In this matrix you can see if the learned lessons consist of problems which are easy or difficult to prevent or solve, and of which the solution therefore lies inside or outside its own power. In addition, you can also read at what level the learned lesson needs to be addressed; within the project or at system level (the organization).
Explanation quadrants matrix
1. PICKING LOW-HANGING FRUIT
The problem is at project level and is relatively easy to solve and/or prevent. In practice, unfortunately, we often see this type of failure is unnecessarily common. The most common cause is lack of sharing practical knowledge with colleagues, which causes unnecessarily failing over and over again. Follow our practical tips in order to share your learned lessons and to apply them also for new projects.
2. EQUALIZATION OF COMPONENTS
The failure is at system level, but is relatively easy to solve. Usually this type of failure is due to a lack of communication between components within the same system. Communication between stakeholders before, during and at the end of a project (evaluation) is extra important. It usually is a matter of addressing the lack of knowledge at the right time and managing expectation.
3. COPE WITH UNEXPECTED EFFECTS
The failure is at project level and is relatively difficult to solve. Usually this type of failure is due to an unexpected effect or unexpected behavior of primary participants within the project (for example lack of motivation). Predicting effects and behavior in an innovative project is not always possible or even desirable. But certainly, where similar projects in the near future are concerned within the same context, it is useful to critically evaluate the possible effects and behaviors in advance. Are you prepared for different scenarios? And which components can be positively influenced on forehand.
4. CRACKING HARD NUTS
The failure is at system level and is relatively difficult to solve when adressing one single component. Usually this type of failure is a result of conflicting interests or mechanisms between components within the same systemic environment. Working on improvement of the system requires (a combination of) adjustments of financial incentives, laws and regulations and/or other systemic process innovations. Deployable tools include a multi-stakeholder approach and (political) influence and pressure.