# Special Projects By:: [[Ross Jackson]] 2023-05-25 One can learn a great deal about organizations by observing how they respond to atypical work. Routine work is handled within the official structure of the organization. Atypical work comes unexpectedly and calls for a response that is outside the norm. When they arise organizationally, atypical work often becomes a “special project.” The special project is outside and in addition to one’s daily routine. So, how are special projects addressed? One approach is “stop everything else.” Under this approach, people assigned to work on the special project get together and work on the project, and nothing else, until the issue is resolved. This could entail working late nights and weekends. Literally, the team’s focus is on the resolution of the problem and nothing else. Another approach is the “special committee.” Under this approach, a committee is formed to meet and discuss the special project. The committee might meet weekly or monthly to discuss the project. Some amount of attention is given to the topic, but much of the work routine is maintained. The last approach is “give it to this person.” Under this approach, the special project is simply assigned to an individual. That person is working on the special project much like one would work on any assignment. In fact, the individual might not be clear about what makes this assignment “special.” How an organization responds suggests something as to their assessment of the degree of importance of the issue. If the organization stops everything and focuses attention on the issue, it is likely a crisis. If the organization forms a committee to assess the issue, it is likely a concern. If the organization assigns it to an individual to work, it is likely commonplace. There are a range of special projects; some are more special than others. Organizational responses reveal organizational assumptions. #### Related Items [[Project Management]] [[Organization]] [[Business]] [[Work]] [[Structure]] [[Action]] [[Routine]]