building team resilience for effective project management
TRANSCRIPT
Projects involve change, risk, uncertainty
Performance dips when dealing with something new
Project managers need to help reduce unnecessary stress on
their teams
Provide focus, structure and boundaries Clarify team objective and roles Agree ‘ground rules’ and acceptable behavioural norms
Questions, criticisms arise What is our role who is the leader
High performance, keep improving and developing Settling down with team norms
Emotions during projects: Anxious 44% Confused 22% Frustrated 23% Fatigued 24% for successful projects! McKinsey Survey 2006
Vary management style Initially team needs more direction, then let them
get on with it
Glaser and Glaser model for team effectiveness
Tuckman’s model of team change
Creating a safe environment
Trust Respect Openness Shared values Integrity
‘Seek first to understand, then to be understood’ Stephen Covey
Stress
When Perceived demand is ability to cope >
Performing
Norming
Storming
Forming ‘To get the best performance, work on making them a team first.’ Peter Eriksson, Para-Olympian team coach
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