Findings

I've written something about findings - I'm a tad excited about this (in a British sense - like I'm really excited but understating it). Findings has to be the last chapter, so now I can write all the proceeding chapters because now I know what I'm aiming at concluding with.

And it's not exciting. It's not at all exciting, because what I find is like everyone else has been saying for years, and all I've done is collect the information in this particular format and use this particular model that's my own, to model the same as everyone else.

And I bet when my supervisors read it, I'll be deflated again.

Friday's findings

Writing up what I should have written before going away to the AOM conference, and struggling to create a coherent paper that:

1. moves my research forward
2. I can send to my supervisors soon

I need to explain how the emerging behaviour arose from the pre-conditions, and how the emerging behaviour created value. And I can't remember what I thought two weeks ago. :(

Squaring the circle

I'm delighted to receive feedback from a research participant to whom I sent a case study write up. She hadn't seen something the way I had and welcomed my feedback, telling me what she could have done, things I hadn't thought through, and thus useful feedback, because I'll incorporate it.

One reason that research participant hadn't seen things that way was because she was the sole primary client, rather than sharing the client role on a project board, so she had no one to bounce ideas off. In another case study, where a contact client saw something one way, and the consultant who was the project manager saw things in a different way, the consultant was able to share his observations with others, and thus bounced ideas off a fellow consultant on the project board. He in turn worked with someone else on the project board to get done what had to be done.

Of course one of the things when you write up a case study is worrying that perhaps you'll show a research participant in a bad light, so I worry in that second case study that perhaps I'm showing the contact client as worrying too much about detail, but then I don't know that perhaps he was right and in fact the people on the project board didn't have enough information to make informed decisions. On the other hand, it is the job of project board members to have the vision, and the contact client's job was to know the detail, so there's no criticism of anyone.

Indeed, what I've got is the variety of perspectives that I set out to get. And the variety shows me that when some participants can't make the connections that afford engagement, engagement via two other connections can square the circle to get the job done.

Struggle

It's a struggle to write the cross case analysis. All I have are lists in tables, some categories and sub-categories. What does it all mean? What findings do I have? It's all common sense. So what?

Findings: how people work well

Good relationships add value. Business relationships where you work informally but in a business like fashion are helping projects to achieve their aims. How?

• People work together
• People agree their language.
  
• People perform.
• The right environment affords the right relationships.