Solutions for Team Conflict

By Renee Evenson.

Reference: ToastMaster – Sept 2012

When you arm yourself with the skills to meet conflict head on and work quickly and effectively to resolve problems, you will gain respect as an involved leader who is committed to being part of the solution rather than part of the problem.

 

View every conflict as an opportunity.

Conflict is a natural component in all relationships and should be welcomed. “Without resolution, resentments stay below the surface and magnify. When conflict resolution allows for good discussion, those involved can begin to move ahead.”

Anticipate problems and deal with them immediately.

Become an active observer and communicator; stay involved and watch for things that are not right. Be aware of coworkers who suddenly become negative, quiet, agitated or upset as this is often a sign of conflict.

Communication is key to resolving conflict.

Miscommunication is often at the root of arguments, so it makes sense that good communication is the key to resolving them. Resolving conflict effectively is as simple as 1-2-3:

1. Listen and Question;

2. Decide and Plan

3. Respond and Resolve.

Always remain calm and in control.

Suggestion is to back up, take a deep breath and consider your response. Learning not to be reactive will help slow y our racing heart and racing thoughts.
Continue reading “Solutions for Team Conflict”

Results without Authority

  • Even though leaders have got the authority, ordering people to do something is unlikely to result in them really wanting to do it.Using command-and-control authority to force people to do things that they don’t want to do results in resentment and demotivation.Malicious compliance is also a risk; people may find ways to appear to cooperate while actually harming the project.If generals and admirals cannot always expect automatic obedience, what chance does a project leader have?
  • “WII FM” – What’s in it for me? Leaders in any field invest the time to understand what the peole they are working with really care about. Effective project leaders identify opportunities to align what the project needs with what the individuals want to do, and they assign responsibility for project activities accordingly.
  • Only one project charter should be maintained. Any new request that is conflicting with will be denied.
  • Motivation has got six areas: achievement, recognition, the work itself, responsibilities, advancement and growth.
  • Influence ProcessDocument your objective > Identify who could do the work  >Evaluate your options and select the best person > Consider the other person’s perspective > Possibilities for exchange  > Meet with the other person > Verify your assumptions and determine what to exchange > Request a commitment > Document the agreement > Deliver on your offer and track the work to completion.

Agile Contracts

Every Project Manager is not  interested in – Agile Contracts. They feel constraint!

No one like to talk about Contract because of the Agile Core Value say : “Customer Collaboration” over “Contract Negotiation”.

Generally speaking the  process of generating the contract is as : Collaboration -> Commitment -> Accountability -> Contract

 

How it all started : Here is my Business Requirement. How much it will cost and when it will be done?

We know that it is going to be wrong no matter what we put in. Then how we will derive a business proposal?

One is through the Flipping the iron triangle. Normally we go through the scope  – to schedule and cost calculation. However, many time we commonly focus on schedule and the cost.

The successful project  could be driving a scope from schedule & cost.

 

With value-driven based on the schedule and cost one can deliver the valuable items for the Business.

 

Draw Proper Distinctions:

Proposal that transit to Project by having a contract.

Proposal is not same as Project.

Costing System:

 

The old model works with: If you win, I must loose. If I win, you must loose.

Fixed Contract – The model it works with that both win, both loose concept.

 

 

Another way is that to deliver the valuable items in iteration. Offer to cancel the project after some specific % of valuable items have been delivered. In this early cancellation clause customer has been asked to pay for the items that have been delivered + 20% cancelation fee on the remaining 15%.

 

Through this way you have saved customer money and you have been paid 20% without doing anything.

 

Examples are as below:

NOTE: Although profit is much better. However, some management may prefer revenue than profit. However, its a management level issue.

Another technique is Fixed Price work packages or in Agile form called Fixed Price Stories

Idea is to decompose into smaller packages; that is what agile practitioner should do.  Through this way I have reduced the risk. You start with the first delivery and then with the option to change the requirement along the way. Then you can re-estimate.

Through this way you are sharing a risk.

As a agile project manager you are not supposed to put everything in the contract.

 

Contract should cover More Stable, Moderate Change, and More Changing component

Under Master contracting Agreement – you can put penalty as it is not changing quite often.

Don’t have a single document contract. Create based on something stable, something changeable.

You cannot think of putting everything in the Contract. That is what legal would want to. But this is not a recipe of collaboration. However, PM should not be signing a contract.

Office 365 – Exchange Online Forward Migration

Problem: That X has created around 200+ forwards that are linked to an external contact – exemployee@papu.com
However, exemployee@papu.com is mail account now.

1. What we need to write in the script is find all forwards where there is 0 membership
2. Add an exexmployee

Solution:

$amount = @()

## Get all distribution group for interpro.com.au
$groups = Get-DistributionGroup | where {$_.PrimarySmtpAddress -like “*@papu.com”}
## Loop through and add for exemployee@
foreach ($a in $groups)
{
$count = @()
$count = ([array](Get-DistributionGroupMember –identity $a.Identity)).Count
if ($count –lt 1 ) {
Add-DistributionGroupMember -Identity $a.Identity -Member “exemployee@papu.com”
Write-Output $a.Identity
}
}

 

References:

 

  • http://help.outlook.com/en-us/140/cc952755.aspx
  • http://community.office365.com/en-us/f/161/p/16010/73984.aspx#73984
  • http://help.outlook.com/en-gb/140/dd575549.aspx#DistributionGroups

 

 

 

The four Dimensions & Human Needs – Team building.

Today, I’ve got a chance to know some of the human needs and the four dimensions definition from the website of PMI. In addition, also got to know that a book called “How NASA build a team” that I’ve ordered for my own understanding…
Indeed an emotions are key ingredients.

The four Dimensions & Human Needs

Emotional – Cultivating – We all need to feel  appreciated
Intuited- Visioning – We all need hopeful futures
Logical – Including – We all need to feel that we belong
Sensed – Directing – We all need to meet expectations