survival in the matrix organization
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SurvivalintheMatrixedOrganization
Thecommonpictureoftheprojectmanagerinamatrixedorganizationisofafrustrateddiplomatstrugglingtocajolethefunctionaldepartmentsintoperformingtheworkonscheduleandwithinbudget.
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ToSurviveYouMustHaveaCharterCreateacharterfromtopmanagementdefiningtheresponsibilitiesandauthority.
Definetheseresponsibilitiesandauthorityforthefunctionalmanagersandstaffaswell.
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YouMustAnticipateConflictsConflictisinevitablewithdualauthority.Conflictcanbeconstructivelychanneled.
Takepositivestepstodevelopteamwork.Regularsocialgatheringshelpfosterateamspirit.Formaltrainingformatrixmanagersaddsvalueaswell.
Avoiddirectconflictwiththefunctionalmanager.
Usethechainofcommandforthispurpose.GlenB.Alleman
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YouMustIdentifytheSourcesofPower
Theprojectmanagersprimarysourceofpowercomesfromapprovedprojects,plans,andbudgets.Usethesedocumentstoholdthefunctionalmanagerstotheircommitments.Itiscriticalthatthefunctionalmanagersbecommittedtotheplansandschedules.
Thisincludesallthefunctionalstaff.Functionalmanagersmustreviewandcommitthetotheprojectmanagersplan.
TheProjectManagerisacoordinatorofwhatistobedone,nothowitistobedone.Managementbyobjectivesisapowerfultool.
Statingtheobjectivesupfrontinclearandconcisetermsthatcanbemeasuredisasourceofpowerforallparticipants.Donotsupervisethefunctionaldepartments.
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FiveDysfunctionsofTeamsInthematrixedorganization,survivalasateammemberandsurvivaloftheteamrequiresmorethanjusttheintenttosurvive.Itrequiresspecificactionsbetakenbytheteamtoassureitssurvival.Identifyingthepossibledysfunctionsoftheteamisthestartingpoint.
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FiveDysfunctionsofaTeamAbsenceoftrust.Fear
of
conflict.
Lackofcommunication.Avoidanceofaccountability.Inattentiontoresults.
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AbsenceofTrustTrustliesattheheartofafunctioning,cohesiveteam
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MembersofTeamsWithanAbsenceofTrust
Concealtheirweaknessesandmistakesfromoneanother.Hesitatetoaskforhelporprovideconstructivefeedback.Hesitatetoofferhelpoutsidetheirworkareasofresponsibility.Jumptoconclusionsabouttheintentionsandattitudesofotherswithoutattemptingtoclarifythem.Failtorecognizeandtapintooneanother'sskillsandexperiences.Wastetimeandenergymanagingtheirbehaviorsforeffect.Holdgrudges.Dread
meetings
and
find
reasons
to
avoid
spending
time
together.
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MembersofTrustingTeamsAdmitweaknessesandmistakes.Askforhelp.Acceptquestionsandinputabouttheirareasofresponsibility.Giveoneanotherthebenefitofthedoubtbeforearrivingatanegativeconclusion.Takerisksinofferingfeedbackandassistance.Appreciateandtapintooneanothersskillsandexperiences.Focustimeandenergyonimportantissues,notpolitics.Offerandacceptapologieswithouthesitation.Lookforwardtomeetingsandotheropportunitiestoworkasagroup.
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FearofConflictAllgreatrelationships,theonesthatlastovertime,requireproductiveconflictinordertogrow.
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TeamsThatFearConflictHaveboringmeetings.Createenvironmentswherebackchannelpoliticsandpersonalattacksthrive.Ignorecontroversialtopicsthatarecriticaltoteamsuccess.Failtotapintoalltheopinionsandperspectivesofteammembers.Wastetimeandenergywithposturingandinterpersonalriskmanagement.
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TeamsThatEngageinConflictHavelively,interestingmeetings.Extractandexploittheideasofallteammembers.Solverealproblemsquickly.Minimizepolitics.Putcriticaltopicsonthetablefordiscussion.
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LackofCommitmentCommitmentisafunctionoftwothings:ClarityandBuyin
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ATeamThatFailstoCommitCreatesambiguityamongtheteamaboutdirectionandpriorities.Watcheswindowsofopportunitycloseduetoexcessiveanalysisandunnecessarydelay.Breedslackofconfidenceandfearoffailure.Revisitsdiscussionsanddecisionsagainandagain.Encouragessecondguessingamongteammembers.
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ATeamThatCommitsCreatesclarityarounddirectionandpriorities.
Alignstheentireteamaroundcommonobjectives.
Developsanabilitytolearnfrommistakes.Takesadvantageofopportunities.Movesforwardwithouthesitation.Changesdirectionwithouthesitationorguilt.
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AvoidanceofAccountabilityAccountabilityreferstothewillingnessofteammemberstocalltheirpeersonperformanceandbehaviorsthatmighthurttheteam
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ATeamThatAvoidsAccountability
Createsresentmentamongteammemberswhohavedifferentstandardsofperformance.Encouragesmediocrity.Missesdeadlinesandkeydeliverables.
Placesanundueburdenontheteamleaderasthesolesourceofdiscipline.
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ATeamThatHoldsOneAnother
Accountable
Ensuresthatpoorperformersfeelpressuretoimprovetheirperformance.Identifies
potential
problems
quickly
by
questioningoneanother'sapproacheswithouthesitation.Establishesrespectamongteammemberswhoareheldtothesamehighstandards.Avoidsexcessivebureaucracyaroundperformancemanagementandcorrectiveaction.
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InattentiontoResultsAnunrelentingfocusonspecificobjectivesandclearlydefinedoutcomesisarequirementforanyteamthatjudgesitselfonperformance.
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ATeamThatIsNotFocusedon
Results
Stagnates/failstogrow.Rarelyperformsatanylevelconsideredexceptional.Losesachievementorientedemployees.Encouragesteammemberstofocusontheirowncareersandindividualgoals.Iseasilydistracted.
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ATeamThatFocusesonCollective
Results
Retainsachievementorientedemployees. Minimizesindividualisticbehavior.Enjoyssuccessandsuffersfailureacutely.Benefitsfromindividualswhichsubjugatetheirowngoalsandinterestsforthegoodoftheteam.Avoidsdistractions.
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