team building2013

8/13/2019 Team Building2013

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Project Team Building,

Conflicts, and Negotiation


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Building the

Project Team

Negotiate with Their Supervisor

Talk to Potential Team Members

Identify Necessary Skills

Renegotiate with TopManagement

Identify People With Skills

Build Fallback PositionsAssemble the Team

Success?

Success?YesYes

No

No


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Negotiate with The Functional

Supervisors

How long the team members services required?

Who should choose the person?

What happens when special circumstances

arise?

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-4


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Build Fallback Positions

Try to negotiate for partial assistance

Adjust project schedules and prioritiesaccordingly

Notify top management of theconsequences


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Assemble the team

Skill inventory matrix

Responsibility matrix



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Effective Project Teams

Clear Sense of Mission

Productive Interdependency

Cohesiveness

Trust

Enthusiasm:

Challenging, supportive, personally rewarding

Results Orientation


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Reasons Why Teams Fail

Poorly developed or unclear goals:Multiple interpretations, lack of willingness to work

together, increased number of conflicts

Poorly defined project team roles &interdependencies

Lack of project team motivation:Unnecessary, low priority

Poor communication Poor leadership: one style may not fit all Turnoveramong project team members

Dysfunctionalbehavior


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Stages in Group Development

1. Formingmembers become acquainted

2. Stormingconflict begins

3. Normingmembers reach agreement

4. Performingmembers work together

5. Adjourninggroup disbands


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Team Development Stages

1. Forming

2. Storming3. Norming

4. PerformingConveneAdjourn

Productive

Organized Infighting

Testing

Quiet

Polite

Guarded

Impersonal

Business-like

High Morale

Establish procedures

Develop team skills

Confront issuesRebuild morale

Conflict over

control

ConfrontationalAlienation

Personal agendas

Low morale

Trust

Flexible

Supportive

Confident

Efficient

High Morale


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Achieving Cross-Functional

Cooperation

Cross-functionalcooperation

TaskOutcomes

Psycho-

Social

Outcomes

Rules & Procedures

Physical Proximity

Accessibility

Superordinate Goals


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Building High-Performing Teams

Make the project team tangible

Publicity

Terminology & language

Rewardgood behavior

Flexibility

Creativity

Pragmatism

Develop a personal touch

Lead by example

Positive feedback for good performance

Accessibility & consistency


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Virtual Project Teams

use electronic media to link members of ageographically dispersed project team

How Can Virtual Teams Be Improved?Use face-to-face communication when possible

Dont let team members disappear

Establish a code of conduct

Keep everyone in the communication loop

Create a process for addressing conflict


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Conflict Management


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Conflict Management

Conf l ic tis a processthat begins when you

perceivethat someone has frustrated or is

about to frustrate a major concern of yours.

Conflicts evolve:

One-time causes of a conflict can change

over time (the original reason may not

matter).


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Categories

Goal-oriented conflict: Results, project scope outcomes, criteria,priorities

Administrative conflict: Reporting relationships, authority, control,

decisions

Interpersonal conflict:

Personality, bahaviour, work ethics

GOOD or BAD conflicts


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Sources of Conflict

Organizational Reward systems

(function vs. project)

Competition forresources

Uncertainty (authority) Differentiation

(subcultures)

Interpersonal

Faulty attributions(reasons behind behaviour) Faulty communication

Personal grudges &prejudices(bringing attitudes to work)


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Conflict Resolution

Mediatedefusion/confrontation

Arbitratejudgment

Controlcool down period

Acceptunmanageable

Eliminatetransfer

Conf l ic t is of ten evidence of progress!


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Questions before intervening:

Project managers siding?

Professional or personal conflict?

Can the members solve the conflict themselves? Time and inclination of the project manager?

Conflict Resolution


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Negotiation

a(n) (interpersonal) processthat is predicated on

a managers ability to use inf luenceproductively

Who to negotiate with?

- Stakeholders

- Clients- Functional managers

- Administration

- Team members


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Questions to Ask Prior to Entering a

Negotiation

1. How much powerdo I have?

2. What sort of time pressuresare there?

3. Do I trustmy opponent?


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Principled Negotiation1. Separate the peoplefrom the problem

Put yourself in their shoes

Do not deduce their intentions from your fear

Do not blame the opponent for your problem

Recognize and understand emotions

Listen actively (motivation behind words)

Build a working relationship (building trust)

2. Focus on interests (fundamental motivations), not positions

Possibility to find other alternatives

3. Invent options for mutual gain

Win-win situation, multiple solutions, brainstorming, broadening options, identify

shared interests

4. Insist on using objective criteria, understandable for both parties


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Thanks for your attention!


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