Leading project teams

Leading project teamsTeam Development

The Five-Stage Team Development ModelJust as infants develop in certain ways during their first months of life, many experts argue that groups develop in a predictable manner. One of the most popular models identifies five stages (see Figure below) through which groups develop into effective teams:

The Five-Stage Team Development Model

Forming StageDuring this initial stage the members get acquainted with each other and understand the scope of the project. They begin to establish ground rules by trying to find out what behaviours are acceptable with respect to both the project (what role they will play, what performance expectations are) and interpersonal relations (whos really in charge). This stage is completed once members begin to think of themselves as part of a group.

Storming StageAs the name suggests, this stage is marked by a high degree of internal conflict emotional response. As goals and objectives are clarified, team members see the gap between reality and their initial expectations. They may experience dissatisfaction and begin to re-examine their goals and structure. They may also question the role of the team leader or other team members and become defensive or competitive. As these conflicts are resolved, the project managers leadership becomes accepted, and the group moves to the next stage.At this stage, it is critical for the project manager to keep the team focused and provide encouragement.

Norming StageThe third stage is one in which close relationships develop and the group demonstrates cohesiveness. In this stage, team members begin to resolve conflicts through increased cooperation and trust. They settle on ground rules and boundaries and establish norms about how to work together.They rally around each other with common spirit and goals and get down to work. In this stage, the project manager provides leadership and continued encouragement.

Performing StageThe team operating structure at this point is fully functional andaccepted. Group energy has moved from getting to know each other and howthe group will work together to accomplishing the project goals.

Adjourning.For conventional work groups, performing is the last stage of their development. However, for project teams, there is a completion phase.During this stage, the team prepares for its own disbandment. High performance is no longer a top priority. Instead attention is devoted to wrapping up the project.Responses of members vary in this stage. Some members are upbeat, relaxing in the project teams accomplishments. Others may be depressed over loss of camaraderie and friendships gained during the projects life.

Leading project TeamsManaging Conflict

ConflictConflict is a disagreement between people caused by personality differences, miscommunication, or technical and administrative issues. If you have a heterogeneous project teamwhich is idealyou will experience conflict. Conflict exists in almost any human interaction and the project manager must be prepared to deal with it. Dont try to eliminate conflict, but manage it.

ConflictConflict is beneficial when it pushes people to higher levels of performance or when it results in the development of new information that enhances the decision-making process. However, an optimal level of conflict increases organizational effectiveness. It produces self-evaluation and innovation.

ConflictLittle or no conflict decreases effectiveness in the organization.Lack of conflict produces apathy, stagnation, and a lack of new ideas. A high level of conflict also decreases effectiveness in the organization.It creates disruption, chaos, and a lack of cooperation.Conflict is detrimental when it impedes project objectives with no-positive consequences

Potential sources of conflicts

FIVE WAYS A PROJECT MANAGER CAN HANDLE CONFLICTS

1. Mediate the conflict.The manager intervenes and tries to negotiate a resolution by using reasoning and persuasion, suggesting alternatives and the like. One of the keys is trying to find common ground. In some cases the project manager can make the argument that the win/lose interchange has escalated to the point that it has become lose/lose for everyone and now is the time to make concessions.

2. Arbitrate the conflict.The manager imposes a solution to the conflict after listening to each party. The goal is not to decide who wins but to have the project win. In doing so, it is important to seek a solution that allows each party to save face; otherwise the decision may provide only momentary relief. One project manager admits that she has had great success using a King Solomon approach to resolving conflict. She confided she announces a solution that neither party will like and gives the opponents two hours to come up with a better solution they can both agree on.

3. Control the conflict.Reducing the intensity of the conflict by smoothing over differences or interjecting humor is an effective strategy. If feelings are escalating, the manager can adjourn the interaction and hope cooler heads prevail the next day. If the conflict continues to escalate, project assignments may need to be rearranged if possible so that two parties dont have to work together.

4. Accept it.In some cases the conflict will outlive the life of the project and, though a distraction, it is one the manager has to live with.

5. Eliminate the conflict.Sometimes the conflict has escalated to the point that it is no longer tolerable. In this case the manager removes the members involved from the project. If there is a clear villain then only he or she should be removed.If, as is often the case, both parties are at fault, then it would be wise if possible to eliminate both individuals. Their removal would give a clear signal to the others on the team that this kind of behavior is unacceptable.

HOW INTERPERSONAL CONFLICTS CAN BE HANDLED

6. Problem Solving

This is a rational, fact-based approach where disputing parties solve their differences by focusing on the issues, looking at alternative approaches, and selecting the best alternative. Problem solving may contain some elements of compromising and smoothing. This is usually the most effective way to handle conflict.It helps the parties learn to work together to resolve differences and find solutions that are not based on emotion or power plays.

Compromising

Compromising involves bargaining and searching for solutions that bring some degree of satisfaction to the parties involved.Since compromise yields less than optimum results, the project manager must weigh such actions against program goals.

Smoothing

Smoothing seeks to maintain friendly relations by emphasizing common areas of agreement and de-emphasizing areas of difference.Although it may not address the real issues, it may be effective because identifying areas of agreement may put the disagreement in clearer perspective. Thus, project work can often continue in areas where there is agreement.

Withdrawing

Withdrawing means retreating from the conflict issue. In this method, the person purposely ignores the conflict because he/she wants to avoid causing problems, or he withdraws from it out of fear, perhaps feeling inadequate to resolve the issue. This method may be precarious because if the issue at hand is important to the other party, withdrawing or ignoring it may intensify the situation. However, it may be an appropriate strategy in situations where other methods are not effective. For example, it may be a temporary strategy to allow the other party to cool off or to buy time to study the issue further.

CompetingA strategy for managing conflict wherein your goal is win while the other party loses.

Accommodating A strategy for managing conflict that involves giving in to the other partys needs and desires while subordinating ones own

AvoidingA strategy for managing conflict that involves ignoring or failing to deal with the conflict

Leadership EnvironmentThe team-oriented method of working today is different from the traditional hierarchical style of management. The roles of superior (boss) and subordinate (worker) have given way to equal adult-adult relationships. In technical elds where the worker often knows more about the job than the manager does, the equal adult-adult relationships allow responsibility to be shared, which increases quality and reduces project costs.

Leadership EnvironmentIn a leadership environment, as opposed to a management environment, the project manager becomes a partner or facilitator with the project team to accomplish the work at hand. The project manager helps the team catch the vision of what needs to be done, then provides what the team needs to accomplish the work.

Differences between Management and Leadership