How Power Influences Behaviour in Projects

Large projects often late or over budget, and while there are many reasons, power is one. This thesis argues that those in power can make poor decisions and set up structures to influence the behaviour of project managers charged with implementing those decisions. Some project managers are inclined to comply despite feeling uncomfortable with those poor decisions, so establishing social norms that puts pressure on others who would resist. Resistance is vital if poor decision making by those in power is to be contained, and project performance improved as a result.