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Project Management7. Managing Teams
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Week 7
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Our goal today is to develop and facilitate leadership, team building,
performance management, and conflict management skills in the
context of an IT environment
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Main reference: Gray & Larson, 2006,
Ch 11.
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Effective Team CharacteristicsWhy Join Teams?
Team Development
Keys to Managing People
Managing Project Teams
Project Team Conflict
Project Team Pitfalls
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Effective Team Characteristics
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What is a Team?
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A team
is a group of individuals who cooperate and work together to achieve a givenset of objectives or goals (Horodyski, 1995).
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is close cooperation between cross-trained employees whoare familiar with a wide range of jobs in their organization
Teamwork
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Team-building
is high interaction among group members to increase trust and openness
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Effective Team Characteristics
1
Project Team Size
2
Common Characteristics
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Project Team Size
Performance is based on balance of members carrying out roles and meeting
social and emotional needs
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Project teams of 5 to 12 members work best
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There are
problems youencounter as size
increases
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1. It gets more difficult to
interact with and
influence the group
2. Individuals get lesssatisfaction from their
involvement in the team
3. People end up with less
commitment to the teamgoals
4. It requires more
centralized decision
making
5. There is lesser feeling as
being part of team
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Project Team Size
The Mythical Man-Month
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Assigning more programmers to a project running behind schedule will make
it even later, due to the time required for the new programmers to learn
about the project, as well as the increased communication overhead.- Fred Brooks
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Fred Brooks
The Mythical Man-Month
Group Intercommunication Formula
n(n 1) / 2
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Fred Brooks
The Mythical Man-Month
Group Intercommunication Formula
n(n 1) / 2
Examples
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Fred Brooks
The Mythical Man-Month
Group Intercommunication Formula
n(n 1) / 2
Examples
5 developers -> 5(5 1) / 2 = 10
channels of communication
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Fred Brooks
The Mythical Man-Month
Group Intercommunication Formula
n(n 1) / 2
Examples
5 developers -> 5(5 1) / 2 = 10
channels of communication
10 developers -> 10(10 1) / 2 = 45
channels of communication
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Fred Brooks
The Mythical Man-Month
Group Intercommunication Formula
n(n 1) / 2
Examples
5 developers -> 5(5 1) / 2 = 10
channels of communication
10 developers -> 10(10 1) / 2 = 45
channels of communication
50 developers -> 50(50 1) / 2 =
1225 channels of communication
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Common Characteristics of High Performing Teams
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Goals are clearly defined and matched with
measurable outcomes
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Accurate effective 2-way communication
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Leadership is shared and participation encouraged
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Effective decision making and problem solving
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Team identity and cohesiveness
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Diverse backgrounds and experience
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Cooperation and collaboration
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They share a common identity
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Figure 1 Characteristics or needs of effective teams
(Horodyski, 1995, p12)
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Why Join Teams?
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Why do people want to join teams?
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Individual reasons
Security
Status
Self-esteem
Affiliation
Power
Goal achievement
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Why do teams work well for organizations?
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Team Development
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Project teams usually come together for a project
and then disband. What challenges does this
create?
Project team
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Tuckman (1960s) published five stage model of team development
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Figure 9.1 Stages of Team Development(Robbins et al, 1998, p309)
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Figure 11.1 The Five-Stage Team Development Model(Gray & Larson, 2006, p345)
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Implications for teams:
A project manager needs to devote initial attention to helping the
group evolve quickly to the (performing phase).
This model provides a framework for the group to understand its owndevelopment.
It stresses the importance of the norming phase which contributes to
the level of productivity.
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Recent studies suggest that there is no standardized pattern of group
development. What do you think about Tuckmans model?Does it feel right to you?
Punctuated Equilibrium Model
http://findarticles.com/p/articles/mi_m4256/is_n2_v23/ai_19498953http://findarticles.com/p/articles/mi_m4256/is_n2_v23/ai_194989537/21/2019 Week 7 Managing Teams Erletshaqe
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Punctuated Equilibrium Model
(1988) Gersick found that there are natural transition points during the
life of teams in which the group is receptive to change and that such a
moment naturally occurs at the scheduled midpoint of a project
By imposing a series of deadlines, with milestones, it is possible to create
multiple transition points for natural group development
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Figure 11.2 The Punctuated Equilibrium Model of Group Development(Gray & Larson, 2006, p346)
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Training can help people
understand themselves and each
other, and understand how towork better in teams.
Training
The main goal of team
development is to help
people work together more
effectively to improveproject performance.
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Team building activities include physical challenges and psychological
preference indicator tools
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MBTI
What are you?
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extrovert introvert
sensation intuition
thinking feeling
judgement perception
e
s
t
j
i
n
f
p
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extrovert introvert
sensation intuition
thinking feeling
judgement perception
e
s
t
j
i
n
f
p
e
n
t
j
me
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NTs are attracted to technology fields
There is a belief that IT people differ from population in a tendency to not be
extroverted or sensing.
extrovert introvert
sensation intuition
thinking feeling
judgement perception
e
s
t
j
i
n
f
p
n
i
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The Max Wideman MTBI article
Do we have enough of the right kind of people?
R. Max Wideman, (1998) Project Teamwork, Personality Profiles and the Population at Large:
Do we have enough of the right kind of people? FPMI, AEW Services, Vancouver, BC, Canada.
http://www.maxwideman.com/papers/profiles/profiles.pdf
What is your suitability to Project Work?
http://www.maxwideman.com/papers/profiles/profiles.pdfhttp://www.maxwideman.com/papers/profiles/profiles.pdf7/21/2019 Week 7 Managing Teams Erletshaqe
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What is your suitability to Project Work?
* Wideman, R. Max. Project Teamwork, Personality Profiles and the Population at Large: Do we have enough of the right kind o f people?
htt ://www.maxwideman.com/ a ers/ rofiles/ rofiles. df .
Another model
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Social Styles Profile
People are perceived as behaving primarily
in one of four zones, based on their
assertiveness and responsiveness
Asser
tiveness
Responsiveness
Another model
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Analytical Driver
Amiable Expressive
Respo
nsiveness
AssertivenessAsk Tell
People
Task
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Reward and Recognition Systems
Team-based reward and recognition systems can promote teamwork
Focus on rewarding teams for achieving specific goals
Allow time for team members to mentor and help each other to meet
project goals and develop human resources
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http://www.flickr.com/photos/hi-phi/1100036300/
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Reward and Recognition Systems contd
Recognize individual performance?
letters of commendation
public recognition for outstanding work
desirable job assignments
increased personal flexibility
Team Development contd
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Keys to Managing People
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Psychologists and management theorists have devoted much research and
thought to the field of managing people at work. Important areas related to
project management include (1)Motivation, (2)Influence and power, and (3)
Effectiveness
Motivation
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Intrinsic motivation causes people to
participate in an activity for their
own enjoyment
eg. read, gardening
Extrinsic motivation causes people to
do something for a reward or to
avoid a penalty
eg. homework
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Motivation Theorists
Maslows hierarch of needs
Herzbergs motivation-hygiene
McClellands acquired-needs
McGregors X and Y
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Maslows Hierarchy of Needs
(1960s) Abraham Maslow developed a
hierarchy of needs to illustrate his theory
that peoples behaviors are guided by a
sequence of needs
Maslow argued that humans possess unique
qualities that enable them to make
independent choices, thus giving them
control of their destiny
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Maslows Hierarchy of Needshttp://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/
http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/http://talkingtails.wordpress.com/2007/07/23/maslow-greek-philosophy-indian-mysticism/7/21/2019 Week 7 Managing Teams Erletshaqe
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Hertzbergs Motivation-Hygiene
Theory
In the late 1960s Frederick Herzberg wroteabout worker motivation.
He distinguished between motivation factors
and hygiene factors.
motivation factors
Help motivate workers
directlyeg. achievement,
recognition, work,
responsibility
hygiene factors
cause dissatisfaction if
absent but do notmotivate,
eg. Money, working
conditions,
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http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman
http://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snydermanhttp://www.provenmodels.com/21/motivation-hygiene-theory/herzberg-mausner-snyderman7/21/2019 Week 7 Managing Teams Erletshaqe
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(Robbins et al, 1998, p221)
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McClellands Acquired-Needs
Theory
(1961) David McClelland proposed an
individuals specific needs are acquired or
learned over time and shaped by life
experiences.
Categories:
achievement
affiliation
power
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McGregors Theory X and
Theory Y
In the 1960s Douglas McGregor popularized
the human relations approach
Theory X: workers dislike and avoid workTheory Y: work is as natural as play or rest
Theory Z: emphasizing trust, quality,
collective decision making, and cultural
values
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http://www.provenmodels.com/20/theory-x-&-y/mcgregor
http://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregorhttp://www.provenmodels.com/20/theory-x-&-y/mcgregor7/21/2019 Week 7 Managing Teams Erletshaqe
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Thamhain and Wilemons
influence bases
(1970s) HJ Thamhain and DL Wilemon
identified nine influence bases available
to project managers
1. authority
2. assignment3. budget
4. promotion
5. money
6. penalty
7. work challenge8. expertise
9. friendship
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Steven Coveys 7 habits
Ca be applied to improve effectivenesson projects
1. Be proactive
2. Begin with the end in mind3. Put first things first
4. Think win/win
5. Seek first to understand, then to
be understood
6. Synergize
7. Sharpen the saw
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Coveys Habit 5: Seek first to understand, then to be understood
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Managing Project Teams
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Project managers must lead their teams in performing various project
activities
After assessing team performance and related information, the project
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g p , p j
manager must decide:
if changes should be requested to the project
if corrective or preventive actions should be recommended
if updates are needed to the project management plan or organizationalprocess assets
T l d t h i il bl t i t i i j t t
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Tools and techniques available to assist in managing project teams
include:
observation and conversation
project performance appraisals
conflict management
issue logs
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Develop your team
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Be patient and kind with your team
Fix the problem instead of blaming people
Establish regular, effective meetingsAllow time for teams to go through the basic team-building stages
Limit the size of work teams to five to twelve members
Plan some social activities to help project team members and other
stakeholders
Stress team identity
Nurture team members and encourage them to help each other
Take additional actions to work with virtual team members
Develop your team
Know the conditions favorable for
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Voluntary team membership
Continuous service on the team
Full-time assignment to the team
An organization culture of cooperation and trust
Members report only to the project manager
Functional areas are represented on the team
The project has a compelling objectiveMembers are in speaking distance of each other
Know the conditions favorable for
development of high performing teams
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Meetings?
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A brief diversion into Management and Meetings
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Dont waste my time
C d ti P j t M ti
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Conducting Project Meetings
ConductingProjectMeetings
Establishing
Ground Rules
Planning
Decisions
Tracking
Decisions
Managing
Change
Decisions
Relationship
Decisions
Managing
Subsequent
Meetings
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TimeDate
Place
Who must be there
Meeting goalsAgenda
Expected outcome
Preparation required
Recruiting Project Members
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Factors affecting recruiting
importance of the project
management structure used to complete the project
How to recruit?
ask for volunteers
Who to recruit?
problem-solving ability
availability
technological expertise credibility
political connections
ambition, initiative, and energy
Recruiting Project Members
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Figure 11.32 Creating a High-Performance Project Team(Gray & Larson, 2006, p348)
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Establishing a Team Identity
Effective Useof Meetings
Co-location of
team members
Creation of project
team name
Team rituals
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Figure 11.4 Requirements for an Effective Project Vision(Gray & Larson, 2006, p357)
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Orchestrating the Decision-Making
Process
Problem
Identification
Generating
Alternatives
Reaching aDecision
Follow-up
Rejuvenating the Project Team
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Rejuvenating the Project Team
Informal Techniques
institute new rituals
take an off-site break as a team
from the project
view an inspiration message ormovie
have the project sponsor give a
pep talk
Rejuvenating the Project Team
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Rejuvenating the Project Team
Formal Techniques
team building session
facilitated by an outsider to
clarify ownership issues
affecting performance
engage in an outside activity
that provides an intense
common experience to
promote social development
of the team
Challenges of Managing Virtual Teams
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Challenges of Managing Virtual Teams
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Developing trust
exchange of social information
set clear roles for each team member
Challenges of Managing Virtual Teams
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Developing effective patterns of communication
include face-to-face if at all possible
keep team members informed on how the overallproject is going
dont let team members vanish
establish a code of conduct to avoid delays
establish clear norms and protocols for surfacing
assumptions and conflicts
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Figure 11.6 24-Hour Global Clock(Gray & Larson, 2006, p369)
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Project Team Conflict
Managing Conflict in the Project Team
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Managing Conflict in the Project Team
Managing Conflict in the Project Team
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Managing Conflict in the Project Team
Encouraging Functional Conflict
encourage dissent by asking
tough questions
bring in people with different
points of view designate someone to be a
devils advocate
ask the team to consider an
alternative
Managing Conflict in the Project Team
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Managing Conflict in the Project Team
Encouraging Functional Conflict
encourage dissent by asking
tough questions
bring in people with different
points of view designate someone to be a
devils advocate
ask the team to consider an
alternative
Managing Dysfunctional Conflict
mediate the conflict
arbitrate the conflict
control the conflict
accept the conflict eliminate the conflict
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Project Team Pitfalls
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Figure 11.5 Conflict Intensity over the Project Life Cycle(Gray & Larson, 2006, p363)
Project Team Pitfalls
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Project Team Pitfalls
GroupthinkBureaucratic
Bypass Syndrome
Team Spirit BecomesTeam Infatuation
Going Native
Review
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Review
1. Effective teams have common characteristics such as; size range,
purpose, communication, leadership, cohesiveness, identity,
diversity, and cooperation.
2. Traditional research suggests teams develop in 5-stage process;
forming, storming, norming, performing, and adjourning. Modern
approach indicates growth occurs at project transition points.
3. Team development can be facilitated through training,personality indicators, social styles profiles, and reward systems.
4. PMs can utilize people handling strategies from motivation
theorists and other theorists such as; Maslow, Hertzberg,
McClelland, McGregor and Covey
5. Other areas of importance include; recruitment, maintenance,and conflict management of project teams.
References
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References
Horodyski, K. (1995). Managing and developing teams. Footscray, Vic.: Open
Training Services.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd.,
NSW: Allyn and Bacon.
Robbins, S., et al. (1998). Organisational behaviour (2nd ed.). Sydney:
Prentice-Hall
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www.dualibra.com
Title page pic care of atomicShed & CC @ Flickr
keylosa h i jf h di t ti d ji i f t ki i k t M li g i g C kk+
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ckgnacklhuiz yuan2003Inky Bob
brycej
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