control management style is counter‐productive in today's organizations. Research limitations/implications – Key implications include the need for project managers and their teams to be politically astute and sensitive to the needs and pressures of a wide range of project stakeholders. A methodology and tool for visualising the influence of stakeholders can be of considerable use and a flexible style of decision making is necessary to manage within the inherent uncertainty, complexity and chaos found in projects and organizations like the one illustrated by the case study. Originality/value – Shows that a paradigm shift in management thinking is needed to succeed in managing projects and their teams within the turbulent environment of a modern matrix organization.