Principled success: Eco‐feminism and systems thinking come together for better project outcomes

Abstract

Purpose

The purpose of this paper is to report on the product of a ten year study, the PhD thesis, “Feminist Systems Thinking: Principles and Practice”, conferred in April, 2012 by the University of Queensland, which contains a set of five practical principles, to assist in policy directions for enhanced community development and project management.

Design/methodology/approach

This research adapted Constructivist Grounded Theory to complete Part A, a theoretical imbrication of Cultural Ecofeminism and Critical Systems Thinking. Part B of the thesis is a set of four applied case studies utilising participatory action research.

Findings

The findings of Part A of this work established a meta‐theoretical framework in the form of five practical principles to guide project managers at various stages and scales of their work. Part B's evaluation of these principles found that the principles can make practitioners' work clearer, identify gaps to address the multiplicity of often overlapping social concerns, and flag implications for future research and practice.

Research limitations/implications

Embedding the principles in practice can help managers plan, guide and evaluate community development interventions. Further research to establish the principles in a wider number of settings would be advantageous.

Social implications

Embedding the principles draws in the voices of those on the margins of any project, helping to avoid superficial consultations and oversight of all (human and non‐human inhabitants) affected.

Originality/value

This work is entirely original. There is no known imbrication of the epistemologies selected for this study. In the recent examination of the thesis, the work was commended for its innovative methodological approach and original contribution to knowledge.

Citation

Stephens, A. (2013), "Principled success: Eco‐feminism and systems thinking come together for better project outcomes", International Journal of Managing Projects in Business, Vol. 6 No. 1, pp. 199-209. https://doi.org/10.1108/17538371311291099