There’s a big thread of discussion going on in Project Management Institute on LinkedIn.com titled: “A project manager does not have to be a technical expert. What is your take on this?”
What this boils down to is: can a Project Manager be effective in an area that they do not have much, if any, knowledge of? I’ve stopped following this debate after the number of responses topped 600. My view is that yes the PM needs some domain knowledge to be able to manage risks, etc properly.
However, I’d like to take this question a step further and ask: how much do you need to know of Kabbalah to make use of it?
It’s a bit of a controversial question for a number of reasons. Partly because Kabbalah is a bit of a vague term that needs definition.
Rather than try to answer this question in a single BlogSpot posting, I’m going to take the Project Management approach and turn answering this question in to a project. This will be broken down in to the following areas:
- Examining the history of Kabbalah
- Exploring the different branches of Kabbalah
- A deeper look in to Practical Kabbalah
- Risk analysis of use of Practical Kabbalah with regards to initiate’s knowledge of Kabbalah