Managing Participation, Teamwork and Conflict MT 246 Module 18

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Managing Participation, Teamwork and ConflictMT
246 - Module 18
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Topics Covered Previously

• Project Organization Structure and Integration
• Structure
• Differentiation
• Integration
• Pure Project
• Matrix
• Integration
• Horizontal
• Vertical

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Leadership 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

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Leadership 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

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Leadership 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

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Leadership 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

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Leadership 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

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Participative Management

• Motivation -plus
• Constant Pressure
• Contractual Agreements
• WBS
• Responsibility Matrices
• WPOs
• Financial and Career Rewards

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Participative 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

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Participative 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

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Participative 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

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Groups of the Project Team
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Teams 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

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Teams 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

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Teams in Project Management (Continued)

• Effective Project Teams
• Managers
• Share Information
• Consult to Make Decisions
• Team Members
• Support Each Other
• Accept Others Viewpoints

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The 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

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The 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

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Improving 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

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The Team Building Cycle Fig
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Building 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

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Intergroup 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

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Intergroup 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

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Origins 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

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Origins 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

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Origins 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

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Conflict During the Project Life Cycle
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Consequences 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

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Managing 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

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Managing 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

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Team 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

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Team 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

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Team 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

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Emotional 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

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Emotional Stress (Continued)

• Stress in Projects
• Work Overload
• Too Much Work
• Work Exceeds Abilities
• Role Conflict
• Role Ambiguity
• Social Relations

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Stress 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

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Stress 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

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Final 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