Unit 8 Effective Communication and Conflict Ma

nagement

軟體團隊的建立與運作 軟體團隊的發展過程

形成階段 : Forming 衝突階段 : Storming 標準化階段 : Norming 執行階段 : Performing 終止階段 : Adjourning

形成階段 : Forming

因為願景與目標而成立 聚集各領域的專業人員 具明確的共同目標指引開發方向

lead with directive behavior

衝突階段 : Storming

團隊合作與個人成就互相衝突 成員抗拒與衝突發生，缺乏秩序顯現混亂 將人際關係議題的情緒反應轉移至任務本身

lead with highly directive and supportive behavior

標準化階段 : Norming 人際關係問題解決，團隊關係形成 角色被接受，行為標準形成 團隊成員開始表達自己的看法 團隊領導人即時傳送資訊知識及技能給予團隊成員 成員在期限內完成交付工作，主動解決問題，努力改善工作品質

lead with high support and low direction

執行階段 : Performing

團隊人際關係的互動是促成軟體專案達成目標的機制 團隊角色功能化，且必要時可彈性調整 團隊力量開始發揮 有效的團隊運作需依賴成員本身所具備的溝通與協商技巧

lead with low support and low direction

Introduction

軟體開發人員的時間分配 溝通 32% 撰寫程式 13% 閱讀程式與技術手冊 16% 訓練 6% 郵寄文件 5% 私人的事 13% 其它 15%

Source: Boehm, 1981

Introduction

專案管理者的時間分配 Speaking 30% Listening 45% Reading 10% Writing 10% Other 5%

Source: Bob Futrell, 2001

What is communication?

What do you think communication is? How would you define it?

Communication

Communication is defined as the interchange of thoughts or opinions through shared symbols; e.g. language, words, phrases

Why we communicate

• We communicate to:• Share our ideas and opinions• Provide feedback to others• Get information from others• Gain power and influence• Develop social relationships• ...

How we communicate

We communicate and build interpersonal relationships through: Speech Writing Listening Non-verbal language Music, art, and crafts

Four facets of communication

Three are four facets in all types of communication: Sender Receiver Information Behavior

Four facets of communication

In any communication: The Sender is the person trying to communicate a

message The Receiver is the person at whom the message

is directed A message is sent to convey information Information is meant to change behavior

What’s happen?

Shared symbols

Sometimes when we communicate we assume we are using shared symbols when we might not be

Think about the term “asap”, “as soon as possible”. What does it really mean?

Shared symbols

How might your meaning of “asap” change in these situations?… Someone from another department calls. He need

s some detailed information asap; but you are already rather busy.

A coworker comes to you for help with an assignment. She needs you asap; but you have another job to finish before lunch.

Your immediate supervisor, whom you like to please, asks you to type a memo for her asap; but you already have a stack of other jobs to finish.

Shared symbols

In the previous examples, we’ve seen the meaning of “asap” change from “in a few days” to “immediately”.

Many other words and phrases are also vague and have different meanings for different people.

Shared symbols are not always completely shared. The message intended is not always the message received.

Choosing your medium

Depending upon the situation, one method of communication may be better than another. In person: one-to-one In person: meetings, small groups In person: presentations, large groups Letter Memo Note Email Voice mail

Choosing your medium

To determine the best medium for your message determine: What you as the sender need to achieve What the receiver needs to know. What the receiv

er wants to know How detailed, important, and or personal the infor

mation in the message is Which behavior you want to influence and how

Choosing your mediumUncertainty

Develop phase

requirementdefine

designanalysis coding testing release

major event

(integrate)

...

Three steps of an acknowledgement

Level 1: received Level 2: understood Level 3: Acted on

Barriers to communication

Some common barriers to interpersonal communication include: Unclear process: The receiver and sender may not share th

e same language, slang, jargon, vocabulary, symbols Chain of command: There may be too many layers that a

message passes through between sender and receiver Large size of an organization, geographic distanc

e: Large numbers of receivers require good message sending methods

Personal limitations: Physical and mental disabilities, and differences in intelligence and education may interfere with mutual understanding

Barriers to communication

Additional common barriers to interpersonal communication include: Human nature: Peoples’ egos, prejudices, and traditions can get

in the way Conflicting feelings, goals, opinions: If people feel on opposite sid

es of an issue they may not share Power: The idea that knowledge is power can lead to information

hoarding

Share your ideas to…

State an opinion or position Give instructions or directions Announce a change Make presentations Participate in meetings Give information in emergencies Communicate the organizational mission, vision, an

d values ...

Obstacles to sharing ideas…

Your own shyness Fear of rejection Peer pressure Unorganized thinking Others possibly becoming defensive Physical disabilities (impaired sight, hearing, speech)

Having to deal with aggressive people ...

SHARE your ideas – a model

State the main point of your message Highlight other important points Assure the receiver’s understanding React to how the receiver responds Emphasize/summarize your main ideas

SHARE – an example

State the main point of your message“I’d like to talk to you about the new employee welcome program”.

Highlight other important points“We need to discuss the new schedule, locations, and presenters”.

Assure the receiver’s understanding“Do you need me to further clarify how we are making invitations”?

React to how the receiver responds“I understand your concern about parking”.

Emphasize/summarize your main ideas“To wrap-up, I’ll develop the schedule and make the room reservatio

ns, if you can line up the guest speakers”.

Get good information to…

Find out facts and details Get directions or instructions Try to understand another’s point of view Help someone solve a problem Resolve a team conflict Solve work problems ...

Obstacles to getting good information

Lack of trust Assuming you already know it all Jumping to conclusions Not valuing diverse opinions Weak reading skills Weak listening skills Weak questioning skills ...

The power of listening

“Nature gave us one tongue and two ears so we could hear twice as much as we speak.”

Listen actively

Prepare to listen by focusing on the speaker Control and eliminate distractions so that you can

focus on the message. Don’t do anything else (writing, reading, email) but listen

Establish appropriate eye contact to show interest

See listening as an opportunity to get information, share another’s views, and broaden your own knowledge

Listen actively Create a need to listen by thinking about what you can learn fro

m the speaker Set aside the time to listen so that you won’t feel rushed or bec

ome distracted by other responsibilities Don’t prejudge the message based on who is delivering it. Foc

us instead on the content of the message. Monitor the way you listen by asking yourself questions such a

s “Did I really pay attention or was I thinking about what I was going to say next”? “Was there information I missed because I allowed myself to become distracted”?

Questions

Close end questions limit the answer to yes or no Open end questions allow the responder total free

dom in answering Direct questions ask for specific information; limit a

nswers to brief fact statements Probing questions follow up other questions to soli

cit additional information Hypothetical questions present a theoretical situati

on to which receiver responds

FOCUS on information – a model

Focus the discussion on the specific information you need

Open-end question to expand the discussion Close-end question to get specifics Use active listening skills to understand what

you are hearing Summarize and close the discussion

Give feedback when…

Someone asks for your opinion Work errors occur frequently A coworker’s habits disturb you A coworker’s behavior has negative consequ

ences There are unresolved problems ...

Feedback

Constructive feedback focuses on facts not people, solving problems instead of placing blame, and strengthening relationships instead of “being right”

Obstacles to giving constructive feedback Separating the person from the problem Others becoming defensive or angry Fear of negative consequences (especially if the other person is

a supervisor) Dealing with potential conflict (especially if the other person is ag

gressive) Avoiding hurt feelings Preserving relationships Not having all the facts and jumping to conclusions Choosing the right time so that the other person is most receptiv

e ...

STATE feedback – a model

State the constructive purpose of your feedback

Tell specifically what you have observed Address and describe your reactions Tender specific suggestions for improvement Express your support and respect for the per

son

STATE feedback – an exampleState the constructive purpose of your feedback

“I’d like to give you some feedback about your training style so that your evaluations will be more positive and you will enjoy it more”.

Tell specifically what you have observed“I notice that you rely heavily on your notes”.

Address and describe your reactions“I feel as though you are unsure of yourself when you read”.

Tender specific suggestions for improvement“I can help you develop a PowerPoint presentation so that you can u

se the screens as a cue instead of being tied to your notes”.Express your support and respect for the person

“You know a lot about the subject. With practice you can become a good trainer”.

Body language

Nonverbal communication, known as “body language” sends strong positive and negative signals. This is how much it influences any message:

Words 8%

Tone of voice 34%

Non-verbal cues 58%

Message 100%

Body language includes…

FaceFigureFocusTerritory Tone Time

Conflict Management

Traditional Management Structure

Projectized Form of Organization

Conflict Management

Resolving Conflicts

What are the common sources of conflict in the project organization?

What conflict management styles do you use and in what situations?

Project organization major source of conflict

Associated with change Concentration of professionals of diverse disc

iplines in more or less autonomous group effort with limited life

Conflict readily exists in traditional - even more evident in projects

Conflict is inevitable in organizations Limited means satisfy divergent interests

解決方法是有限的

Project organization major source of conflict

Conflict needs to be effectively managed especially in projects because of imminent ti

me, cost and performance constraints imposed

primary responsibility with project manager critical issue of PM uncontrolled conflict can literally tear a project

apart

Sources of Conflict

Divergent Goals Perceptual Differences Status Conflicts ( 身份的衝突 ) Change Personality Clashes ( 不同人格的衝突 )

Change

Personality Clashes

Divergent Goals Perceptual Differences

FINANCE &ADMINISTRATIONOPERATIONS INFORMATION

& PLANNING LOGISTICS

DEPUTYFCO

Office ofInspector General

Chief of StaffRegional LiaisonProtocol Officer

EROAdministrative Asst

SecretaryGeneral Counsel

Emer Infor & Public AffCongressional & Gov’t Aff

Community RelationsSpecial Assistants

Environmental Liaison

HAZARDMITIGATION

FEDERALCOORDINATING

OFFICER

Status Conflicts

Different View Points

Traditional view caused by trouble makers bad should be avoided must be suppressed

Contemporary view inevitable between humans often beneficial It’s not ok to keep your problem/conflict hidden natural result of change can and should be managed

Five conflict management modes

Withdrawal (avoiding) Smoothing (Accommodating) Compromising (Negotiation) Forcing (Dominating) Problem solving (Collaborating)

Withdrawal (avoiding)

Goals Relation.

Force win-lose

Smooth yield-lose

Withdraw lose-leave

Compromise comprom.

Problem solving integrative

Problem Solving

Problem defined - very easy? Information collected Alternatives developed and analyzed Most appropriate alternative selected not easy, time consuming, failures abound

Conflict Management Style Profile

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FREQUENCY OFUSE

FORCE SMOOTHING WITHDRAW PROBLEM SOLVING COMPROMISING

Most frequentlyused behavior

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Frequently usedbehavior

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Occasionally usedbehavior

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Least frequentlyused behavior

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Useful communication skills and techniques to the PM in conflict situations

Accepting anger and sorting angry behaviors Appreciating Asking for what you want Congruity, honesty, and truth-telling without attacking Hearing Listening Moving from gripe to goal Paraphrasing of feelings for acknowledgement, for goals Pre-calling Responsively acting Seperating “interests” from “position” Thinking creatively and synergistically Understanding

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