ABSTRACT
Managers have a powerful propensity to turn their backs on the problem-solving process, shut down their attention and wait for the finish. They feel that they have come so far that their plan will just happen, unleashing a whole stream of concurrent flows of activity which will carry them to the target. The greatest danger of project-planning technique is the implicit assumption that as time passes, work is being done. To plan is insufficient. Managers have to live the message of the implementation. Those involved in the implementation may understand the plan and their part in it, but will look to the leader of the implementation for behavioural cues that will give a keener impression of how serious and committed he or she is. Once managers become aware that behaviour is the message and words are secondary, they need to be able to reinforce the message by giving feedback in a competent way without demotivating the subject of that feedback.
