Let’s now provide some further details to the different management approaches of control and interaction.

The table below is taken from Hertogh & Westerveld (2010, pg 291, Table 8.3) and compares the different strategies of control and interaction. Please note that it does not mean that one of the approaches would be better than the other, the “best” approach really depends on the context the project is performed in.

While reading through the table, ask yourself how its content compares to the typical elements of traditional management. Do you recognize (elements of) both strategies in your daily practice?

Strategy	Control	Interaction
1 Problem	Unambiguous and fixed problem.	Ambiguous perceptions of the problem.
2 Goal	Fixed goal, determines direction and course.	Goal is related to players and is likely to change. Fixed goals block creativity.
3 Focus of management	Optimizing content (schedule, costs, quality).	Satisfying needs
4 Structure	Unraveling makes sub-solutions possible (break down structures). From a selection of alternatives, one best alternative is chosen.	Broadening and linking of needs leads to new opportunities. Variation of strategies (e.g. scenarios) leads to the ability to respond adequately to changes.
5 Information	Objective, robust and analyzable.	Subjective, player related and negotiable.
6 Schedule	Linear. Start with agreements on the content.	Iterative. Start with process agreements.
7 Decision making	Decision assures result and determines new phase.	Decision is related to a specific moment (in time). Durability depends on forthcoming interactions.
8 Relationship	Hierarchy, formal.	Network, informal.
9 Environment	Stable, independent players.	Volatile, a network of interdependent players.
10 Complexity	Threat.	Opportunity.