Signs to dogma: a Heideggerian view of how artefacts distort the project world

Article

van der Hoorn, Bronte and Whitty, Stephen J.. 2015. "Signs to dogma: a Heideggerian view of how artefacts distort the project world." International Journal of Project Management. 33 (6), pp. 1206-1219. https://doi.org/10.1016/j.ijproman.2015.02.011
Article Title

Signs to dogma: a Heideggerian view of how artefacts distort the project world

ERA Journal ID3498
Article CategoryArticle
Authorsvan der Hoorn, Bronte (Author) and Whitty, Stephen J. (Author)
Journal TitleInternational Journal of Project Management
Journal Citation33 (6), pp. 1206-1219
Number of Pages14
Year2015
PublisherElsevier
Place of PublicationKidlington, OX. United Kingdom
ISSN0263-7863
1873-4634
Digital Object Identifier (DOI)https://doi.org/10.1016/j.ijproman.2015.02.011
Abstract

There are a variety of artefacts that are commonly associated with projects and their management. This article uses the Heideggerian concept of signs to disclose the elements of the 'lived experience' of project work that are veiled or distorted by these artefacts. The exploration also identifies the elements of the dominant thinking of project management (dogma) that are referred to by these artefacts. The reason for this veiling and distortion is discussed with reference to the linguistics concept of veiled intention. A key implication of these findings is that effort is being expended on these artefacts which reinforce thinking that is not aligned with the 'lived experience' of projects. It also indicates the relationship of the dominant project management dogma to the discipline's artefacts.

KeywordsHeidegger; managing projects; project management artefacts; theory of research into project management
ANZSRC Field of Research 2020350709. Organisation and management theory
330202. Building construction management and project planning
350503. Human resources management
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Byline AffiliationsSchool of Management and Enterprise
Institution of OriginUniversity of Southern Queensland
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