A critical evaluation of the management of change in an inter-cultural project

The purpose of this study is to critically evaluate the author's management of the EU funded Project SMART: "Strategic Measures to Achieve Reform Targets" as a Case Study. The purpose of SMART was to train Polish participants to develop eight subject syllabuses and examination papers and also a system to administer the new Polish A Level examination system. The study looks at the cultural, political, communication and social aspects of managing change in an inter-cultural context. The author had to manage, develop, maintain and implement novel solutions to complex problems and situations. These were fiscal, inter-personal as well as technical. In order to achieve successful outcomes and fully meet the objectives of the programme, it was necessary to understand the dynamics of working in an inter- cultural context. The hypothesis examined is that project managers in a multi- cultural context are more likely to be successful in implementing change if they recognise that the context in which the change is taking place is problematic and multi-dimensional and needs to be taken into account systematically by planned strategies. This is achieved by addressing the personal, social and work issues as opportunities to set clear objectives; to use appropriate methodologies, and to demonstrate publicly the successful achievement of various goals. In an international work based project, there is a fundamental requirement for the manager to recognise, understand and address the contextual issues of the work. This study shows that the manager is de facto action researcher who is learning continually about the methodologies which are best suited to continually changing conditions, imperatives and environment.