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MANG6311-Week3-TeamworkLeadership-Part2-19Oct21-Classroom.pdf

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Week 3

Teamwork & Leadership - Part 2

“Did I ‘mean’ what I actually ‘intended to mean’?!

Dr Ramesh Vahidi [email protected]

19 Oct 21

MANG6311 Project Management

People & Organizations Southampton

Business School

We Will Cover …

• Quick Review of Stages of Tuckman & Jensen’s Model

(you will see little videos and do the readings afterwards)

• Some Key Aspects of ‘Team Dynamics’

• Personalities and Teamwork

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To Give You Concepts and Tools to:

• Understand/manage a Project Team’s Dynamics;

• Systematically analyse a particular teamwork;

• Adjust your learnings in order to apply in other teams.

Stage-theory Model for Team Growth and Development:

Tuckman and Jensen’s Model

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Tuckman and Jensen (1977, cited in Boddy 2017)

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“Putting people into a team does not mean

that they perform well immediately, as

teams need to go through stages of growth.

Some never perform well. Tuckman and

Jensen (1977) developed a theory that

groups can ‘potentially’ pass through five

fairly clearly defined stages of development.

1. Forming – members become acquainted

2. Storming – conflict begins

3. Norming – members reach agreement

4. Performing – members work together

5. Adjourning – group disbands” →(added

later) Boddy (2014, p. 538)

http://www.youtube.com/watch?v=Kw94tD0qAE0

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• Could we avoid the storming stage?

• Will we survive the storming stage?

• Will we go through each stage just once?

• What is the point in adjourning stage?

Tuckman & Jensen’s Model

Common misunderstandings (e.g., in cw) “We decided when to enter each stage …”

Assumption behind the T & J Model:

• The stages happen naturally (if they happen at all)

• You do NOT intentionally plan, predesign and agree on the start & finish dates of the teamwork stages!

• Indeed, these will happen in parallel with your project lifecycle so might interfere or accelerate what you do.

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Project Timeline

In Advance!

Recurrence, Frequency, Duration of Stages?

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Project Timeline

- Potential:

- A new person added to a well-established team

- Changes within the project (e.g., roles/responsibilities, scope, resources)

- Change of attitudes/behaviours (e.g., pressures, personal life issues, …)

In Advance!

? ? ?? ? ?? ?

Teamwork demands constant attempt and attention! So the reason it is ‘dynamic’.

- Team Dynamics - Key Aspects for Enhancing

Team Dynamics

➢ Communication

➢ Listening

➢ Perceptions in Project Teams

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What do we mean by Team Dynamics?

• Team dynamics here refers to

the changes and patterns of

changes in teamwork status;

i.e., working relations (formal

and informal); behaviours;

collaborations; forces and

phenomenon during the

course of a teamwork.

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Analysis of and Reflection on Team Dynamics

• What/Which/Who: Means understanding, the

way people (including yourself) work individually

and together and if these changed.

• Why/How: Explaining, comparing and contrasting

these with existing theories to find out ‘why’ they

did what they did (or didn’t).

• Analyse/Synthesize: Exploring what worked or did

not work.

• Reflect/Generate: Learning lessons for keeping

good practises, avoiding similar mistakes, and

gradually developing capabilities in ‘predicting’ the

potential outcomes (to some extent!). MANG6311 - ©Ramesh Vahidi 21-22 10

Communication Goals & Types

General Interpersonal Communication Goals

Types of PM Communication

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• Key: Exchange of Knowledge in

Projects

• Understanding others

• Being understood by others

• Gaining acceptance for self/own

ideas

• Producing actions or change

• …

• Disseminating/sharing project

info., plans, changes & reports;

• Gaining and sharing Info. for

decision making;

• Resource finding, acquisition,

negotiating and allocation;

• Dealing with Internal/External

project parties’ issues, conflicts;

• ….

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Genuine Responses plz …

- How much time (on average) do you spend “communicating” every day? ___________

- How often do you think of the best way, the right time and potential impacts of each message you send to a specific person? ____________________________

- Have your communications ever went wrong or not quite right? Yes/No

- What were the impacts (on you or the other side or on your working relation) if a communication went wrong? ___________

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Communication: Taken for granted …

Communication in PM’s Life

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“A project manager uses communisation more than any

other skill set to manage the project throughout its life cycle

and ensure that team members are working cohesively and

resolving problems.” (Verma, 1995, p.49)

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C o m m u n i c a t i o n

C O M P L E X I T Y

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Communication Process

What happens when we communicate?

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Communication Elements

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1 3 2

Verma (1995, p.17)MANG6311 - ©Ramesh Vahidi 21-22 19

The Communication Process

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https://www.ted.com/talks/susan_cain_the_power_of_introverts/tran script?language=en

With all the transcription!!

Does all communicate the same way? Learn about Introversion vs. Extroversion

Key Video to watch as soon as possible!

Susan Cain is the

Author of the Book “QUITE”

https://www.ted.com/talks/susan_cain_the_power_of_introverts/transcript?language=en

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Miscommunication:

Did I ‘mean’ what I

actually ‘intended to

mean’?!

Communication Barriers Communication Macro-Barriers

o Amount of information

o Cultural differences (only country?!)

o Disciplinary differences

o Organizational climate

o Number of links

o Stereotypes

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X Communication Micro-Barriers

o Perceptions

• Sender’s view of the receiver • Receiver’s view of the sender

o Message competition

o Project jargons and terminology

o Disciplinary mind-sets

o Stereotypes

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Reflection Point …

- Remember the characteristics of projects (look at the lecture 1 if you had forgotten) vs. non-project

- Remember our discussions on communication (definition, styles, barriers, differences, etc.)

- Vevox: Any reasons that might make communication more challenging in PM compared to non-projects?

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02/10/17

Types of communication

• Verbal: rapid message/feedback, analysis/synthesis;

• Nonverbal: encoding without words, e.g. gestures; vocal tones; facial expressions; body language.

• Written: reports, plans, proposals, standard, policies, letters, meeting minutes, …

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MANG6311 - ©Ramesh Vahidi 21-22 26 Picture taken from: http://karenstollznow.com/body-language/

Congruence in Communication

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Avoiding eye-contact, anxious, closed body language, etc. → Might be sending mixed

messages or ….

Message: do not have a problem

with you

Message: I do not have a problem

with you

Who does not really have a problem with you?!

Why?

Beware: Eye-contact in different cultures!

Communication of ‘Feelings & Attitudes’: Verbal vs. Non-verbal

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38%55%

Message Impact

Words Verbal tones Facial Expressions

Based on Albert Mehrabian’s work: Verma (1985) More Clarification of Mehrabian’s work: http://www.businessballs.com/mehrabiancommunications.htm

• The value of Mehrabian's theory relates to communications, and where emotional content is significant the need to understand it properly is great.

• This is often applicable in management and business, where motivation and attitude have a crucial effect on outcomes.

http://www.businessballs.com/mehrabiancommunications.htm

Listening & Communication

Effective listening as an essential skill for

project work:

• Improves communication;

• Enhances team/stakeholders relations;

• Creates trust, respect, rapport;

• ‘Communicates’/creates positive feelings.

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Listening

Listening Behaviours

Verbal Lis. Behaviour Non-verbal Lis. Behaviour

• Clarifying & constructive

questions;

• Paraphrasing for clarification;

• Summarising at intervals;

• Asking for examples;

• Directing to the right listener.

• Eye-contact indicating honesty,

openness => enhanced

communication;

• Be expressive (nice comments!)

to motivate the speaker;

• Moving closer to the speaker (be careful of cultures: keep reasonable distance!)

• Listen for real message (what

was said and how).

How ‘listening vs. hearing’ could affect an important conversation you have with a project

team member?

Perceptions & Communication: e.g. Stereotypes

! !

“Stereotyping is the practice of

consigning a person to a category or

personality type on the basis of his/her

membership of some known group.” (Boddy, 2010, p.637)

Vevox: Can you reckon any

other sort of stereotypes?

Talking about the stereotypes: Becoming less of a Taboo in Management

Faulty attributions – Stereotypes, etc.

Stereotype Scientific

Generalization

* Stereotypes are sort of ‘generalizations’ but not all the generalizations are

Stereotypes!

Stereotypes and Generalizations

All …

Let’s get it right from now! ‘Reflective Coursework’

In Advance!

Based on marking about 300-450 reflective reports per year

- Only Intuitive/descriptive discussions based on common sense and not theories;

- Using the concepts of Tuckman & Jensen’s Model and Belbin Roles in the analysis without referring to the theories;

- Only analysing what others did in the team and no self-reflection;

- Not noting the changes in the team dynamics and their reasons.

Developing solid theoretical foundation - Learn the ‘concepts’ (e.g., team

types, stages, building, success, performance) through studying;

- Journal Papers: Search, select, read, reflect and use the learnings.

Structured Analysis of Team Dynamics - Explore signs of entering and

exiting team stages and roles, etc.! - Find out and analyse if and when

you were/become an actual team; - Analyse ‘yourself’ & others! - Keep it precise and academic!

- …

NOT good and academic enough

Some Areas to Improve but not limited to these

Videos You Need to Watch

How to keep your team motivated

• Keywords: Result of an empirical study; Team Contract; Effective Collaboration, Social Loafing, Team Motivation:

• https://www.youtube.com/watch?v=H9LSopkLbpw

•

Cultivating Collaboration: Don't Be So Defensive! | Jim Tamm | TEDxSantaCruz

• Keywords: Chicken collaboration, defensiveness, conflict, green/red zone, team behaviour, action plan

• Https://www.youtube.com/watch?v=vjSTNv4gyMM

https://www.youtube.com/watch?v=H9LSopkLbpw

https://www.youtube.com/watch?v=vjSTNv4gyMM

Communication Barriers in Projects …

- Can you think of any specific reason(s) that could make

communication and particularly listening in project jobs more or

less problematic compared to communication in routine jobs?

• Do you know someone with very good or very poor listening skills? What make you judge them as such?

• How could you learn from them or avoid being like them?!

• Assess your own listening skills: what strengths and weaknesses can you find?

• How could you improve your listening skills? (Language skills could only be part and not all of it)

• How could these potentially impact your communications and relations?

Self-reflection: Your listening skills …

Readings

Boddy, D. (2017) Management: an introduction. 6th ed. Imprint: Harlow: Financial Times Prentice Hall. Chapter 16. (access through the Library Catalogue)

Combe, C. (2014) Introduction to Management. Oxford University press. Chapter 10

Pinto, J.K.. (2019) Project Management: Achieving Competitive Advantage. Global Edition, Pearson Education, Limited, 2019. ProQuest Ebook Central.

http://ebookcentral.proquest.com/lib/soton-ebooks/detail.action?docID=5720015

Boddy, D. (2020) Management - Using Practice and Theory to Develop Skills. 8th ed., Pearson Education, Limited. Chapter 16.

Verma, V.K. (1996) The human aspects of project management: human resource skills for the project manager. volume two. Pennsylvania, Project Management Institute.

Verma, V.K. (1997) The human aspects of project management: Managing the Project Team.

• .

http://ebookcentral.proquest.com/lib/soton-ebooks/detail.action?docID=5720015

Readings Essentials:

• For more PM views related to the subjects we covered in this lecture, find and read the related chapters and pages in these PM textbooks: Pinto (2013) [electronic resource] , Malyor (2010) [electronic resource] , Gardiner (2005).

You also need to read further textbooks and journal papers as part of your independent studies. The followings are also key textbooks to be used:

https://www-lib.soton.ac.uk/uhtbin/cgisirsi/KBgMQKKPNm/HARTLEY/184231317/18/X245/XTITLE/Management+an+introduction.