Culture plays a pivotal role in project management, influencing how teams collaborate, communicate, and deliver on objectives. It shapes the working environment and has a direct impact on decision-making processes, team morale, and the overall success of a project. In order to effectively manage projects, it is essential to consider the cultural context within which a team operates.
A few weeks ago, our Co-Founder was invited to host a panel at the UK Construction Week conference in Birmingham. Observing the culture of the businesses exhibiting, it was fascinating to see how behaviours shifted depending on whether leaders were present at their stands.
One stand, in particular, caught our attention. When the leader of the team was present, the stand was immaculate, quiet, and exuded a sense of formality. However, as soon as the leader stepped away, the atmosphere transformed. The staff began laughing, joking, and engaging with visitors in a more relaxed, yet still professional, manner. Like moths to a flame, this more lively energy attracted more foot traffic, and the stand became significantly busier than its competitors. However, when the leader returned, the atmosphere reverted to its original, more sombre and formal tone.
We see this so often with our clients, because it is our job to help clients see the reality of the situation they find themselves in. Think about this example: how does this dynamic manifest back in the organisation? Is there a similar shift in behaviour when leadership is around versus when they aren’t whilst problems are being solved? What does this say about the underlying culture of the business?
Waterfall or Agile Culture
At the same exhibition, during a discussion, the conversation shifted from waterfall project management to agile, exploring whether either, or both approaches were beneficial to organisations. It was an interesting debate, but it quickly became clear that the large construction company in question hadn’t fully considered why they were selecting a particular methodology. They had simply decided they needed to modernise their, in their view, outdated project management techniques – despite these methods having been incredibly successful in the past.
One critical factor they hadn’t considered was the culture of their organisation or of the project team. They had never considered this to be a factor, or as it transpired, the root cause of why their project delivery was starting to falter. So, what happened, and what can we learn from this?
Project Management Culture
There are numerous tools and techniques to deliver projects. Forbes (2024) provides a great high-level overview here but even the most experienced project leads so often forget the most important element of project delivery – the culture of an organisation or the project team.
The culture of an organisation provides the foundation for how projects are managed. Core values, beliefs, and priorities within the organisation influence everything from project objectives to communication styles and risk tolerance. Think Organisation have worked with hierarchical cultures, where decision-making tends to be top-down, with leaders holding most of the authority. Often decision-making rests in a couple of lead roles, while flatter organisational structures encourage a more participative approach. At times these organisations are smaller, or newer, where team members are empowered to contribute to decisions. Other times they are more matrix-like, however understanding this dynamic is crucial to navigating project leadership successfully.
Cultural norms also play a significant role in shaping team dynamics.
People Dynamics in Projects
Some organisations prioritise collaboration, which results in a greater emphasis on teamwork and open communication. This can be at a deep level, where difficult issues are raised and addressed safely, openly and collectively. Or a more surface level, where people collaborate on the easy stuff, overlooking the more challenging conversations and discussions. The opposite to this, are more individualistic cultures where there is a higher value placed on personal accountability and independent problem-solving. Additionally, different cultures approach conflict resolution in various ways. New starters can often find joining a new culture difficult if it differs from what they have previously experienced.
Project leaders often focus on encouraging open discussions to resolve disputes, while others may prefer indirect methods to avoid confrontation. The alignment can often underpin the project success. In addition, leadership styles must also adapt to the cultural context of the team. A directive management approach might be effective in cultures where authority is respected and structure is preferred. Yet, a more inclusive and participative style may work better in cultures that value collective input and shared responsibility.
For project managers working with global or diverse teams, cultural sensitivity is critical to maintaining team cohesion and avoiding potential misunderstandings.
Leadership styles must also adapt to the cultural context of the team. A directive management approach might be effective in cultures where authority is respected and structure is preferred, whilst a more inclusive, participative style may work better in cultures that value collective input and shared responsibility.
Risk & Change Culture
Culture also affects how organisations perceive and manage risks. In some environments, innovation and bold decision-making are encouraged, allowing teams to embrace risk and drive forward with new ideas. In contrast, more risk-averse cultures may require extensive analysis and cautious planning before taking action. The project manager’s ability to recognise these cultural tendencies will influence their approach to risk management and problem-solving, ensuring that strategies are aligned with the team’s preferences.
Change management is another area where cultural considerations are key. Organisational culture greatly influences how teams respond to change. In flexible, innovation-driven cultures, change initiatives may be embraced more readily, while more traditional or rigid environments can be resistant to new ways of working. Aligning change programmes with the organisation’s core values can help smooth the process, particularly if those values place importance on employee well-being and/or inclusivity.
Ultimately, cultural alignment has a profound effect on project outcomes. Ignoring cultural factors can lead to misunderstandings, miscommunications, and delays, all of which can jeopardise the success of a project. Conversely, when cultural elements are integrated into the management process, teams are more likely to work harmoniously and deliver high-quality results within set timeframes.
Incorporating culture into project management is not only about recognising and accommodating differences, but also about leveraging the strengths that diversity brings. By fostering an environment where cultural considerations are at the forefront, project managers can create more cohesive, productive, and engaged teams, ultimately driving project success which creates business success.
