Leading Projects in an Organizational Context - Week 12 Past Paper PDF

Leading Projects in an Conte Organizational xt BUSN Week 12 10276 Professor Sandra Napoleone  Today Team dynamics & Building high performing teams Diversity Leading diverse teams Revie...

Leading Projects in an Conte Organizational xt BUSN Week 12 10276 Professor Sandra Napoleone  Today Team dynamics & Building high performing teams Diversity Leading diverse teams Review for final exam and format  Team Dynamics When we talk about team dynamics you can’t really talk about it unless you include diversity and how it impacts team dynamics and high performing teams. True or false? Why? People are different therefore the dynamics of the team can change based on the diversity of peoples’ thoughts, experiences (job and work), biases(conscious or unconscious), culture  Team Dynamics How are they connected - team dynamics and diversity? Teams that are diverse are thought to: Have improved performance Have enhanced problem solving Be more effective communications less conflict or misunderstandings  Diversity Diversity the state of being diverse; variety: "there was considerable diversity in the style of the reports" the practice or quality of including or involving people from a range of different social and ethnic backgrounds and of different genders, sexual orientations, etc.Source Oxford dictionary Differences and similarities with respect to ethnicity, age, educational background, organizational tenure, etc and ways of thinking  Why is Diversity Important? Increased number of viewpoints, perspectives Can lead to better outcomes Builds resiliency Enables growth and learning on teams and the organization  Types of Diversity Demographic diversity Geographic diversity Ethnic/Cultural diversity Gender diversity Age diversity People with disabilities diversity  Generational view Generation Born Expectations About Work Silent 1922 - Disciplined, hard-working, loyal, respect for authority Generation 1945 Baby Boomers 1946 - Optimistic, competitive, active in social causes, focused on 1964 personal accomplishment, Questioning authority Generation X 1965 - Independent, resilient, adaptive, expect work to be fun, work 1979 well in multicultural settings Generation 1980 - Comfortable with high tech, desire feedback, expect Y(millennials) 1994 balanced work and family life, want meaningful work Gen Z 1995 - Native to tech, like millennials, pragmatic, value stability, 2012 financially conservative Gen Alpha 2013 - Fairly new, little to describe currently 2025  Generational view How does this information help us build diverse and high performing teams? Helps us better understand what motivates them or what they are motivated by Why they do what they do or not do Provides context to what they experienced or were exposed to  Diversity Competencies Diversity competencies are the skills, knowledge, and behaviors that allow people and organizations to interact with diverse groups. These competencies can include: Open-mindedness Positive attitudes toward people and experiences Patience Personal self-awareness Empathy Good communication skills, including active listening Ability to connect with others  Factors of Performing Teams Success factors with high performing teams Open communications – open and safe communications Shared understanding – purpose and benefit is held in common Shared ownership – more ownership of the outcomes, the more they are likely to perform Trust- more trust more likely they will go the extra distance for each other Collaboration – teams that work together rather than in silos tend to generate better outcomes Adaptability – teams can respond more effectively Resilience – recovery time is quicker when issues arise Empowerment – teams that feel empowered perform better Recognition – simple acts of recognition for their work and effort reinforces positive behaviour  Characteristics of High Performing Teams What are the characteristics of high performing teams? Only a few Inclusive thinking Diversity Psychological safety Healthy conflict Respect and trust https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/09/16/14-characteristics- of-high-performing-teams/?sh=6559472916c6  Leading and Managing Diverse and High Performing Teams How will you lead or manage diverse teams? What will you consider doing? All of you take 10 mins to think about this and be prepared to discuss it with us.  Leading and Managing Diverse and High Performing Teams Embrace differences – recognize what everyone brings to the table Foster inclusion – make everyone feel they belong, meet them where they are Communicate openly(be transparent) - create channels for feedback and discussions Set clear goals – SMART goals, clearly defined helps provide common direction (single road map) Ensure all have access to opportunities – demonstrates commitment to fairness, which can boost morale LinkedIn - How to manage diverse teams  Leading and Managing Diverse and High Performing Teams Tues PM class comments Under the values and standpoints of each member and understand what each team brings to the team Encourage the team to embrace diversity and difference Allow space for differences and encourage each team to understand and do so in order to benefit from diverse ideas, skills experiences or ways of accomplishing tasks each member brings to the table Align on common objectives. Ensure everyone understands and works toward shared goals Recognizing different cultural norms, values and perspectives as this will avoid misunderstanding and learn from each other. Encourage the continuous learning or training on diversity equity and inclusion  Leading and Managing Diverse and High Performing Teams Wed AM class comments Foster an inclusive culture and provide equal opportunities Open minded, patient, paraphrasing ideas, ‘jack of all trades’, level of exposure to diverse situations Wed PM class comments Leading a diverse team will require all members to feel respected and their contributions are valued. I would try to understand each team members strengths, perspectives, and working styles to build a productive team. I would lead with integrity, addressing conflict constructively. Providing growth opportunities, be fair and transparent promote team collaboration also address bias and stereotypes.  Leading and Managing Diverse and High Performing Teams Wed PM class comments First we make sure that everyone is well aware of the team dynamics. Having introductions of themselves like giving out some trivia Having one on one sessions with them will be good as well as you get to know them more and understand their culture, behaviour what their interests are and etc Playing to the strengths of the team. Assessing their individual strengths to encourage innovation which adds growth to the organization. Example the ice cream start up company called Humi, which encourages their employees to bring forward a flavour and create an ice cream representing their back ground. Providing a team norm on workplace diversity to enforce compliance and measure effectiveness of diversity policies I would engage the team in various team building exercise activities which will lead them towards the understanding of common goals. Providing them opportunities within common space to share ideas thoughts on cultures and create a safe atmosphere where everybody can share and learn from each other  Summary Team dynamics and diversity are interconnected and as Project managers we need to understand our team make up in terms of diversity. Leading diverse teams is not simple task and requires a consistent approach one that fosters open dialogue, performance management that is transparent, fair and most of all respectful. Creating an environment of openness and safety is very important because without it there may be little to no team performance. And when teams don’t feel they are safe there will be a deafening silence that can cause issues. Helping teams see their collective value and helping them evolve into a high performing team is a great, you must Next week - last class Final Exam  Date – Wed Dec 4th Location – A207 Time 1:00 pm – 3:00 pm 2  Week 8 – 12 Material Week 8 – leadership styles, theories, leadership vs mgmt. Week 9 – communications(messaging, barriers, noise) Week 10 – conflict/power and influence Week 11 – Stakeholder management and communications project funding/approvals Week 12 – Diversity and High performing teams Tuckmans model, leadership command & 2 control