project management lecture 6 10-4-2012 project team building conflict and negotiation

7/30/2019 Project Management Lecture 6 10-4-2012 Project Team Building Conflict and Negotiation

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Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 6-1

Project Team Building,Conflict, and Negotiation

Lecture 6

Chapter 6


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The Construction Industry Needs

Leaders!

Leading a Construction Project is like going to

battle. Construction Projects:

Compressed Schedules

Complex Organizations

Large numbers of people

Cost Pressures


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Building the

Project Team read p187-197

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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6-4

Effective Project Teams

Clear Sense of Mission everyone clearly understand the purpose

of the project.

Productive Interdependency degree of joint activity among team

members. Preconceived notion of the important contribution of other

members

Cohesiveness degree of mutual attraction that team members

hold for one another and their task. It is the desire to remain as a

team.

Trust teams comfort level with individual members. Encouragedifferences of views and opinions

Enthusiasm creates the energy and spirit that drives the project

efforts (i.e., challenging, supportive and personally rewarding!)

Results Orientation eyes on the prize. Continually rally team


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Reasons Why Teams Fail

Poorly developed orunclear goals leads to multiple interpretations Poorly defined project team roles ambiguity about who does what Lack of project team motivation if project not top priority or

perceived to be unnecessary

Poorcommunication some project team members may withodinformation from other members

Poorleadership browbeating, bullying or threatening teammembers

Turnoveramong project team members

Dysfunctional behavior personality issues, hidden agendas, orinterpersonal agendas


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Stages in Group Development

1. Forming members become acquainted

2. Storming conflict begins

3. Norming members reach agreement

4. Performing members work together

5. Adjourning group disbands

Punctuated Equilibrium is a different model


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Team Development Stages

1. Forming

2. Storming3. Norming

4. PerformingConveneAdjourn

Inclusion

Control

Cooperation

Pro

ductivity

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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Building High-Performing Teams

Make the project team tangible

Publicity

Reward good behavior Flexibility

Creativity

Pragmatism

Develop a personal touch

Lead by example

Positive feedback for good performance

Accessibility & consistency


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6-9

Virtual Project Teams

use electronic media to link members of a geographically dispersedproject team (i.e., teleconferencing, email, internet/skype, etc)

How Can Virtual Teams Be Improved?

Use face-to-face communication when possible

Dont let team members disappear (i.e., no prolonged sign-offs)

Establish a code of conduct (i.e., when to meet, how long to wait fora reply, etc)

Keep everyone in the communication loop (i.e., make sure everyone

is informed and see how they fit in the big picture).

Create a process for addressing conflict, disagreements and groupnorms (i.e., all free expression of misgivings or disagreementsbetween project team members complaint sessions for membersto vent their feelings)


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Conflict Management

Conflictis aprocess that begins when you

perceive that someone has frustrated or is

about to frustrate a major concern of yours.

Categories

Goal-oriented Administrative Interpersonal

Views

Traditional Behavioral Interactionist


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Sources of Conflict

Organizational

Reward systems

Scarce resources

Uncertainty whichactivity to do when

two orders are given

Differentiation

Interpersonal Faulty attributions Faulty communication

Personal grudges &prejudices


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6-12

Conflict Resolution Mediate defusion (we are members of the same

team!)/confrontation (looks at underlying causes)

Arbitrate after listening to both parties, the project managers

renders his judgment (i.e., company policies states that all

customers must receive copies of project revision orders with three

days)

Control give both parties time to cool down

Accept unmanageable (i.e., they disliked each other before the

project, and will most likely dislike each other after the project)

Eliminate transfer (i.e., remove the guilt part from the project).

Conflict is often evidence of progress!


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project management lecture 6 10-4-2012 project team building conflict and negotiation

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