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SurvivalintheMatrixedOrganization

Thecommonpictureoftheprojectmanagerinamatrixedorganizationisofafrustrateddiplomatstrugglingtocajolethefunctionaldepartmentsintoperformingtheworkonscheduleandwithinbudget.

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ToSurviveYouMustHaveaCharterCreateacharterfromtopmanagementdefiningtheresponsibilitiesandauthority.

Definetheseresponsibilitiesandauthorityforthefunctionalmanagersandstaffaswell.

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YouMustAnticipateConflictsConflictisinevitablewithdualauthority.Conflictcanbeconstructivelychanneled.

Takepositivestepstodevelopteamwork.Regularsocialgatheringshelpfosterateamspirit.Formaltrainingformatrixmanagersaddsvalueaswell.

Avoiddirectconflictwiththefunctionalmanager.

Usethechainofcommandforthispurpose.GlenB.Alleman

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YouMustIdentifytheSourcesofPower

Theprojectmanagersprimarysourceofpowercomesfromapprovedprojects,plans,andbudgets.Usethesedocumentstoholdthefunctionalmanagerstotheircommitments.Itiscriticalthatthefunctionalmanagersbecommittedtotheplansandschedules.

Thisincludesallthefunctionalstaff.Functionalmanagersmustreviewandcommitthetotheprojectmanagersplan.

TheProjectManagerisacoordinatorofwhatistobedone,nothowitistobedone.Managementbyobjectivesisapowerfultool.

Statingtheobjectivesupfrontinclearandconcisetermsthatcanbemeasuredisasourceofpowerforallparticipants.Donotsupervisethefunctionaldepartments.

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FiveDysfunctionsofTeamsInthematrixedorganization,survivalasateammemberandsurvivaloftheteamrequiresmorethanjusttheintenttosurvive.Itrequiresspecificactionsbetakenbytheteamtoassureitssurvival.Identifyingthepossibledysfunctionsoftheteamisthestartingpoint.

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FiveDysfunctionsofaTeamAbsenceoftrust.Fear

of

conflict.

Lackofcommunication.Avoidanceofaccountability.Inattentiontoresults.

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AbsenceofTrustTrustliesattheheartofafunctioning,cohesiveteam

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MembersofTeamsWithanAbsenceofTrust

Concealtheirweaknessesandmistakesfromoneanother.Hesitatetoaskforhelporprovideconstructivefeedback.Hesitatetoofferhelpoutsidetheirworkareasofresponsibility.Jumptoconclusionsabouttheintentionsandattitudesofotherswithoutattemptingtoclarifythem.Failtorecognizeandtapintooneanother'sskillsandexperiences.Wastetimeandenergymanagingtheirbehaviorsforeffect.Holdgrudges.Dread

meetings

and

find

reasons

to

avoid

spending

time

together.

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MembersofTrustingTeamsAdmitweaknessesandmistakes.Askforhelp.Acceptquestionsandinputabouttheirareasofresponsibility.Giveoneanotherthebenefitofthedoubtbeforearrivingatanegativeconclusion.Takerisksinofferingfeedbackandassistance.Appreciateandtapintooneanothersskillsandexperiences.Focustimeandenergyonimportantissues,notpolitics.Offerandacceptapologieswithouthesitation.Lookforwardtomeetingsandotheropportunitiestoworkasagroup.

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FearofConflictAllgreatrelationships,theonesthatlastovertime,requireproductiveconflictinordertogrow.

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TeamsThatFearConflictHaveboringmeetings.Createenvironmentswherebackchannelpoliticsandpersonalattacksthrive.Ignorecontroversialtopicsthatarecriticaltoteamsuccess.Failtotapintoalltheopinionsandperspectivesofteammembers.Wastetimeandenergywithposturingandinterpersonalriskmanagement.

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TeamsThatEngageinConflictHavelively,interestingmeetings.Extractandexploittheideasofallteammembers.Solverealproblemsquickly.Minimizepolitics.Putcriticaltopicsonthetablefordiscussion.

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LackofCommitmentCommitmentisafunctionoftwothings:ClarityandBuyin

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ATeamThatFailstoCommitCreatesambiguityamongtheteamaboutdirectionandpriorities.Watcheswindowsofopportunitycloseduetoexcessiveanalysisandunnecessarydelay.Breedslackofconfidenceandfearoffailure.Revisitsdiscussionsanddecisionsagainandagain.Encouragessecondguessingamongteammembers.

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ATeamThatCommitsCreatesclarityarounddirectionandpriorities.

Alignstheentireteamaroundcommonobjectives.

Developsanabilitytolearnfrommistakes.Takesadvantageofopportunities.Movesforwardwithouthesitation.Changesdirectionwithouthesitationorguilt.

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AvoidanceofAccountabilityAccountabilityreferstothewillingnessofteammemberstocalltheirpeersonperformanceandbehaviorsthatmighthurttheteam

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ATeamThatAvoidsAccountability

Createsresentmentamongteammemberswhohavedifferentstandardsofperformance.Encouragesmediocrity.Missesdeadlinesandkeydeliverables.

Placesanundueburdenontheteamleaderasthesolesourceofdiscipline.

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ATeamThatHoldsOneAnother

Accountable

Ensuresthatpoorperformersfeelpressuretoimprovetheirperformance.Identifies

potential

problems

quickly

by

questioningoneanother'sapproacheswithouthesitation.Establishesrespectamongteammemberswhoareheldtothesamehighstandards.Avoidsexcessivebureaucracyaroundperformancemanagementandcorrectiveaction.

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InattentiontoResultsAnunrelentingfocusonspecificobjectivesandclearlydefinedoutcomesisarequirementforanyteamthatjudgesitselfonperformance.

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ATeamThatIsNotFocusedon

Results

Stagnates/failstogrow.Rarelyperformsatanylevelconsideredexceptional.Losesachievementorientedemployees.Encouragesteammemberstofocusontheirowncareersandindividualgoals.Iseasilydistracted.

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ATeamThatFocusesonCollective

Results

Retainsachievementorientedemployees. Minimizesindividualisticbehavior.Enjoyssuccessandsuffersfailureacutely.Benefitsfromindividualswhichsubjugatetheirowngoalsandinterestsforthegoodoftheteam.Avoidsdistractions.

GlenB.Alleman