copyright © 2013 pearson education, inc. publishing as prentice hall day 11

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Day 11

ELC 347/BUS 348/PSA 347

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallCh 1 -2

AgendaQuestions? IP Part 2

Due Oct 14 (Holiday) IP Part 3 (Risk Management)

Due Oct 24Assignment 4 (Over)Due Assignment 5 will be posted after break Exam 1 Corrected

1A, 2 B’s and 1 DNo Class on Oct 14 Fall Break No Class on Oct 31 and Nov 7 I will be traveling,

alternative arrangements will be made No Class On Nov. 11 Veterans Day.Discussion on Project team building


Chapter 6Project Team Building,

Conflict, and Negotiation

06-01


Chapter 6 Learning ObjectivesAfter completing this chapter, students will be able to:Understand the steps involved in project

team building.Know the characteristics of effective

project teams and why teams fail.Know the stages in the development of

groups.Describe how to achieve cross-functional

cooperation in teams.06-02


Chapter 6 Learning ObjectivesAfter completing this chapter, students will be able to:See the advantages and challenges of

project teams.Understand the nature of conflict and

evaluate response method.Understand the importance of negotiation

skills in project management.

06-03


BP Oil Leak 2010

6Source: http://www.travelyucatan.com/cancun_travel_news.php

http://www.travelyucatan.com/cancun_travel_news.php

http://www.travelyucatan.com/cancun_travel_news.php

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 06-07

FIGURE 6.3 Basic Steps in Assembling a Project Team

Yes


Effective Project Teams

Clear Sense of Mission

Productive Interdependency

Cohesiveness

Trust

Enthusiasm

Results Orientation06-08


Reasons Why Teams FailPoorly developed or unclear goalsPoorly defined project team roles &

interdependenciesLack of project team motivationPoor communicationPoor leadershipTurnover among project team membersDysfunctional behavior

06-09


Stages in Group Development (Tuckman)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 (Gersick)

06-010


Team Development Stages

06-011FIGURE 6.4

12

Source:http://facilitatingenterprise.wordpress.com/2013/02/05/tuckmans-theory/

http://facilitatingenterprise.wordpress.com/2013/02/05/tuckmans-theory/







Model of Punctuated Equilibrium

06-10Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

FIGURE 6.5


Achieving Cross-Functional Cooperation

06-11FIGURE 6.6


Building High-Performing Teams Make the project team tangible

PublicityTerminology & language

Reward good behaviorFlexibilityCreativityPragmatism

Develop a personal touchLead by examplePositive feedback for good performanceAccessibility & consistency

06-12


Virtual Project Teamsuse electronic media to link members of a geographically dispersed project team

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

possibleDon’t let team members disappearEstablish a code of conductKeep everyone in the communication loopCreate a process for addressing conflict

06-13


Tele-Immersion @ U of Penn.

17


Conflict ManagementConflict is a process 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• Interactioni

st

06-14


Sources of Conflict

OrganizationalReward systems

(inequity!)Scarce resourcesUncertaintyDifferentiation

Interpersonal• Faulty attributions• Faulty

communication• Personal grudges &

prejudices

06-15


Early DetectionA little conflict is a good thing

But…Time spent on conflict resolution does not advance the project

Resolve conflicts early!

Look for smoke and don’t wait for the fireInvite critical thinking and positive conflict

resolution


Conflict Resolution

Mediate – defusion/confrontation

Arbitrate – judgment

Control – cool down period

Accept – unmanageable

Eliminate – transfer

Conflict is often evidence of progress!

06-21


Conflict Resolution Guidelines1) Is it conflict or a problem?

Solve problems2) Does the project manger need to be

involved? Resolve at lowest level possible

3) What are the issues and the emotions connected with the conflict? Find the land mines!

4) Are the parties involved committed to resolution? Precede until resolution


Conflict Resolution Guidelines5. Are all discussions characterized by a

genuinely constructive attitude and by a positive, non-loaded (not sarcastic or accusing) statements?Disarm the combatants!

6. What is going to make this OK with all the parties?What is the common ground

7. After resolution is achieved, re-verify with each party.Make sure there is no miscommunication

8. Celebrate the resolutions with all concerned and congratulate all on their commitment to the project by their resolving the issue.


Negotiationa process that is predicated on a manager’s ability to use influence productively

Questions to Ask Prior to Entering a Negotiation

1. How much power do I have?2. What sort of time pressures are there?3. Do I trust my opponent?

06-24


Principled Negotiation1. Separate the people from the problem

Be hard on the deal, soft on the people See the deal from inside their shoes Make your proposal consistent with their values

2. Focus on interests, not positions Values define the deal Each side has multiple interests – be clear on yours, discover theirs

3. Invent options for mutual gain

4. Insist on using objective criteria Strike a deal based on principle, not pressure Agree on fair standards and procedures Frame issues as a collaborative quest

http://www.colorado.edu/conflict/peace/treatment/pricneg.htm

Getting to Yes – Fisher & Ury

http://www.colorado.edu/conflict/peace/treatment/pricneg.htm


Tony’s Rules for Negotiation Go into every negotiation with a series of possible outcomes

Must Have Should Have Like to have Can do without

Know the opponents position better than they do A good outcome is WIN-WIN

Works when both sides have equal power, and similar constraints A better outcome when the others side thinks they won but you got

everything you wanted Have “throw away” positions Works when you are not the more powerful side Requires finesse and subtlety

The worst outcome is when the other side thinks you beat them. That means you had the power to begin with so why were you negotiating?

Remember! What ever was negotiated once is subject to be negotiated again

Park your ego at the door…it gets in the way Never get caught in a lie…the best way is to not lie.

Once your creditability is gone you can’t negotiate


Sun Tzu "The smartest strategy in war is the one that allows you to achieve your

objectives without having to fight". "Therefore I say; know the enemy and know yourself; in a hundred battles

you will never be in peril. When you are ignorant of the enemy but know yourself, your chances of winning or losing are equal. If ignorant both your enemy and of yourself, you are certain in every battle to be in peril."

“He will win who, prepared himself, waits to take the enemy unprepared.” “He who exercises no forethought but makes light of his opponents is sure

to be captured by them.” “The general who wins a battle makes many calculations in his temple

before the battle is fought.” “To secure ourselves against defeat lies in our own hands, but the

opportunity of defeating the enemy is provided by the enemy himself.” “Force him to reveal himself, so as to find out his vulnerable spots.

Carefully compare the opposing army with your own, so that you may know where strength is superabundant and where it is deficient.”

http://interneg.concordia.ca/interneg/training/materials/sun_tzu.html

http://interneg.concordia.ca/interneg/training/materials/sun_tzu.html


Summary1. Understand the steps involved in project

team building.2. Know the characteristics of effective

project teams and why teams fail.3. Know the stages in the development of

groups.4. Describe how to achieve cross-functional

cooperation in teams.

06-28


Summary5. See the advantages and challenges of

project teams.6. Understand the nature of conflict and

evaluate response method.7. Understand the importance of

negotiation skills in project management.

06-29

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