Leading Projects in an Organizational Context - BUSN 10276 - Week 10 - PDF

Leading Projects in an Conte Organizational xt BUSN Week 10 10276 Sandra Napoleone 1  Today Conflict What it is? Sources of conflict Aspects of conflict...

Leading Projects in an Conte Organizational xt BUSN Week 10 10276 Sandra Napoleone 1  Today Conflict What it is? Sources of conflict Aspects of conflict Conflict Management Negotiation - BATNA Power and Influence What it is? Sources of power Influence styles, Tactics and responses 2  What is Conflict ? Conflict is a process that involves people disagreeing What words would you use to describe conflict? Disagreement Difference Dispute 3  Sources of Conflict in Project Communication – lack of transparency, information Attitude - We vs they attitudes of reference groups Competition for resources (people, time, money) Inter dependencies among teams or lines of business Differences in values, interests, personalities Differences in education, culture, perceptions Different goals and/or expectations 4  Aspects Conflict Functional (ways conflict can help) Can set the stage for ‘forced’ dialogue Results in greater understanding Makes values and belief systems more visible, better understood Helps set organizational priorities Creates dynamic tension where mindful, respectful debate fosters and spurs creativity 5  Aspects Conflict Dysfunctional (ways it doesn’t help) Reduces productivity Focus is taken attention away from organizational goals Reduces job satisfaction Increases turnover Causes anxiety and absenteeism 6  Types Of Conflict Intrapersonal – conflict is internal to you (feeling inadequate) Interpersonal – conflict is between people Intergroup – conflict among different groups (depts, divisions) 7  Conflict Management Conflict is a natural part of work and life in general. Project managers should lead their teams in developing norms (team agreements, contracts) for dealing with various types of conflicts that might arise. How do we resolve conflict? How do we agree to disagree? How do we move on? When do we move on? 8  Handling Conflict Five Conflict-Handling Methods In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1)assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2)cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns. These two dimensions of behavior can be used to define five modes of dealing with conflict. 9  Handling Conflict COMPETING: Competing is assertive and uncooperative, a power- oriented mode. When competing, an individual pursues his or her own concerns at the other person’s expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win. COLLABORATING: Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with the other person to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals and to find an alternative that meets both sets of concerns. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights, resolving some condition that would otherwise have them competing for resources, or confronting and trying to find a creative solution to an interpersonal problem. COMPROMISING: Compromising is intermediate in both assertiveness and cooperativeness. When compromising, the objective is to find an expedient, mutually acceptable solution that partially satisfies both parties. Compromising falls on a middle ground between competing and accommodating, giving up more than competing 10 but less than accommodating. Likewise, it addresses an issue more directly than avoiding but doesn’t explore it in as much depth as collaborating.  Handling Conflict AVOIDING: Avoiding is unassertive and uncooperative. When avoiding, an individual does not immediately pursue his or her own concerns or those of the other person. They do not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation. ACCOMMODATING: Accommodating is unassertive and cooperative—the opposite of competing. When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to another’s point of view 11  Handling Conflict Competiti Collaborati on on asserti Party’s desire to satisfy own concern ve Assertiveness Compromi se unasserti ve Avoidan Accommodati ce uncooperati on Cooperativen cooperati ve ess ve Party’s desire to satisfy other’s concern 12  Handling Conflict(negotiation) Collaborate/Problem Solve - incorporate multiple viewpoints and insights from differing perspectives (Win-Win) Compromise/Reconcile - search for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict. (Lose-Lose) Force/Direct - pushing one's viewpoint at the expense of others; offering only win-lose solutions, usually enforced through a power position to resolve an emergency. (Win-Lose) Withdraw/Avoid - retreat from an actual or potential conflict situation; postponing the issue to be better prepared or to be resolved by others. (Lose-Lose) Smooth/Accommodate - highlight areas of agreement and downplay disagreement those areas (Lose-Lose) 13  Conflict Approach Distributive Integrative Win-lose Win-win approach approach Not a zero-sum Fixed game amount of Long-term focus resources on relationship Short-term focus on 40% 60% 50% 50% relationship 14  Conflict Simple Strategy PMBok - PMI suggests the following that can and will help with conflict. Keep communications open and respectful Focus on the issues, not the people Focus on the present and future, not the past Search for alternatives together 15  BATNA When negotiations are stalled or unsuccessful determine your, Best Alternative To a Negotiated Agreement Before you decide whether to accept an offer you receive during the negotiation, you need to know what your alternatives are. If you have various alternatives, you can look at the proposed deal more critically. Could you get a better outcome than the proposed deal? What do you know about their circumstances / limits? Do your homework in advance. Maybe knowing the BATNA of the other party before you start negotiating would help ? How so? 16  Negotiation Choose a representative(neutral party) with an appropriate level of authority / status engage a mediator if appropriate Understand the network of relationships Understand how and when to show respect Understand their communication style(preferences) and their organizational culture Understand how bargaining is viewed 17  The Results of Failed Negotiation Alliances are formed outside of negotiation with another party – perhaps the competition Invent a silent / opposing authority on YOUR side eg the leadership team or CEO, etc Threaten to sue or appeal a court ruling Walk away from the table or the deal – do nothing Threaten to strike or initiate job action 18  Summary Conflict is a NORMAL part of being a PM A PM can minimize conflict by communicating clearly and by reiterating values and acceptable behaviour A PM can negotiate peace by seeking solutions for mutual gain and mutual understanding Above all, a PM must be able to understand how conflict arises and how best to engage the parties to communicate their feelings and why 19  Organizational power, influence Regardless of how the organization is structured from our early conversations in this course, there is most certainly, power plays and sources of power, tactics people use. This ‘power’ appears in various ways and will require you as the Project manager and leader, to recognize and navigate through these ways. 20  Power and Influence What is the power ? What is influence? Describe the various sources of power Outline four influence styles What does power and influence in Project Management look and feel? 21  Power and Influence Power is defined as the capacity to influence the behavior of others. Influence is the process by which leaders successfully persuade followers 22  Power and Influence The amount of power you have is determined by your ability to influence others, true or false? How does organizational structure or hierarchy influence power? 23  Sources of Power Sources of power Expert – you appreciate or Legitimate – I’m the boss respect the knowledge Information – I know Referent – trust and belief is something you don’t built over time Charismatic – charmer, Reward – if you do this, I will persuasive Relationships – My reward you. Brother is the president! Coercive – If you don’t, I’ll Location – I have the higher punish you ground (Siege) Timing – I’m the only one here! Why do you follow a leader? Because you’re told to? Because you want to? Think about a leader and where their power to influence you comes from... 24  Empower to Gain Power Power is paradoxical in that the more a leader empowers others, the more power he or she receives. Team members associate the freedom to achieve great things with the leader and often fear that if they relinquish power then the freedom will be gone. A strong leader instills confidence in their team and reassures them that there is no need to be concerned or that there is something of concern. How do you set the tone for your team? How will you influence them? 25  Can Power Influence? Yes, or no? What are some ways power influences us? 26  Influencing Tactics Rational persuasion - logic & reasoning without emotion Inspirational appeals – to our values and ideals. “If we pull together on this project, we can realize the organization’s vision 5 years early!” Consultation – Invite Input / participation. “I need your help to bring this home – I can’t do it alone” 27  Influencing Tactics Ingratiation – similar to appeals, plays to your ‘ego’ or ‘soft spot’. “You seem to have the ability to see the bigger picture so easily, I need that Personal appeals – “We’ve worked together for 10 years – we go way back” Exchange – bartering, trading “If you help me bring this project home it will launch both our careers” Coalition tactics – join forces with another entity to increase your influencing power. “This project has been endorsed by the EPA. I’m on the board now” 28  Influencing Styles Assertive persuasion Reasoning, Debating Presenting ideas, proposals and suggestions that involve facts and logic Reward and punishment Stating & demanding expectations Bargaining, incentives and pressures 29  Influencing Styles Participation and trust Show understanding & empathy, ‘I may seem confident but I’m shaking inside!’ Involve others in the solution Active Listening Common vision Inspiring, this project will launch the company, use of ‘we’ vs ‘I’ Finding common ground. Aligning project goals with company vision. 'This project directly impacts our long-term goals!' 30  Influence Responses Commitment Commitment occurs when we not only agree to the request but also actively support it as well. Compliance Compliance occurs when the target does not necessarily want to comply(obey), but they do. Resistance Resistance occurs when we do not wish to comply with the request and either passively or actively repels (rejects) the influence attempt. 31  Influencing strategies Establish credibility, where people (the team) trusts and believes in you Frame goals to identify common ground. eg , the goals of this project will reduce your workload while satisfying efficiency targets. Use vivid language and compelling evidence. eg, providing a great demonstration with a clear message(whats in it for me (them) Connecting emotionally with their audience. ‘It has been a long, hard road but I feel it has brought the team closer together.’ Showing some vulnerability and relatability. 32  Sustained influence Build and develop a ‘brand’ and credibility as an expert over time. Invest and spend time on critical work relationships. Working on these even before they become critical. Developing a network of expertise which is accessible as needed. You can’t do it alone – you will need heIp (takes a village). Work with influencing tactics with sensitivity, flexibility, and strong communication. Apply them with subtlety not aggressively. 33  Build a strategy for influencing How do you improve ? Identify some or all of the following: What are your objectives, what is your why? Whose cooperation is needed, what motivates and demotivates them? What are your current and future relationships with those whose help is needed, build them before they are needed. What are your sources of power (list on slide 26) and influence? What is your own level of comfort with these strategies. Can you live with the outcomes? How will you use power and influence in your 34  Summary Understanding influencing tactics and how to respond provides you with a solid framework for how you lead projects and how you navigate interactions with the team, most importantly within the organization. Power dynamics while managing projects will inevitably occur how you navigate the scenarios is an ongoing learning process. Build a strong support system and understanding of the organziatons structure as it relates to power and influence will be important. Self-reflecting and learning from each experience, helps you gain confidence with power and influence. 35 After class assignment (5 marks) Due Wed Nov 20th Conflict in Project Management Choose ONLY 2 scenarios Be clear and concise. Outline with detail how you handle this conflict scenarios. You can use the 5 why’s? Who? What? When? Where? Why? How?  What is your approach, who's involved? What information is needed? How will you know things are better or that the conflict has been resolved? When is the matter closed? What will 36 you do to avoid the same type of After class assignment 4 – Conflict (5 marks) Due Wed Nov 20 You are the PM, how would you handle these conflict scenarios? th 1. A member of the team has frequently been coming in late and the team is talking about it, they are not pleased. 2. A member of the team has been openly criticizing another team member’s performance and things are becoming tense. 3. Even though you have a company dress code, a team member has been coming to work in track pants and people are noticing and commenting on it? 4. A talented member of the team is proving 37  Next week On campus Class 11 After class assignment 4 – Conflict Due Wed Nov 20th Project Communications and Stakeholder Management Assignment #2 Review 38  Noteworthy Chapter 10 Conflict and Negotiations Reference book - Getting to yes, Negotiating agreement without giving in. Roger Fisher, William Ury, Bruce Patton 39  Noteworthy Simon Sinek https://www.linkedin.com/posts/simonsinek_can-you-actu ally-influence-senior-leadership-activity-71236955921778 48320-_1IO?utm_source=share&utm_medium=member_ ios Adam Grant https://www.instagram.com/p/CzT5t1LLHiI/?igshid=Y2NkY jk0MDhjYg== 40