Title: Managing Participation, Teamwork and Conflict MT 246 Module 18
1Managing Participation, Teamwork and ConflictMT
246 - Module 18
2Topics Covered Previously
- Project Organization Structure and Integration
- Structure
- Differentiation
- Integration
- Pure Project
- Matrix
- Integration
- Horizontal
- Vertical
3Leadership in Project Management
- Leadership Style
- Task-oriented
- Concern for the Goal
- Autocratic
- Relations-oriented
- Concern for the People
- Democratic
- No One Style is Best in all Situations
- Contingency or Situational
4Leadership in Project Management(Continued)
- Contingency and Situational Approaches
- Variables which Affect the Leaders Influence
- How the Group Accepts or Rejects
- Task is Routine or Complex
- High or Low Formal Authority
- Relations-oriented Style is Most Effective
5Leadership in Project Management(Continued)
- Contingency and Situational Approaches
(Continued) - Situational Approach or Situational Leadership
- Task Behavior- Amount of Direction and Guidance
- Relations Behavior- Amount of Socio-emotional
Support - Maturity- Readiness of Followers to Perform
- Skill or Ability
- Motivation or Willingness
- Project Circumstances
6Leadership in Project Management(Continued)
- Contingency and Situational Approaches
- Most Effective Leader Behavior is Based on
Maturity Level of the Group - Able But Unwilling- Participating Style
- Both Able and Willing- Delegating Style
- People with High Levels or Education and
Experience Respond to Participating and
Delegating Management - People with High Levels or Education and
Experience did Not Respond well to High Levels of
Task Behavior and Supervision
7Leadership in Project Management(Continued)
- Project Circumstances
- Project Length
- Project Intensity
- Pace of the Project may Require a More Directive
than Participatory Approach - Substitutes for Leadership
8Participative Management
- Motivation -plus
- Constant Pressure
- Contractual Agreements
- WBS
- Responsibility Matrices
- WPOs
- Financial and Career Rewards
9Participative Management (Continued)
- Motivation -minus
- Too Much Pressure
- Stress
- Tension
- Conflict
- Large Project
- Lose Sight of End-Item feel Alienated
- Formal Methods of Control can be Threatened
- Management Development
10Participative Management (Continued)
- Participative Decision Making is a Motivator
- Participative Project Managers do Not Relinquish
Responsibility, they Delegate it - Problem Identification and Resolution
- Consulting with Employees for Opinions
- Frequent Feedback
- Prepare Project Plan and Budgets
- Management Development
11Participative Management (Continued)
- Management Development
- PMs use HR Skill to Influence Actions
- Supportive
- Involving Others in Decision Making
- Conflict Abatement by Early Planning
- Invest Emotional Energy
- Gain Trust
- Shift from Traditional (High Task-oriented) to PM
(High Relations and Task-Oriented) Requires Work - Planned Process of Individual and Group
Development
12Groups of the Project Team
13Teams in Project Management
- The Trouble with Teams
- Teams Must Make the Right Decisions and Perform
the Right Tasks - Failure
- Internal Conflict
- Member Anxiety and Frustration
- Time Wasted on Irrelevant Issues
- Haphazard Decisions
- Concern to Get it Done Rather than Doing it Right
- Teams Develop an Us Vs. Them Attitude
14Teams in Project Management (Continued)
- High Performing Teams
- Effective Teams those that Succeed in What They
Do - Know their Goals and Commit to them
- Characteristics
- Time- Give it the Energy it Needs
- Feeling- Put Yourself into it
- Focus- Do Right when it is Needed
- Teams Function as a Whole
15Teams in Project Management (Continued)
- Effective Project Teams
- Managers
- Share Information
- Consult to Make Decisions
- Team Members
- Support Each Other
- Accept Others Viewpoints
16The Team Building Approach
- When It Is Needed
- Depends on Team Members and Nature of the Task
- When Team comes from Diverse Backgrounds and
Responsibilities - Stress
- Applied to Teams
- Experienced
- Strangers
- Multi-team which must work as one Team
17The Team Building Approach (Continued)
- Aspects of Team Building Efforts
- Purpose is to Improve Group Problem Solving and
Group Work Efforts - How
- Use a Professional Staff Person as Planner,
Facilitator - Collect Data about the Group process functioning
to be used in discussions - Perform a later Self-Evaluation and Follow-up
-
18Improving Ongoing Work Teams
- Apply to an Experienced Team Having Problems
- Consultant used to Collect Data and Facilitate
- Entire Team is the Client
- May take 1 Months
- Workshop is Convened to Analyze and Review Member
Problems - May take Days
- Follow-up Sessions on two the three Month
Intervals - Management Support is Essential
- Team Members Must Want Resolution
19The Team Building Cycle Fig
20Building New Teams
- Team Building is Applied to New Project Teams
- Step 1 Develop a Priority Level
- Step2 Share Expectations
- Step 3 Clarify Purpose and Objectives
- Step 4 Formulating Operating Guidelines
- Disbanding Teams
- Similar to Closing the Project
- Buy Pizza
21Intergroup Problem Solving
- Technique for Improving Working Relationships
Among several Teams Working on a Project - Design for a day-long IGPS Intervention
- Each Group Four Lists
- What are the Responsibilities of the Other Group
- Strengths and Weaknesses, to Include Faults, of
the Other Group - Own Responsibilities
- How Does the Other Group Regard Them, Strengths
and Weaknesses
22Intergroup Problem Solving (Continued)
- Groups Meet and Share Lists
- Clarify Points of Disagreement
- Prioritize Items to be Resolved
- Groups Separate and Consider Individually
- Points of Disagreement
- Prioritize Items to be Resolved
- Groups Meet Jointly and Develop Resolution Plan
- Groups Must Have Internal House in Order
23Origins of Conflict
- Between User and Contractor
- Occur Early
- Driving a Hard Bargain
- After Negotiations the Contract Becomes a
Conflict - CPFF
- Profit a Percentage of Cost
- No Incentive for Contractor to Control Costs
- FPC
- Periodically Renegotiated
- Revised Upward
24Origins of Conflict (Continued)
- Within the Project Organization
- Functional Areas have to Work Within the Project
- Functional Needs Incompatible with Project Needs
- Work, Schedule, and Resource Allocations
- Matrix War
- Planning and Control
- Staffing
- Projects Can Inherit Feuds
- The Project Life Cycle
25Origins of Conflict (Continued)
- The Project Life Cycle
- Three Greatest Sources of Conflict
- Schedules
- Priorities
- Workforce
- Others
- Technical Options/ Performance Tradeoffs
- Administrative and Organizational Issues
- Interpersonal Differences
- Costs
26Conflict During the Project Life Cycle
27Consequences of Conflict (Conflict Helps)
- Produce Better Ideas
- Force Innovation
- Surface and Solve Persistent Problems
- Clarify Views
- Tension which Stimulates Interest and Creativity
- Opportunity to Test Capacities
28Managing Conflict
- Five Ways to Handle Conflict
- Withdraw or Retreat
- Pretend it Does not Exist
- Force the Issue by Exerting Power
- Compromise
- Confront the Conflict Directly
- Confrontation
- Expectation Theory of Conflict
29Managing Conflict (Continued)
- Confrontation
- Recognize and Confront Potential or Existing
Problems - Organization
- Individual
- The Process itself is a Source of Conflict
- Must be able to Manage Your Emotions
- Expectation Theory of Conflict
- Violation of Expectations
- Negative Reaction
- Resolve Mutual Expectations by Team Methods
30Team Methods for Resolving Conflict
- Role Clarification Technique (RAT)
- Goals
- Everyone Understand Major Reqs of Their Position
- Others Understand Everyone Else Major Reqs of
Their Position - Everyone Knows What Others Expect from Them
- Clarifying Roles for a Team Start With a
Questionnaire - What Does the Organization Expect of You
- What is your Job
- What Information Should Others Know About Your
Job
31Team Methods for Resolving Conflict (Continued)
- What Information Should you Know About Their Job
- Difficulties You Experience With Others
- Changes in Organization, Assignment or Activities
Would Improve the Work - Process
- Meeting Begins with Each Person Reading Answers
to1,2,and 3, Others Respond - Each Person Reads 4 gets Responses
- Issues in 5 are Addressed
- Try to Reach Consensus about 6
- Clarifying the Role of One Person
- Intergroup Conflict Resolution
32Team Methods for Resolving Conflict (Continued)
- Clarifying the Role of One Person
- Begins with the Focal Person identifying People
WRT Role - The Other People then Contribute to the 6
Questions - Focal Person then Writes Role Description and
Gives a Copy to Everyone - Useful in Matrix where Role Ambiguity and Role
Conflicts Most Often Occur - Intergroup Conflict Resolution
- Intergroup Problem Solving (IGPS)
- Similar Process to RAT
33Emotional Stress
- Factors Influencing Stress
- Demands or Threats of the Environment
- Adaptive Capabilities of the Person
- Stress is the Reaction to Prolonged Internal and
Outside Conditions the exceed a persons Adaptive
Capabilities - Overtaxed for Long Periods
- Stress in Projects
34Emotional Stress (Continued)
- Stress in Projects
- Work Overload
- Too Much Work
- Work Exceeds Abilities
- Role Conflict
- Role Ambiguity
- Social Relations
35Stress Management
- Stress is Inevitable Distress is Not
- Organizational Level Means
- Aimed at Task, Role Physical, and Interpersonal
Stressors - Modifying Work Demands Through Participation
- Modifying Work Relationships
- Social Support
- Individual Level Means
- Aimed at Peoples Ability to Manage and Respond to
Stressful Demands
36Stress Management(Continued)
- Stress is Inevitable Distress is Not
- Individual Level Means
- Aimed at Peoples Ability to Manage and Respond to
Stressful Demands - Stress Management Program
- Training in Relaxation and Lifestyle Management
- Physical Exercise,
- Counseling, Psychotherapy and Medical Care
37Final Exam
- Final Exam will be posted on MoT MT246 page, 26
April at 1330, due 1 May at 1330 to my Office
225c Jacobs Hall