Browsing by Author "Usher, Greg"

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    Managing disruptions in complex projects: the antifragility hierarchy
    (European Academy of Management (EURAM), 2024-06-28) Usher, Greg; Cantarelli, Chantal C.; Davis, Kate; Pinto, Jeffrey K.; Turner, Neil
    Projects are prone to a variety of disruptions across their development cycle, requiring that effective organizations develop strategies for proactively recognizing disruption likelihood and swiftly responding to these events. This paper explores a hierarchy of responses to disruption, based on Taleb’s (2012) theory of antifragile system behavior. Following this reasoning, we suggest that when faced with project disruptions, organizations need to investigate the means to trigger a “convex” response that increases value through antifragile thinking. We propose an “antifragile hierarchy” in which four key responses to project disruption are demonstrated, with a range of strategies available for addressing these disruptions. This hierarchy offers a novel conceptualization of responses to project disruption events, suggesting that the options available to organizations facing disruptions range from fragile (the least effective) to antifragile (the most constructive). Finally, we offer a set of strategies for effectively responding to disruptions to promote antifragility in projects.
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    Managing sudden unexpected disruptions in complex projects: the antifragility hierarchy
    (Taylor and Francis, 2024-12-31) Usher, Greg; Cantarelli, Chantal C; Davis, Kate; Pinto, Jeffrey K; Turner, Neil
    Projects are prone to a variety of sudden unexpected disruptions across their development cycle, requiring that effective organizations develop strategies for proactively recognizing disruption likelihood and swiftly responding to these events. This paper explores a hierarchy of responses to disruption, based on Taleb’s theory of antifragile system behavior. Following this reasoning, we suggest that when faced with project disruptions, organizations need to investigate the means to trigger a ‘convex’ response that increases value through antifragile thinking. We propose an ‘antifragility hierarchy’ in which three key responses to project disruption are demonstrated, with a range of strategies available for addressing these disruptions. This hierarchy offers a novel conceptualization of responses to project disruption events, suggesting that the options available to organizations range from robust (the least effective) to antifragile (the most constructive). Finally, we offer a set of strategies for effectively responding to disruptions to promote antifragility in projects.