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This is one of many excellent presentations given over the last three years of the eVa in the UK series. They can also be found in the archive at: http://evaintheuk.org/archive along with back-copy video footage in http://evaintheuk/pmchannel EVA19, the long established Earned Value conference, has this year described its theme as looking at a project management ‘ABC’ – Agile, Benefits and Complex. The four day event, which returns to the Armourers Hall, runs from the 19th to 22nd of May with the flagship conference being held on 20th and 21st May and workshops before and after. The conference will look at how this ‘ABC’ can be made to work within a portfolio and how agile fits into major and minor projects. It will investigate how to manage the relationship between portfolio benefits and project budgets, and whether complex projects even exist. Conference organiser and APM chairman, Steve Wake says: “Currently there is little evidence that this ‘ABC’ is being effectively deployed and managed. This conference aims to address that concern through EVA’s trademark blend of learning and professional development. Case studies and unusual presentations, delivered by top-notch speakers and experienced practitioners, will again engage and entertain the audience. We’ve used string quartets to illustrate points in the past and this year we will be using a Blues band for the first time.” Speakers across the two days include many familiar faces from the APM events programme including; Adrian Pyne of the APM ProgM SIG ‘Changing the project wasteland with a portfolio culture that works,’ APM Honorary Fellow Tim Banfield Director at the Major Projects Authority and Stephen Jones, Sellafield and Planning Monitoring and Control Specific Interest Group (PMC SIG) and Carolyn Limbert of the APM PMC SIG to talk about agile, benefits and complex. Peter Taylor, the Lazy Project Manager will be presenting on “The project manager who smiled” and the ever popular Stephen Carver will present the leadership lessons that can be learnt from Alfred the Great. In addition, there will be speakers from AIRBUS, TfL, Bloodhound, Heathrow T2 and London Tideway Tunnels. The conference will be supplemented by a number of workshops being held at the Chartered Institute of Arbitrators, Bloomsbury Square on Monday 19th and Thursday 22nd May 2014. 'eVa in the UK' http://evaintheuk.org is building a reputation, brand and a learning legacy for the Project Management Profession. The event series is now in its nineteenth year. It is almost as if it all kicked-off when Steve Wake was in short trousers and knights roamed the land on their chargers! #eva19 is an excellent example of Listening, Learning and Leading #apmLLL in action, and great opportunity for professional development. I would encourage anyone who is interested in 'Building a better Project Manager,' to take a look at the web site, and book your place and get involved.
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People and ProjectsPeople and Projects
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EVA 16 Conference 2011EVA 16 Conference 2011
Making Sense of Something....
Standish FindingsStandish Findings
..................Of the Project Environment..Of the Project Environment..
Time to MarketTime to MarketEmergent TechnologiesEmergent TechnologiesStandardsStandards
Team PressureTeam PressureInterInter--Team NetworksTeam NetworksInterpersonal/Skills Interpersonal/Skills CommunicationCommunication
BudgetBudgetTimeTimeQualityQuality
Professional BoundariesProfessional BoundariesPersonal Skill Personal Skill Stake holdersStake holdersPoliticsPoliticsRoleRole
Benton 2006
Projects: Conflict Costs Projects: Conflict Costs 30% of Manager30% of Manager’’s times time
For every For every ££60,000 a year 60,000 a year ££18,000 is spent on 18,000 is spent on conflict managementconflict management
Criteria of success: On Budget, of Cost and Criteria of success: On Budget, of Cost and expected functionality.expected functionality.
Source: Academy of Management Journal Source: Academy of Management Journal
Making Sense of Something....
The Effects of Failed The Effects of Failed ResolutionResolution
FirstFirst--Order Effects (quantifiable)Order Effects (quantifiable)Replacement costs, including Replacement costs, including termination costs, recruitmenttermination costs, recruitmentSecondSecond--Order Effects (harder to Order Effects (harder to quantify)quantify)Increased supervision or management Increased supervision or management activitiesactivitiesThirdThird--Order Effects (impossible to truly Order Effects (impossible to truly quantify)quantify)PassivePassive--aggressive behaviours aggressive behaviours
Passive- Aggressive Conflict
• Withholding information• Judgemental• Opting out• Authoritarian decision making• Personalises• Competitive • Dogmatic
Project Environment:Project Environment:
Project delays Project delays Missed opportunitiesMissed opportunitiesConfused communication Confused communication Inconsistent informationInconsistent informationTeams fail Teams fail Difficult to retain Difficult to retain ‘‘goodgood’’ people/maintain people/maintain good relationshipgood relationship
Psychological Environment Psychological Environment
Conflict is: RiskyConflict is: Risky
Anxiety provokingAnxiety provokingInhibits Information processingInhibits Information processingInfluenced by: Physical Habitual dimension e.g. Influenced by: Physical Habitual dimension e.g.
FightFight……OROR…….Flight.FlightCognitive Habitual tendencyCognitive Habitual tendencyAvoidanceAvoidance……!.!.……oror…………!!…………ConfrontationConfrontation
Ways to respondWays to respond……. .
Natural Reactions to ConflictNatural Reactions to Conflict
píêáâáåÖ=Ä~ÅâpíêáâáåÖ=Ä~Åâ -- leads to escalationleads to escalation-- damages relationshipdamages relationship
dáîáåÖ=áådáîáåÖ=áå -- results in poor outcomeresults in poor outcome-- rewards bad behaviourrewards bad behaviour
_êÉ~âáåÖ=çÑÑ=_êÉ~âáåÖ=çÑÑ=-- can be beneficialcan be beneficial-- often hasty & regrettedoften hasty & regretted
......The Conflict Environment......The Conflict EnvironmentCognitiveCognitiveEmotionalEmotionalStagesStagesStylesStylesPersonalitiesPersonalities
Potential Cognitive BiasesPotential Cognitive Biases
SelectivitySelectivity
AnchoringAnchoring
ConfirmatoryConfirmatory
Cognitive ResponsesCognitive Responses
Highly selectiveHighly selectiveHabitual responses (e.g. based upon the evolving Habitual responses (e.g. based upon the evolving relationship rather than the issue)relationship rather than the issue)AnchoringAnchoringFirst judgement, first impressionFirst judgement, first impressionLimited recallLimited recallLimited reliable memoryLimited reliable memory
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Response to conflict Response to conflict –– often a contest, often a contest, Win/Lose, Fight Win/Lose, Fight ----FlightFlightEffect of anger Effect of anger –– changes how process changes how process information (narrower), and changes goal to information (narrower), and changes goal to retaliation (Daly, 1991)retaliation (Daly, 1991)Emotions on one side generate emotions on Emotions on one side generate emotions on the otherthe other
Anxiety can present as:Anxiety can present as:
Position holdingPosition holdingFixating on the personalFixating on the personalNarrow range of optionsNarrow range of options
Emotional ImpactEmotional ImpactSeek ConfirmationSeek Confirmation
Making Sense of Something....
Two Classic Conflict Styles
I win you loseHard on peopleTask focused, anchored, limited optionsShort term, results orientated
Win / WinPeople are part of the solutionRelationships matterExploration of optionsLong-term perspective, flexible
Types of Conflict: Which am I Types of Conflict: Which am I dealing with?dealing with?
Task FocussedTask Focussed
Differences in views Differences in views and opinionsand opinionsBased on facts & Based on facts & reasoningreasoningIntellectual Intellectual
Relationship Relationship FocussedFocussed
Anchored in personal Anchored in personal differences differences Influenced by Influenced by history/assumptionshistory/assumptionsFeelings & emotionsFeelings & emotions
Conflict between StylesConflict between Styles
Directive FocusPace
ActionDelivery
FlexibilityDynamic interactionNew Ideas/PaceShare holder engagement
Values: ConsensusPlanning Risk analysis
More InformationMore TimeDetailsGoal Setting
S. Benton, 2009
Conflict between StylesConflict between Styles
Lack of FocusIndecisivenessDragging heels/slowMisses the point
Restriction of flexibilityNo interactionSlow, methodical pace
Violation of valuesSudden changeInterruptions or time pressure.
Lack of InformationTime wastedTask rushedDistraction
Sources of ConflictSources of Conflict
Knowing where we areKnowing where we are
•• OrientationOrientation•• PositionPosition--takingtaking•• Search for SolutionsSearch for Solutions•• Crisis/ DeadlockCrisis/ Deadlock•• SettlementSettlement•• FinalisationFinalisation
Words 7%
Tone 38% Body Language55%
Then Saying where we are...Then Saying where we are...
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Professor Stephen Benton_ìëáåÉëë=mëóÅÜçäçÖó=`ÉåíêÉråáîÉêëáíó=çÑ=tÉëíãáåëíÉê
Postgraduate Courses:M.Sc. Business PsychologyM.A. Psychology for Project Management
Short Courses
Emotional and Cognitive Emotional and Cognitive EnvironmentEnvironment
Negotiation is conflict (low Negotiation is conflict (low ------high)high)
UncertaintyUncertainty
AnxietyAnxiety
Real timeReal time
Conflict Shaped by:Conflict Shaped by:
Different ways of seeing thingsDifferent ways of seeing thingsPersonal preferencesPersonal preferencesPace of responsePace of responseRange of response and Range of response and Form of responseForm of response
Your competence is being questionedIntegrity in doubtHostilityGossipLack of attention to detail
Challenging your authorityClock watchingLack of commitment BullyingEscalation behind your back
What can trigger your What can trigger your Information Processing ??Information Processing ??
ACCOMMODATEConcede for the sake of the relationship
COLLABORATECreatively problem solve so both parties win
AVOIDSidestepping the issue
COMPETEBe a winner at any cost
COMPROMISESplit the difference
Ass
ertiv
enes
s
Cooperativeness
High
Mod
LowModerateLow High
‘‘CompetingCompeting’’
““My way or the highwayMy way or the highway…”…” Using whatever power seems appropriate
Standing up for your rights
For important, urgent issues where there is no room for maneuverAssertiveness and Clarity are vital here
Be hard on the problem, not the person / peopleBe hard on the problem, not the person / peopleUnderstand who you are negotiating with Understand who you are negotiating with Seek new information, and explore new perspectivesSeek new information, and explore new perspectivesDevelop new options for mutual gainDevelop new options for mutual gain
So how can we implement these under such So how can we implement these under such intense interpersonal exchangesintense interpersonal exchanges……..? ..?
Effective Conflict Resolution Effective Conflict Resolution StrategiesStrategies
Some GuidelinesSome GuidelinesWork from real Work from real understanding understanding rather than rather than assumptionsassumptionsTry to put yourself Try to put yourself in their shoes in their shoes ––people rarely think they are being people rarely think they are being unreasonable..unreasonable..Focus on the Focus on the outcomeoutcome you wantyou wantBe aware Be aware of your personal triggers of your personal triggers –– and and remember it is not personalremember it is not personalFocus on the views you Focus on the views you shareshare –– not just not just the differences..the differences..Separate the issues from the Separate the issues from the personpersonActive listening Active listening -- reflect back messages reflect back messages and feelings tooand feelings tooTry to choose the time and placeTry to choose the time and placeTake a Take a time out time out if necessary if necessary Focus on Focus on problem solving problem solving and shared and shared actionsactions
Conflict Resolution Conflict Resolution -- NegotiationNegotiation
How to make it better:How to make it better:Go back to information gatheringGo back to information gatheringAgree not to agreeAgree not to agreeHighlight the consequences of failureHighlight the consequences of failureTry a proposed solutionTry a proposed solutionCall in an outside partyCall in an outside party
Disconnect behaviours:• Becomes aggressive• Impatient• Irritable, demanding
Stress SignalsStress Signals
Irritants:• Lack of focus• Indecisiveness• Being out of control• Incompetence
Behaviour:• Allow for fast action• Take decisions or time out• Put them in control
Disconnect behaviours :• Becomes silent, withdrawn or hurt
• Judgmental, impersonal, resistant
• Stubborn and over cautious
Stress SignalsStress Signals
Irritants :• Unfair or impersonal treatment
• Violation of values• Sudden change• Interruptions or time pressure
Behaviour:• Personal contact to restore trust• Understanding sincerity• Put the task aside for another day
Conflict Resolution Conflict Resolution -- NegotiationNegotiation
More tips:More tips:Gathering InformationGathering Information
Open questionsOpen questionsProbing questionsProbing questionsClosed questionsClosed questionsHypothetical questionsHypothetical questions
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Response to conflict Response to conflict –– often fight or flightoften fight or flightReactions Reactions -- striking back, giving in and breaking offstriking back, giving in and breaking offEffect of anger Effect of anger –– changes how process information changes how process information (narrower), and changes goal to retaliation (Daly, (narrower), and changes goal to retaliation (Daly, 1991)1991)Emotions on one side generate emotions on the Emotions on one side generate emotions on the otherotherAllow other side to let off steam Allow other side to let off steam –– do not react, but do not react, but listenlisten
ACCOMMODATEConcede for the sake
of the relationship
COLLABORATECreatively problem solve
so both parties win
AVOIDSidestepping the issue
COMPETEBe a winner at any cost
COMPROMISESplit the difference
SITUATIONS SITUATIONS when they should be used when they should be used
? ?
Definitions of ConflictDefinitions of Conflict
““perceived divergence of interests, or a belief perceived divergence of interests, or a belief that the partiesthat the parties’’ current aspirations cannot be current aspirations cannot be achieved simultaneouslyachieved simultaneously”” (Pruit & Rubin, 1986)(Pruit & Rubin, 1986)
““interaction of interdependent people who interaction of interdependent people who perceived incompatible goals & interference perceived incompatible goals & interference from the other party in achieving their goalsfrom the other party in achieving their goals””(Hocker & Wilmot, 1991)(Hocker & Wilmot, 1991)
