Conflict can stop productivity

Healthy disagreement fosters creativity and can contribute to good problem-solving.

But negative relations stall progress.

Trust and project success go together.

Team Members Go the Same Direction

All must buy-in and support team goals

No place for individual agendas or “lone wolf” behavior

Regular, positive and open communication is a necessity.

Some Thing to Think About

How do you know what to do? Goals that challenge What do we do if we disagree? How do we decide stuff? Why do we have teams anyways?

Recognizing the Need for Teams

Project management teams eliminate the need for a direct reporting structure

Management teams Cross-functional teams Self-directed work teams Project teams

p.91

Identifying Elements of Successful Teams

Knowledge Skills Attitude Intimacy Supportive Organizational Climate

Knowledge

What the goal is What his or her role in the completion of

that goal is How internal or external constraints

affect the process– E.g. Mergers, budgets, personnel, process

and policies

Skills

Project task related skills Interpersonal relationship skills Group harmonizing skills

Attitude

The goal of the team is the best interest of the company

The project is indeed doable with skills and material available

Each team member needs and respects every other team member’s ability to contribute.

Intimacy

Personal connections, in addition to the professional relationship

Supportive Organization Climate

Remove barriers– Inadequate release time– Territorial behavior– Lack of funding for training and support systems– Lack of guidance or upper management direction

Be aware of the achievements of the team and celebrate them

Facilitate discussion/communication across the team

Make right critical decisions

Constructing the Team

Steps in constructing the team: p.99– Carefully analyze the task and determine both the skill set and work

styles required for a complementary and synergistic mix.– Indoctrinate each team member in the vision and goals of the team

as well as the expected contribution of each.– Provide the necessary skill training and process tools– Guide the team through initial formation stages including rules and

operating guidelines development as well as role and task definition for each member.

– Monitor progress to ensure continued team cohesiveness and movement towards goals.

– Note and celebrate with the team success along the way.– At the time of dissolution (project end), help team members

transition of the old team relationships and into new ones.

Te Stage of Team Constrution

Level A – The Design Level B – The Function Level C – The Natural Disaster Level D – The Fabrication Level E – The Inspection and Sign-Off

Level A: The Design -Who are you and why are we here?

Introduce team members and define roles

Express confidence in memebers’ ability to contribute.

Outline Vision

Level B: The Foundation -Let’s get Organized.

Facilitate team development of operation rules and guidelines

Guide goal-setting role-defining activity. Provide team skills training.

Level C: Natural Disaster -I don’t like you or this project

Mediate and reinforce conflict resolution skills.

Model and foster constructive problem solving approach.

Persist to resolution and relationship restoration.

Level D: The Fabrication - We’re really producing!

Celebrate success. Monitor progress. Beware of “happy campers”.

Level E: Inspection and Sign-Off -Are we finished? What do we do now?

Define clusure. Allow “mourning” period Facilitate transition to new project team.