1952 Leading Projects in Organizations Module 4: Conflict Management PDF

~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! 1952 Leading Projects in Organizations Module 4: Conflict Management ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E!...

~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! 1952 Leading Projects in Organizations Module 4: Conflict Management ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 4 - Section 1 Difficult Project Situations "Sometimes, adversity is what you need to face in order to become s u ccessf u I." - Zig Zigler  Why Do Proiects Have Difficult Situations? 1. Projects are unique, some have never been done before 2. Projects are done by people who may have not worked together before 1. Projects have constraints and unplanned risks 2. Projects may deal with organizational change 3. There are different cultures between the project team, the performing organization, and the client organization 4. There may be unrealistic or opposing stakeholder expectations 5. The project may have weak governance and an inexperienced sponsor 6. The project may be challenged by political agendas and ~ UNl~~,~~9ra?aLmotives ~ SCIIOO L oo CONTI NU ING ST UDIL~ Use this as a guide for project planning - risks And then determine how to risk management 1&2 - groups go through storming 3 - what are the constraints 4 - people struggle with change - what could the difficult situations be? 5 - know group dynamics 6 - know your stakeholders - attitude, influence, could it cause difficulty 7 - people avoiding approvals, challenging personalities, new heads 8 - if gov change look at from a scope, budget perspective  Benefits of Dealing with Difficult Situations Project success through meeting project objectives Building trust with the team Developing mutual respect among the team Creating a high performing team Engaging stakeholders appropriately Encourages idea development and problem solving skills Empowers teams to take risks Enables teams to take actions ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ need to have a pulse on whats going on in your team and project reflect on how we overcame hurdles and share with group get through difficult situations with your stakeholders  Common Proiect Management Challenges (1} Not sharing information: - Knowledge is not power - unless it is shared Lack of transparency: - Without transparency, trust will suffer - both within the project team and with the end client Lack of trust: - Drives heighten tensions and disengagement Low engagement: - Low commitment to the project mission and willing to go the extra mile Badly perceived, not delivering: - A project team has a brand , an image, and a reputation created by the actions and behaviours of the team members ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ Challenges should be seen as opportunities problem solve the problems - what can you do differently honesty, sharing, learning, team development  Common Proiect Management Challenges (2) No long-term thinking: - Everyone is busy, but just being busy is not enough. Long-term project success requires long-term thinking. Poor change management: - Change is constant and unless carefully managed it can be detrimental to teamwork and results. Change starts and ends with communication. Working in silos: - Silo working is a reality for many project teams. Team members may sit side by side but not really work together. Not going in the same direction: - To walk in the same direction a team needs to know where it is going or what it is contributing to (vision) and why (purpose). ~UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ Communication #1 esp through change Ultimate goal is guiding light  Overcoming These Challenges At the highest level it is about solving complex and ambiguous problems Problem Solving Dealing with conflicts leads to having difficult but engaging conversations ¥f Difficult Conversations Solving problems requires a diverse set of ideas and encouragement to have positive conflicts. ~ Resolving Conflicts ~UN IVE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU ING STUDIL~  Creative Problem Solving (1) Problem Formulation - Remove noise, causes, and subjective viewpoints - Identify the underlying issues by asking the "Why" questions (5 Whys) - Establish clear facts and identify the real problem(s) Solution Finding - Generate ideas by encouraging different viewpoints - Evaluate options and select the solution that best fits the problem Planning and Execution - Define the actions and steps required to implement the solution - Obtain acceptance for execution and then execute ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ What is going to distract us from finding out the root cause of problems  Creative Problem Solving (2) Steps 1 & 2: Problem Formulation 7. Execute 1. Fact Finding Steps 3 & 4: Solution Finding Step 5, 6 & 7: Planning and Execution 3. Idea Finding 4. Evaluate & Select ~ UN I VE RSITY OF TORONTO Source: httosPlenbrznzowski word press com/2012110/'.l llove rtomin g-barrif!rs-to-effective-prohlem-definitiookre atiYfl-prnblem- ~ SCIIOO L oo CONTI NU ING STUD IL~ i2MD.9: ~ 15 Talk to as many people as possible to find out the facts Determine together how to create a solution Your solution needs feedback and buy-in in order to work 11~~ Steps in Problem Solving Example Steps @Work Example Identify the issues One of the JKLM departments is refusing to move to the new location Understand everyone's interests The department manager wants the team to work in the office The team lives in the east of Toronto Need to reduce rental costs to achieve benefits List the possible solutions Expand the new downtown location to accommodate the department Add a third location in east ofToronto Educate the manager on the benefits of working from home Ignore the manager, tell the department they are moving Evaluate the options Analyze each option with advantages and disadvantages Select an option Educate the manager on the benefits of working from home Document the agreement Develop a series of steps to be done to work with the team Agree on contingencies , monitoring , and Ensure the department receives extra communication evaluation ~ UN IVE RSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UD I L~ 11 Q Difficult Proiect Situations - Discussion What type of difficult project situations have you seen? How were the situations handled? - What worked well? - What did not work? ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 12 Q Difficult Proiect Situations - Questions IC-3.1 IC-3.2 1. On the @Work Program, you hear from Xander, the project manager of the 3 Move Project, that each JKLM department has different requirements. This is an example of which project management challenge? a. Not sharing information b. Working in silos c. Low engagement d. No long-term thinking 2. In problem solving, Idea Finding is part of: a. Planning Resource b. Solution Finding c. Executing Actions d. Problem Formulation Answers available via Interactive Content on Quercus 18 ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 4 - Section 2 Difficult Conversations  Why Are Difficult Conversations Difficult? In the UK, the top three hardest conversations we face in our lives are all work -related. -... -~:g oo 66% ·_... "-·..... 33% PAY COLLEAGUES' INAPPROPRIATE BEHAVIOUR 31% FEEDBACK ON POOR PERFORMANCE 30%.. ---· Pf'Ol ·...... -..,_,,... to........... -............,.._........., ~ Bul __,91oughdifflcul --11- happeno n-. resourceful manager.com W nl tollndoutmDNor-llllfta~ofcon....,...lonal you ,-f JOn ll'ledlbllleal ldil l lculk:--llon OfC...lhl quiz - m ag--Of'Q.ukfditr>eiMconv.,...lofls CMI=- ' I GATHeQ YOU TWO AQE HAVING A LITTLe DISAGreeMENT, eH?' ~ m UNIVERSITY OF TORONTO Source: Chartered Management Institute https tlwww rnanaqers nrg 11k/lm9wtedge-and-insiqh)slnews{top-1Q-diffic11I1-cnnvflrsa1igns f W SCIIOO L oo CONT IN UING STUDIL~ 15 Think about voice, what you’re going to say, your emotions  Approach to Difficult Conversations Step Practical Tips 1. Before the conversation takes Plan for the conversation place Think about the place and timing --- 2. During the conversation Set expectations Incorporate feelings Take breaks Pace the conversation Listen Stay calm ---- 3. End of Conversation Reflect and Learn Preserve the relationship ~-------------~ ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 16 Keep this slide in the toolbox  Difficult Conversations - Before Before the conversation takes place Plan ✓ Plan what you want to cover and say ahead of time ✓ Think about the words you want to use ✓ Write down clear points or statements ✓ Pick the right time and place to have the conversation ✓ Use the 24-hour rule Think about Timing ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 17 WRITE DOWN what you are going to say be intentional about your script - what are you trying to convey ~ Difficult Conversations - During (1} IC-1.2 During the Conversation Set Expectations Let the other person know what you expect of them while you are talking , i.e. perhaps you want them to wait till you finish MY FEELI NGS Do not blame MATTER Avoid statements that would put the other person in a defensive spot. i.e. you don't respect me Try statements like "I feel upset when you say things like... about me" Incorporate Feelings ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU ING STUD IL~ 18 ~ Difficult Conversations - During (2} IC-1.2 During the Conversation Take Breaks Take a break if the conversation starts to go in circles or if you feel the it is becoming un- productive You can always reschedule to pick it up another time Ifs Time. For ABreak 11 Don't cover a whole set of information or too many questions at the same time Don't overwhelm the person Ensure they do not miss key points or what you are trying to say Pace the Conversation 19 ~ Difficult Conversations - During (3} IC-1.2 During the Conversation Listen Pay attention and understand what is being said Do not interrupt when the other person is speaking Do not be distracted - put away your electronic devices Stay calm even when the conversation gets emotional Control the tone of your voice as well as your posture - yelling or confrontational body postures will not help the conversation Stay Calm ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 25  Difficult Conversations - End End of Conversation Reflect and Learn Take a moment to consider what went well and what did not Think about why you had certain reactions , and what you might have said differently Think about how others reacted and coped Ensure you maintain or improve the relationship and foster mutual respecU trust Ensure you have achieved closure that is understood and accepted by the other party ~ UNIVERSITY OFTORONTO ~ SCI IOOL oo CONTINUING STUDIL~ I Preserve Relationship I 21  Difficult Conversations - Exercisellc~ @-work IC-2.1 For each of the difficult conversations below, what practical tips should be used? Project Difficult Conversation l@#iiril 1 Offi ce : New office selection The general contractor arrived late for your weekly meeting again , and it and leasehold improvement has been impacting how much of the agenda you can get through. You of the new space need to ensure that you both agree on how these weekly meetings are to run. 2 Downtown : Downtown You have just finished explaining several issues with the leasehold office selection and leasehold improvement team during a difficult conversation. The contractor is improvement summarizing what the y are going to do next. What should you do? 3 Move : Relocate staff to the You are meeting with a small JKLM department that does not want to new office move , and despite your best efforts , the conversation keeps circling back to their main reason for not wanting to move. What do you do now? 4 IT: Laptop provision and Unfortunately, setting up the new laptops to work from home is complex. software installation You decide to break the training into multiple short sessions. Why? 5 Training: Staff training and You are going to start a meeting with a colleague whom you are not getting support along with. It is important that you work together, but there are certain things that your colleague does that drive you crazy. 6 Communication : You are explaining the challenges in moving staff into the new location to Stakeholder communication your president who is anxious to get the move completed. While you are an~N~~~~~1~ 1mua..n~9;~~~t presenting , an anxious team member is getting irritated. ~ SCIIOOL oo CONTINUING STUDIL~ 22 Q Difficult Conversations - Questions IC-3.3 IC-3.4 1. Before a difficult conversation, pick the right: a. Topic and content b. Time and place c. Team and skills d. Problem and solution 2. When the conversation starts to go in circles: a. Stay calm b. Change the topic c. Change the place d. Take a break Answers available via Interactive Content on Quercus 29  SITUATION 1OF 6 PROJECT#l OFFICE: New office selection and leasehold improvement of the new space. DIFFICULTCONVERSATION:The genera l contractor arrived late for the weekly meeting aga in, and it has been impacting how much of the agenda you can get through. You need to ensure that you both agree on how these weekly meetings are to run. PRACTICAL TIP ✓ Set expectations Pace the conversation Incorporate fee lings Listen Take a break Stay ca lm 11 Set Expectations, you need to let the genera I contractor know what behaviour your expect. l;@iiMI  Jl