RESPONSE TO EACH TEAMS GCCM PLANS

Date Changed

Change Details

Reason for change

Responsible for change

1/22/2021

Original Content Created

Brittany Watson Adetunji

1/25/2021

Content Revised

Group Review

All members

1/26/2021

Content Added

Communication

Brittany Watson Adetunji

2/01/2021

Content Added

Leading

Danial Magid

2/03/2021

Content Added

Argumentation

Danielle Strickland

2/08/2021

Content Revised

Argumentation

Danielle Strickland

2/15/2021

Content Revised

Leading

Danial Magid

2/17/2021

Content Added

Interpersonal Skills

Mike Fudge

2/22/2021

Content Revised

Group Review

All Members

2/23/2021

Content Revised

Management

Danial Magid

2/24/2021

Content Added

Negotiation

Danielle Strickland

2/26/2021

Content Revised

Argumentation

Danielle Strickland

2/27/2021

Content Added

Ethics

Mike Fudge

2/30/2021

Content Revised

Leading

Danial Magid

3/1/2021

Content Revised

Group Review

All Members

3/3/2021

Content Revised

Table of Contents

Danial Magid

3/5/2021

Content Revised

Ethics

Mike Fudge

WEEK #

READING ASSIGNMENTS

PERSON/READINGS

Summary

JUSTIFICATION

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All

Brittany

1. PMBOK: CHAPTER 9.4.-DEVELOP TEAM: IMPROVING COMPENTENCIES, TEAM INTERACTION AND ENVIRONMENT IS WHAT DEVELOPING THE TEAM IS. THE BENEFIT IS MOTIVATED TEAM MEMBERS, IMPROVED INTERPERSONAL SKILLS, AND BETTER PROJECT PERFORMANCE. ALSO, IT STARTS WITH A PROJECT MANAGEMENT PLAN AND TUCKMAN LADDER. THE TUCKMAN LADDER IS FORMING (WHERE MEMBERS MEET AND LEARN ROLES/RESPONSIBILITIES), STORMING (WHERE GROUP BEGINS TO ADDRESS ISSUES), NORMING (GROUP ADJUSTING TO HELP SUPPORT GROUP), PERFORMING (A WELL FUNCTIONING GROUP, AND ADJOURING (CLOSE OF THE PROJECT).

2. INTERCULTURAL/INTERNATIONAL BUSINESS COMMUNICATION: ETHNOCENTRISM IS A MAJOR OBSTACLE TO INTERNATIONAL COMMUNICATION. STEREOTYPYING AND ASSUMPTIONS MAKE IT DIFFICULT TO LEARN ABOUT CULTURAL DIFFERENCES. BUT, ALL PEOPLE HAVE CULTURES. IN ORDER TO SUCCESSFULLY WORK INTERNATIONALLY, PREPARATION IS ESSENTIAL.

3. OPTIONAL READING

4. NON VERBAL DELIVERY: IT CAN BE PERCEIVED BY BEHAVIOR TO THE WAY ONE DRESSES. NON VERBAL CAN SUBSTITUTE, REPEAT, CONTRADICT, COMPLEMENT, ACCENT, AND REGULATE VERBAL COMMUNICATION. IT COMES FROM BOTH CULTURE AND BIOLOGY. AND EXAMPLE OF CULTURE IS “VEDA” IN INDIA. AN EXAMPLE OF CULTURE IS ABOUT THE PEACE SIGN USING YOUR FINGERS IN AMERICAN. THE SAME SYMBOLISATION UPSIDE DOWN INDICATES AN INSULT IN THE UK.

5. LISTENING WITH SPIRIT OF THE ART OF TEAM DIALOUGE: Levine’s article, Listening with spirit and the art of dialog, examines whether there is a such thing as chemistry within a group (Levine, 1994). Based on his research, any group can develop chemistry or harmony by carrying out his steps. The first is to acknowledge that there is a difference between dialogue and discussion. Dialogue is said to be a creative, open-ended and probing conversation searching for possibility. On the other hand, discussion is more focused and has the purpose of determining choices. The next step is remove the need to perform or impress, so that a traits of selflessness, detachment, and receptivity emerge. This is where a common spirit of a group or collective creativity emerges. The article also had several variations of this process. In the client-centered psychotherapy, traits of the common spirit came from active listening. In the participation-observation roles of ethnographic fieldworkers, the recipients of the informant’s stories where to suspend their cultural holdings. In the phenomenological observation, it was required for the phenomenon to be free to reveal itself. Finally, in detached objectivity, listening is considered to be a spiritual act or “goethean observation”. There was an observation of several groups, and one stood out due to the group’s openness to learning. This openness was fused with spontaneous and simultaneous dialogue. This openness to learning seems to get to the root of what makes a group function more effectively. It is so significant that it is applicable to any group setting, such as groups within this class, professional settings or personal relationships.

6. TIME AND CULTURE: THE MEANING/VALUE OF TIME VARIES BY CULTURE. FOR EXAMPLE, IN AMERICA, TIME IS MONEY AS WORKERS CAN BE PAID HOURLY AND LAWYERS CAN CHARGE BY THE MINUTE. UNITED STATES AND JAPAN HAVE THE LONGEST WORKING HOURS WITH EYROPE HAVING MORE OF A BALANCE B/W WORKING AND LEISURE. CALENDERS ARE DIFFERENT ACROSS THE WORLD. FOR EXAMPLE, PERU HAS A TEN DAY WEEK, WHEREAS A WEEK IN A COUNTRY IN COLOMBIA IS THREE DAYS.

7. OPTIONAL READING

8. NON-VERBAL DELIVERY: IT IS FLUID AND FAST. IT CAN ADD TO OR REPLACE VERBAL COMMUNICATION. IT COMMUNICATES FEELINGS OR ATTITUDES SO MUCH SO THAT PEOPLE TEND TO BELIEVE THEN OVER VERBAL COMMUNICATION.

9. OPTIONAL READING

10. OPTIONAL READING

11. PERFECTING THE ART OF ACTIVE LISTENING: PEOPLE ARE POOR LISTENERES DUE TO (1) LACK OF FORMAL TRAINING OPPORTUNITIES, (2) WE POSSESS THE ABAILITY TO SPEAK FASTER THAN WE THINK, (3) WE PRACTICE LAZY AND INATTENTIVE LISTENING SKILLS, (4) WE LOSE OUR LSITENING SKILLS AS WE DEVELOP, AND (5) WE FALL VICTIM TO LISTENING ROADBLOCKS. TO BE ACTIVE LISTENERS WE HAVE TO (1)BE FULLY PRESENT, (2) LISTEN WITH HEART, (3) DISCERN MIXED OR UNSPOKEN MESSAGES, (4) EXTEND AMPLE AIR SPACE, AND PRACTICE RASA- (R)RECEIVE, (A)APPRECIATION, (S) SUMMARIZE, AND (A) ASK.

12. POWER BEHIND THE PEN: MEETING RECORDER CAN INFLUENCE THE BIAS OF THE NOTES AND WHAT IS DISCUSSED THE NEXT TIME. THE RECORDER GUIDES THE MEETING’S PROGRESS, SUMMARIZES, AND IDENTIFIES DECISIONS, PACE OF THE DISCUSSION AND EQUAIZING PARTICIPACTION. THE RECORDER IS NOT TO BE LOOKED DOWN UPON AS A POSITION AND THEY SHOULD WORK CLOSELY WITH THE FACILITATOR.

13. GENDER COMPOSITION ON TEAM PERFORMANCE AND DECISION MAKING: THREE WOMAN TEAMS WITH MBAS AND UNDERGRADUATE LEVELS UNDERPERFORMED. ALL WOMEN TEAMS SIGNIFICANTLY UNDERPERFORMED THAN ANY OTHER COMPOSITION. THE BEST COMBINATION IS TWO MEN AND ONE WOMAN BOTH AT THE UNDERGRADUATE AND MBA LEVELS.

14. WHAT MAKES AGE DIVERSE TEAMS AFFECTIVE: A POSITIVE CLIMATE THAT APPREICATE AGE DIFFERENC SETS THE TONE FOR EFFECTIVENESS WITHIN A GROUP. TO FURTHER SNYERGY, THE GROUP NEED TO COME UP WITH NEW SOLUTIONS ON HANDLING CONFLICTS. IF THERE IS NEGATIVITY, THE GROUP CAN STILL WORK IT OUT AMONGST THEMSELVES AND LEAD TOWARDS BEING AN EFFECTIVE TEAM.

15. AGE DIVERSITY AND TEAM OUTCOMES: AGE DIVERSITY CAN BE A POSITIVE THING IN TERMS OF AN EXCHANGE OF INFORMATION. THE DOWNSIDE IS THE DISCRIMINATING OF THE OUTGROUP. AGE DIVERSITY CAN ALLOW ORGANIZATIONS TO FORM SEPERATED GROUPS WITHIN THAT DON’T WORK TOGETHER.

16. OPTIONAL READING

17. OPTIONAL READING

18. HOFSTEDE-CULTURAL DIMENSIONS: THIS ARTICLE IS SHOWCASING HOW CULTURE CAN INFLUENCE THE WORKPLACE. THIS IS BROKEN DOWN WITH BY THE FOLLOWING: (1) POWER DISTANCE INDEX MEANS THAT POWERLESS PEOPLE UNDERSTAND THAT POWER IS DISTRIBUTED UNEQUALLY, (2) INDIVIDUALISM VERSUS COLLECTIVISM PEOPLE ARE EXPECTED TO HAVE LOOSER RELATIONSHIPS AT WORK AND TIGHT-KNIT FAMILIES AT HOME, (3) MASCULINITY VERSUS FEMINITY IS TOUGH VERSUS TENDER, (4) UNCERTAINITY AVOIDANCE INDEX IS SUGGESTING THAT SOCIETY FEELS UNCOMFORTABLE WITH UNCERTAINTY, (5) LONG TERM ORIENTATION VERSUS SHORT TERM ORIENTATION MEANS THAT SOCIETY HAS TO PRESERVE LINKS TO THE PAST WHILE DEALING WITH THE FUTURE, (6) INDULGENCE VERSUS RESTRAINT MEANS THAT SOCIETY HAS TO HAVE A BALANCE BETWEEN WITH HAVING FUN AND THE RETRAINTS OF SOCIAL NORMS.

19. OPTIONAL READING

SIMPLFYING LEARNING AND COMMUNICATING CONCEPTS: FEYMAN LEANING TECHINIQUE MEANS TO TAKE A TOPIC THAT YOU WANT TO LEARN ABOUT. WRITE ABOUT IT AS IF YOU ARE TECAHING SOMEONE ELSE. IF THE WORDING IS CONFUSING, IT WAS PROBABLY NOT UNDERSTOOD FULLY. THIS METHOD IS HELPFUL IN RETAINING CONCEPTS FOR A LONG TIME.

All essential for communication purposes from multi-cultural, group, non-verbal, etc.

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Brittany

1. Identifying the stakeholder is an ongoing process. It starts with the business charter, business documents, project management plan, project documents, agreements, environmental factors, assets, expert judgment, data gathering, data analysis, stakeholder register, change requests and updates. The purpose of all of this is to keep engagement with the stakeholders high and to make the project as successful as possible

2. Project communication management is about determining the best way to communicate with stakeholders and for organizational or project needs. This should be developed early on in the process and modified as needed. The way that messages are stored and retrieved should be considered. Lastly, the plan covers all things such as ethics policies, procedures, communication requirements, historical information, and stakeholder data from previous projects.

Essential for bottom line and relationships with stakeholders.

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3

Danielle

https://www.praxisframework.org/knowledge/communication

The first step of a project manager is to decide what channel communication must take to be able to be received. No matter what form of communication a team decides to take, it should always be ethical and well planned out. It is important to establish a communication plan to be able to establish protocol with stakeholders on the methods and forms of communication. Values, interests, state of mind and learning style can influence how they deliver and receive communication, so it is crucial that the communication plan be explicitly designed to do so. With more channels of communications increasing, there will be more opportunities for teams to exchange information. These new forms will create different sets of norms and each offer pros and cons.

Alongside traditional mediums of communications, interactions need to be strategic and specific so there will be little to no confusion. This will allow for more effective and meaningful communication. As project size increases, the need for a clear plan of communication will need to be discussed as information can be received in a variety of ways. Consistency in a communication plan will allow teams a more organized and clear mediums regardless of formal or informal communication. Formal communication requires a more formal management and informal communication requires more competency and maturity.

Important on developing a plan when considering various facets of an organization.

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Gabby

https://opentextbc.ca/projectmanagement/chapter/chapter-15-communication-planning-project-management/

Communication planning is all about making sure that everyone on the team is up to date and it entails the type of information that would be delivered and who will receive the information and the format in which it would be communicated. Communication has many methods which includes written reports, email, conversation, status report etc. There are 2 types of communication: synchronous communication which includes live meetings, conference calls, audio and video conference, computer assisted conference and texting. The other type of communication is asynchronous communication which includes mail and package delivery, Fax and email. Communication has a template plan. In order to create a communication template plan, it is important to identify the following: Identify your stakeholders, Identify stakeholder expectations, Identify communication necessary to satisfy stakeholder expectations and keep them informed, Identify time-frame and/or frequency of communication messages, Identify stakeholder’s preferred method of communication and Identify who will communication each message

Important for timeliness of messages.

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Danial

Week 3: Reading Summary

https://saylordotorg.github.io/text_project-management-from-simple-to-complex-v1.1/s06-understanding-and-meeting-clie.html

Project stakeholders play a significant role in a project's success. A project manager needs to understand their expectations as they interpret success. The project manager needs to keep the client abreast by educating them from the beginning. Keeping the client involved throughout the project allows for feedback and contributions towards problem-solving. Expectations should be documented to ensure that both the team and the client understand the requirements clearly. When clients find errors in documents, the project manager should look for innovative ways to find a solution without increasing costs, so the client feels that they were treated fairly. If a project needs to be delayed, offer alternatives to the client and let the client decide. Inform the client of milestones, so the client is aware that the project is on time, or delays are taking place.

Explains how communication from start to finish is crucial.

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Mike

http://sk.sagepub.com.ezproxy.umgc.edu/reference/communicationtheory/n361.xml

Stakeholder is a broad term that describes and identifies human or nonhuman actors who hold legal and financial interest in an organization's functioning.   From a business perspective, an organization is accountable for its stakeholders, employees, suppliers, and customers. Based on Freeman’s model of stakeholder management, organizations must have the ability to identify respond, and take interest in attending to multiple stakeholders. Three stakeholder theories that resulted from Freeman’s idea of the stakeholder approach includes descriptive, instrumental, and normative uses. Descriptive, utilizes stakeholder theory to identify characteristics and behaviors of existing organizations. Instrumental, identify accomplished desired outcomes and Normative Uses identify the ethical vision of organizations.  Furthermore, the stakeholder theory includes corporate social responsibility, natural resources management, public health, and sustainable development. It also touches on various subject areas such as policymaking, nongovernmental organizations, community-based organizations, and activists. 

Although the Stakeholder theory gained in popularity, it was not without controversy. Some controversial issues include stakeholder identification since there are various definitions across academic disciplines. In general, identifiable stakeholders include individuals, groups, systems, and nonhuman agents. Another controversy involves stakeholder salience the prioritization of needs among multiple and diverse stakeholders with conflicting interests. The overall identifier includes stakeholder power of influence, legitimacy of stakeholder claim, and urgency of claim.  The Stakeholder theory also expands into environmental, health, and the development of communication. Academics utilize these Stakeholder methods to study processes of communication, dialogue, and various exchanges that occur between organizations and stakeholders.

Although some of the information is repetitive, the article highlights the importance of identifying stakeholders.

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Brittany

1. https://saylordotorg.github.io/text_principles-of-management-v1.1/s14-leading-people-and-organizatio.html Leadership is influencing others to work towards a goal and leadership exists at all levels within a company. There are two main types of leaders, which are formal and informal leaders. Formal leaders use their authority and personal power to motivate others. Informal leaders do not have an authority but influence others with personal power. It is essential to make clear that leaders do not rely on force and punishment. When discussing leadership, effectiveness is an important concept. An example of effective leadership is through the case study of Indra Nooyi. Nooyi is liked as a leader, because she listens to the input of those around her and she infuses humor when providing negative feedback. Also, she seems to display the traits that are associated with leadership, which are intelligence, self-esteem and integrity.

Leaders tend to be either task oriented or people oriented. Task oriented leaders provide direction and focus on performance goals, while people oriented leaders show care for employees. When it comes to decision making, leaders are either authoritarian (decision making alone), democratic (employees participate), or laissez-faire (emploress left alone to make decisions). In the path-goal theory, employees are motivated when they believe their efforts will lead to high performance, their performance will be rewarded or the rewards they receive will be valuable to them. The path-goal theory states that directive leaders can be less effective with employees that have high levels of ability, supportive leaders are particularly helpful with employees under stress, participative leaders are motivating when employees feel discussions are relevant to them and achievement oriented leaders are effective with employees that have high ability and motivation. The most effective leadership is transformation because of trust. Servant leadership has positive effects on employee commitment due to ethics.

2. https://saylordotorg.github.io/text_principles-of-management-v1.1/s18-motivating-employees.html

Motivation is the intention of achieving a goal, but is determined by ability or skill set. The common question is what motivates employees or why some go the extra mile. The answer is based on the following equation, which is performance=motivation x ability x environment. According to Maslow, people have needs that are ranked with the top being self-actualization. The ERG theory proposes that the most basic human needs are existence, relatedness and growth. Herzberg approached motivation by simply asking what satisfies or dissatisfied a person. McClelland’s theory suggests individuals have a need for achievement, affiliation, and power. The equity theory suggests individuals are motivated by a sense of fairness. The expectancy theory is determined by effort x performance x rewards. The reinforcement theory is a cause and effect theory based on consequences. Overall, job design has more motivation power than job salary.

Goal setting is influential in motivating, but it’s downside is that it is linked to making money. The goals should be SMART or specific, measurable, achievable, realistic and timely. Moreover, receiving feedback is key to doing a job well by seeking regular feedback from superiors, genuine desire to learn, developing good relationships with managers, finding trustworthy colleagues, and being gracious with unfavorable feedback.

16. https://www.pmi.org/learning/library/politics-leadership-relating-project-team-7276

Project managers are expected to lead while taking in consideration cultures and subcultures within an organization. Politics is persuasion to affect the outcome of an event, discussion or strategic direction. This can be both positive and negative. Examples of positive politics are creating a positive impression, positioning, cultivating mentors, lining up the ducks and developing your favor bank. Negative politics include poisoning the well, faking left while going right, deception, and entrapment. In project management, the biggest political challenges come in dealing with others. To help, project managers must acknowledge the environment, understand and acknowledge the importance of conflicts on projects, and to learn how to influence and persuade.

These articles showcase on how to lead others and how to motivate others. But, not essential for communication plan.

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Danielle

4. http://iveybusinessjournal.com/publication/the-four-intrinsic-rewards-that-drive-employee-engagement/ Intrinsic rewards are internal rewards that employees get from performing their work well. As any issues in a job subside, people will begin to look inward for motivation. BY self-managing, employees are tasked to be innovative, problem solvers and to improvise to meet a customer’s needs. improvising to meet the conditions they encounter to meet customers’ needs. There are four types of intrinsic rewards. The sense of meaningfulness is when there is realization that there is value in the things being accomplished and the path taken is going in the right direction. The sense of choice is next, and it is when there is a freedom in what is being accomplished as well as how it is being done. Then there is the sense of competence that states the performance of work meets personal standards of pride and satisfaction. Finally, the sense of progress is the encouragement that the direction taken is going to get things accomplished. There are three levels that these intrinsic rewards fall in. The high range scores intrinsic rewards most intensely. The middle range feel those rewards to be engaging and energizing but can still feel less satisfied than hoped for. Low range are unsatisfied with work and feel as if the work completed has no meaning. There are seven guidelines to build a high -engagement culture. They are begin with meaningful purpose, build intrinsic motivation and engagement into management training and executive coaching, Focus conversations on meaningfulness, choice, competence and progress, focus conversations on meaningfulness, choice, competence and progress, engage the “middle”, measure intrinsic reward levels, provide missing building blocks for intrinsic rewards that you need to bolster, and Adopt a change and implementation process that is itself engaging.

Thomas, K. W. (2009). The Four Intrinsic Rewards That Drive Employee Engagement. Ivey Business Journal, 73(6), 9.

5. Extrinsic motivation is the type of motivation that involves a reward from an outside source. It usually involves a person completing tasks that are uninteresting to them but the reward for the task is fulfilling. Customers are offered extrinsic rewards for their loyalty by reward cards, coupons, or airline miles. Extrinsic motivation can be a limited motivational resource as the behavior is not addressed for a continual change. In most cases, once the reward is taken away, the behavior will not continue.

Sullivan, L. E. (2009). Extrinsic motivation. In The SAGE glossary of the social and behavioral sciences (pp. 196-196). SAGE Publications, Inc., https://www-doi-org.ezproxy.umgc.edu/10.4135/9781412972024.n979

These articles touch on how employees are motivated, but not needed for the communication plan.

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Gabby

6. http://sk.sagepub.com.ezproxy.umgc.edu/reference/behavioralsciences/n1368.xml Intrinsic Motivation refers to an act of willingly doing something without expecting some sort of reward or payback. In other words, morale would decrease when external rewards are given for completing a given task. In this case, a student would be intrinsically motivated when he or she is willing to learn and excel in higher studies especially those that found joy in the learning process and motivated or passionate for good grades. Intrinsic motivation is the bedrock to good achievement.

Larry E. Sullivan, (n.d). Intrinsic motivation. Retrieved from: http://sk.sagepub.com.ezproxy.umgc.edu/reference/behavioralsciences/n1368.xml

7. A leader can be referred to as “influencer” to other who work towards achieving the same organization or group goal. Leadership theories seek to explain how and why certain people become leaders. There is a difference between leadership and management. Management involves planning, organizing, staffing, directing, and controlling, and a manager is someone who performs these functions. Leadership, by contrast, primarily deals with influence. A manager may or may not be an effective leader. A leader's ability to influence others may be based on a variety of factors other than his or her formal authority or position. A leader is someone who knows how to motivate and boost the moral a team, while a manager only manages the team.

Gale, a Cengage Company. (n.d). Leadership Theories and Studies. Retrieved from: https://go-gale-com.ezproxy.umgc.edu/ps/i.do?id=GALE%7CCX3273100155&v=2.1&u=umd_umuc&it=r&p=GVRL&sw=w&asid=80253e55d687813dd502dd3992c7b89f

More defintions on motivation and leadership, but not needed.

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Danial

8. http://sk.sagepub.com.ezproxy.umgc.edu/reference/leadership/n327.xml “Leadership is one of the most observed and least understood phenomena on earth”. Contingency approaches to leadership models try to explain the relationship between a situation and a leader. They mostly focus on a leader’s internal state and traits, or a leader’s perceived behaviors. The contingency model of leadership effectiveness splits into two groups: task oriented leaders who are more effective in low and high control situations, and relationship oriented leaders who are more effective in medium situational control. Leaders’ orientation is assessed by the Least Preferred Co-Worker (LPC) scale. Lower scores are indicative of task orientation, and higher scores are indicative of relationship orientation. The three aspects of situational control are a team’s climate, the leader’s task structure, and the leader’s power position. Cognitive Resource Theory examines intelligence and experience of a leader in predicting effectiveness. The theory predicts that in low-stress situations reliance on intelligence is more effective, and in high-stress situations reliance on experience is more effective. In a normative decision-making model a leader uses “decision” aids in learning to assess the situation. The leader may involve the group in helping to make a decision, but due to time constraints of larger groups, autocratic decisions will be made by the leader. The path-goal model is a theory that specifies a leader’s style to achieve a goal. That goal is to increase members’ motivation, empowerment and satisfaction in order to clear the path for them to achieve the goal. Situational Leadership Theory predicts that a leader’s effectiveness depends on the subordinates’ task maturity and psychological maturity. Based on those maturities, the four leadership behaviors are: telling, selling, participating, and delegating. Most of the theories and models in the contingency approaches consider the situation as the contingent factor that interacts with the leader’s characteristics. The article summarizes that “Contingency factors can manifest in various

ways through particular traits, skills, or behaviors, depending on the person, the method of assessment, and

the leadership situation. Therefore, if we want to really understand the leadership phenomenon, contingencies

must not be ignored.”

9. http://ezproxy.umgc.edu/login?url=http://go.galegroup.com.ezproxy.umgc.edu/ps/i.do?id=GALE%7CCX3273100192&v=2.1&u=umd_umuc&it=r&p=GVRL&sw=w&asid=d7b1333778801efef41436078234ee97

Motivation theory is concerned with the processes that explain why and how human behavior is activated. Some researchers focused on internal drives as an explanation for motivated behavior. Content theories focus on factors internal to individuals that energize and direct behavior. Major content theories are Maslow’s hierarchy of needs, Alderfer’s ERG theory, Herzberg’s motivator-hygiene theory, and McClelland’s learned needs theory. Maslow suggested that needs exist in a hierarchy consisting of physiological

needs, security needs, belongingness needs, esteem needs, and self-actualization needs. According to the implications of the hierarchy, individuals must have their

lower level needs met by, for example, safe working conditions, adequate pay to take care of one’s self and family, and job security before they will be motivated by increased job responsibilities, status, and challenging work

assignments.

Alderfer’s ERG Theory suggests that there are only three categories of needs: existence, relatedness, and growth. ERG Theory doesn’t suggest that lower-level needs must be completely satisfied like Maslow suggests. Herzberg’s Motivator-Hygiene Theory argued that meeting the lower-level needs (hygiene factors) of individuals would not motivate them to exert effort, but would only prevent

them from being dissatisfied, and that only if higher-level needs (motivators) were met would individuals be motivated. To motivate workers, managers should enrich employees’ autonomy and their opportunities to take additional responsibility, gain recognition, and develop their skills and careers. McClelland’s Learned Needs Theory suggests that individuals learn needs from their culture. The primary needs are affiliation, power, and achievement. potential to motivate behavior that leads to its satisfaction.

The main point of the learned needs theory is that when one of these needs is strong in a person, it has the potential to motivate behavior that leads to its satisfaction

Major process Theories focus on conscious human decision processes as an explanation of motivation. Expectancy Theory suggests that individuals choose work behaviors that they believe lead to outcomes they value. Equity theory suggests that individuals engage in social comparison by comparing their efforts and rewards with those of relevant others. While research suggests that under reward motivates individuals to resolve the inequity, research also indicates that the same is not true for over reward. Individuals who are over-rewarded often engage in cognitive dissonance, convincing themselves that their efforts and rewards are equal to another’s. Goal-Setting Theory suggests that goals are the most important factors affecting the motivation and behavior of employees. Empirical research supports the proposition that goals that are both specific and challenging are more motivational than vague goals or goals that are relatively easy to achieve. Reinforcement Theory suggests that Behavior that is reinforced is likely to continue, but behavior that is not rewarded or behavior that is punished is not likely to be repeated.

The Myers-Briggs Type Indicator is a personality survey. The test analyzes four traits, and this information enables managers to tailor their communication approach according to the personality preferences of each individual

15. Leadership is the process of guiding the behavior of others toward an organization’s goals. It’s accomplished through the use of effective communication. Leadership based on traits is the theory that a leader’s abilities and dispositions necessary to make a good leader are inborn and are not capable of being developed over time. To explain leadership success or failure, researchers looked into what good leaders actually do, and found that leaders can be described by their job-centered behavior or employee-centered behavior. Behaviors and patterns of thinking that contribute to ineffective leadership include lacking knowledge and skill related to the main activities of the organization and leadership. Organizational situations are so complex that different leadership styles may work in one situation, but prove ineffective in another. With contingency theory, managers use the if-then mentality. If this type of situation is present, then this type of response should be appropriate. Challenges to using contingency theory is accurately assessing the actual situation and choosing the correct response for it. Organizational theorists in the 1960s came up with two theories. Theory X which suggests that people don’t like to work , like to be directed by others, have little ambition and need to be coerced by others. In using the contingency model, factors of major concern are leader-member

relations, task structure, and the position power of the leader. The leader has to analyze these factors to determine the most appropriate style of response for meeting overall work-unit and organizational goals. Of all the skills that a manager/leader needs, none is more important than managing the conflicts that inevitably

arise in any organization.

Decision making is a part of communication. It should be included in the GCCM.

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Mike

10. http://ezproxy.umgc.edu/login?url=http://go.galegroup.com.ezproxy.umgc.edu/ps/i.do?id=GALE%7CCX3273100154&v=2.1&u=umd_umuc&it=r&p=GVRL&sw=w&asid=79236579103d9dff221761816dc8c415 Project Manager Competency Development (PMCD) Framework is applied to desired skills used by project managers through The PMI Talent Triangle which focuses on three key skills: Technical project management, leadership, and strategic and business management. Technical project management include knowledge, skills, and behaviors that are related to project specifics, program, and portfolio management. Leadership include knowledge, skills, and behaviors that would guide, motivate, and direct a team. Strategic and business management involves the various knowledge organization and industry expertise that improves performance (Project Management Body Of Knowledge, 2017).

In today’s competitive global market, organizations are seeking skills in leadership and business intelligence as these skills support strategic objectives that contribute to the bottom line. Thus, project managers need a balance of three skills sets for success. Technical project management skills require project management knowledge to achieve desired outcomes. Strategic and business management skills require the ability to provide an overview of the organization, negotiate, implement decisions, and demonstrate actions. It aids the project manager in accessing business factors that must be considered for specific projects (Project Management Body Of Knowledge, 2017).

The project manager should also collaborate with other members of the organization such as the operational managers since his or her expertise could include familiarity of previous work performed and the project will affect overall business plans. To ensure a project is in alignment with the organization, the project manager must align projects with strategy, mission, goals, objectives, priority, tactics, products, and or services. Leadership skills require the project manager to possess the ability to guide, motivate, and direct a team which include negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. Leadership skills must also be applied when working with stakeholders, project team, steering team, as well as project sponsors(Project Management Body Of Knowledge, 2017).

Furthermore, the project manager could adopt various leadership styles such as Laissez-faire, Transactional, Servant leader, Transformational, Charismatic, and Interactional. More so, some personality characteristics of a project manager could include Authentic, Courteous, Creative, Cultural, Emotional, and Intellectual to list a few (Project Management Body Of Knowledge, 2017).

Reference

A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE (2017). Open Minds. Multiple Approaches. One Goal.

Retrieved from https://mail.google.com/mail/u/0/?tab=rm&ogbl#inbox/FMfcgxwLsSVFfLXzfHWDhvwXjKGfTGjv?projector=1

14. PMBOK Guide (6th ed.): Section 3.4, Project Manager Competencies Project Manager Competency Development (PMCD) Framework is applied to desired skills used by project managers through The PMI Talent Triangle which focuses on three key skills: Technical project management, leadership, and strategic and business management. Technical project management include knowledge, skills, and behaviors that are related to project specifics, program, and portfolio management. Leadership include knowledge, skills, and behaviors that would guide, motivate, and direct a team. Strategic and business management involves the various knowledge organization and industry expertise that improves performance (Project Management Body Of Knowledge, 2017).

In today’s competitive global market, organizations are seeking skills in leadership and business intelligence as these skills support strategic objectives that contribute to the bottom line. Thus, project managers need a balance of three skills sets for success. Technical project management skills require project management knowledge to achieve desired outcomes. Strategic and business management skills require the ability to provide an overview of the organization, negotiate, implement decisions, and demonstrate actions. It aids the project manager in accessing business factors that must be considered for specific projects (Project Management Body Of Knowledge, 2017).

The project manager should also collaborate with other members of the organization such as the operational managers since his or her expertise could include familiarity of previous work performed and the project will affect overall business plans. To ensure a project is in alignment with the organization, the project manager must align projects with strategy, mission, goals, objectives, priority, tactics, products, and or services. Leadership skills require the project manager to possess the ability to guide, motivate, and direct a team which include negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills. Leadership skills must also be applied when working with stakeholders, project team, steering team, as well as project sponsors(Project Management Body Of Knowledge, 2017).

Furthermore, the project manager could adopt various leadership styles such as Laissez-faire, Transactional, Servant leader, Transformational, Charismatic, and Interactional. More so, some personality characteristics of a project manager could include Authentic, Courteous, Creative, Cultural, Emotional, and Intellectual to list a few (Project Management Body Of Knowledge, 2017).

Reference

A Guide to the PROJECT MANAGEMENT BODY OF KNOWLEDGE (2017). Open Minds. Multiple Approaches. One Goal.

Retrieved from https://mail.google.com/mail/u/0/?tab=rm&ogbl#inbox/FMfcgxwLsSVFfLXzfHWDhvwXjKGfTGjv?projector=1

More focused on the project manager skills, but not essential for GCCM.

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Brittany

1. Project managers must attempt to have a high performing team by using open and effective communication, creating team building opportunities, developing trust, managing conflicts constructively, encouraging collaborative problem-solving, and encouraging collaborative decision-making. These steps will take a group through the processes of forming, storming, norming, performing, and adjourning. When dealing with conflict, a project manager can employ withdraw/avoid style if a situation should be postponed, smooth/accommodate style if there is a need for harmony, compromise/reconcile style if a temporary solution is needed, force/direct style if a situation is emergent, and collaborate/problem solve if there is a need to incorporate multiple viewpoints. When making a decision, the project managers need to have emotional intelligence. And, the project manager should proceed to focus on goals, follow decision-making processes, study environmental factors, analyze information, stimulate team creativity and account for risk.

2. Conflict is defined as an expressed struggle between interdependent parties. Also, conflict involves clashes of what people want or the route to achieve what is desired. There are different types of conflicts, which are conflicts of substance, conflicts of value, conflicts of process and conflicts of misperceived differences. The dangers of conflict start with individuals feeling bad, to outgrowth, to dividing a group, and to physical violence. Conflict can be cancerous, which destroys the group. On the contrary, conflict can be friction, which can motivate the group as long as it’s handled well. There are also styles of conflict. The first is non-confrontational, which has obliging and integrating styles in its subgroup.There is also a controlling conflict style with dominating and avoiding in its subgroup. The last conflict style is cooperating or a compromising conflict style. Another factor to consider is face-detracting strategies which challenges the integrity of a person. However, face-saving does the opposite and protects the credibility of someone else.

The leader of a group is important in terms of managing conflict. The leader is responsible for motivating, delegating and structuring. It is important for managers/leaders to lead with empathy, put first things first, paraphrase, and SLACK (sit, listen, ask, compromise, kiss).

These article steps showcase the brain-storming processes of a group. Thus, this is influences communication and should be included in GCCM.

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Danielle

3. Although conflict is often viewed as negative, when used correctly, it can have a positive effect on relationships.

The goals of conflict management are to:

· utilize the positive aspects of conflict;

· resolve organizational and interpersonal conflict;

· minimize the impact of conflict on objectives. (n.a., 2012)

In project management, because teams are together for a short amount of time, there is more of an opportunity for conflict. Some areas for conflict include conflicting work styles, miscommunication and differing personal values. Conflict should be anticipated, so certain behaviors should be presented to be able to deal with differences. Conflict should not be avoided as conflict can help a learn from the experiences to become better. Conflict can come on quickly and prevent the effectiveness of the team. It creates tension and delays the progress of the team. Conflict is better examined by the facts and figures rather than relationships.

When dealing with conflict there are some elements that help with its resolution.

· careful choice of venue – a neutral, comfortable and accessible space;

· clear time management, guidance on acceptable conduct and objectives for each session;

· identification of facts and distinguishing assumptions;

· recognising the different levels of power and influence among the participants;

· assessing the potential impact of personal values and opinions;

· reflecting perspectives, expectations, antagonisms and emphasizing areas of agreement;

· defined escalation routes if resolution is not possible (n.a., 2012)

A difficult part of conflict resolution is making sure the right technique is being used. There are types that are better suited depending on the situation. The more complicated the work becomes, the more complex the conflict becomes. There will be more time spent on conflict. This will influence stakeholder management, teamwork, and risk management. There will be some coordination amongst the program and portfolio management to ensure conflict is being addressed.

4. There is a model that will help effective communication. This concept, the A-E-I-O-U approach, uses positive intentionality as its communication method. Positive intentionality is used to signify that you understand that the other person is not trying to create more conflict or other issues.

5. A-Acknowledge that you recognize the other person is focused on problem solving

6. E-Express that you recognize the intent and how you are feeling

7. I-Identify your objectives and intentions.

8. O-Outcomes of what will happen if the other person were to agree to change their behavior

9. U-Understanding what is being said by getting feedback during the interaction to confirm what is going to be worked on.

Essential for GCCM plan, because conflict can break or make communication.

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Gabby

5. New dynamic are put in place whenever a group of people come together. The climate within the group is affected by the impassion we form about the group. When something is cohesive, it sticks together. the cohesion within a group helps establish an overall group climate. There are 2 types of cohesion, Task and Social cohesion.

Task cohesion means the commitment of group members to the purpose and activities of the group. While social cohesion means the attraction and liking among group members. The benefit of cohesion within a group is huge and can be addressed through specific group character or behavior. Group socialization refers to the process of teaching and learning the norms, rules, and expectations associated with group interaction and group member behaviors. In other to help govern a group, there must be some motivating force present within the group. Generally speaking, some people would accept rules and norm than others which could influence the interaction and potential for conflict within the given group. External pressures in the form of group policies, rewards or punishments, or other forces outside of individual group members also exert conformity pressure. Conformity pressure can also stem from external forces when the whole group stands to receive a reward or punishment based on its performance, which ties back to the small group characteristic of interdependence. Although these pressures may seem negative, they also have positive results.

Reference:

Lardbucket.org . (n.d). 13.3. Small Group Dynamics. Retrieved from: https://2012books.lardbucket.org/books/a-primer-on-communication-studies/s13-03-small-group-dynamics.html

6. Conflict means disagreement or incompatibilities which results from some form of interference or opposition. There are many strategies to resolve conflict within a team. For decades, managers have been taught to view conflict as negative force. However, In fact, conflicts can be either functional or dysfunctional. While dysfunctional conflict is damaging and contributes to lower productivity, functional conflict can actually promote greater work effort and assist in the execution of tasks.

A variety of options for managing organizational disputes have been developed and proposed by management theorists. A conflict-handling grid comprised of five conflict management types focused on two dimensions was defined by Thomas and Kilmann: assertiveness and cooperativeness. Assertiveness is an individual's desire to accomplish his or her own ambitions, goals, and performance, whereas cooperativeness measures the ability to encourage or assist the other party to achieve its objectives or results.

Reference:

Gale a Centage Company. (n.d). Conflict Management and Negotiation. Retrieved from: https://go-gale-com.ezproxy.umgc.edu/ps/i.do?id=GALE%7CCX3273100051&v=2.1&u=umd_umuc&it=r&p=GVRL&sw=w&asid=69be1ce87d3651018c3899b26771d754

This is essential, because if there is a barrier within a group, it can break down communication.

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Danial

8. http://ezproxy.umgc.edu/login?url=http://search.proquest.com.ezproxy.umgc.edu/docview/199045299?accountid=14580 Conflict involves a situation in which what people care about appear to be incompatible. Five conflict styles based on being assertive and cooperative characteristics are: competing, accommodating, avoiding, collaborating, compromising. Managers with compromising, accommodating and avoiding styles were less likely to be promoted vs. managers with collaborating and competing styles. Conflict styles of men report higher level of competing, and females higher levels of compromise. Women score equal to men on collaborating. Women score significantly higher on compromising, avoiding, and accommodating. There is a great deal of style variation among individuals of a given gender at a given organizational level. The above findings are used in training to explain and teach the differences in styles. Women are more reluctant than ment to use overtly competitive tactics is salary negotiations for themselves, settling for significantly lower salaries. But negotiating for others, they were as competitive as men. A 2001 Society ho Human Resource Management study showed that women were rated higher than men on 42 of 52 executive competencies, including influencing and negotiating. Downside to women’s lower competing scores causes women to end up with lower pay and fewer promotions, which contribute to higher turnover.

10 http://sk.sagepub.com.ezproxy.umgc.edu/reference/socialpsychology/n237.xml Group cohesiveness is a social process in which members interact with each other closely. Cohesiveness has two dimensions: emotional (personal) and task-related. Emotional is when the group enjoys interacting with each other, and task-oriented is when the group works together as one unit to accomplish a common goal. Individuals that share similar characteristics such as age, ethnicity, values, and attitudes feel closer. Similar backgrounds such as group objectives, communication styles, and type of desired leadership also help. The more agreements between individuals in a team, the greater the trust and less conflict. Smaller groups are more cohesive than larger groups. The more elite the group is perceived to be, the more motivated members are to belong and stay in it. Group success increases the value of group membership. External threats are faced better when group cohesiveness exists. Cohesive groups contribute to positive group processes and task performance. Members interact more with each other, develop supportive communication climate, friendlier and cooperative with each other, and have greater influence over each other.

Yes, essential to GCCM plan. Conflict can derail communication.

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Mike

10. Group cohesiveness is the interpersonal dynamics among group members. As cohesiveness describes the community within a group, its impact is influential. Although being committed to a group dose not mean that the group member is committed to the group’s members, the feelings of the factual performance of the group depends on individuals within the group. Cohesiveness is strongest when an individual is attracted to both the group and its members. However, cohesiveness is affected by many things. Cohesion is least within a group where there is instability such as frequent member mobility in and out of the group. There are some groups that cohesion is important for such as flight crews as conformity is higher within cohesive groups (Park, 2004). Furthermore, cohesiveness impact the stability of group composition regardless of type of group. When there is less cohesion, group members are more likely to move to other groups when opportunity arise. To enhance cohesion within groups, group size reduction, groups with members who have common goals and few differences in member status improve cohesion. There are situations where group leaders must balance the desire for cohesion with group composition issues. In such situations the group leader must choose between breadth of skill or harmony within the group. Group leader must analyze the dynamics within the group to determine if high levels of cohesiveness could lead to decreased productivity (Park, 2004).

Reference

Parks, C. (2004). Group cohesiveness. In G. R. Goethals G. J. Sorenson, & J. M. Burns (Eds.), Encyclopedia of leadership (Vol. 1, pp. 618-620). SAGE Publications, Inc., https://www-doi-org.ezproxy.umgc.edu/10.4135/9781412952392.n137

11. Group think is the process leads a capable group to make decisions with disastrous results. There are many precursors to groupthink however, structural faults, high cohesiveness, and external pressures are some of the main factors. Sometimes, there are flaws that the group inherent which affects decision -making process. These faults include outside opinions, toleration of options that have not been analyzed and lack of team members with diverse viewpoints. While high cohesiveness can be effective in groups, it could also suppress criticism and dissension within groups (Parks, 2004).

More so, external pressures could cause group members to favor quick decisions without careful analysis. Groupthink occurs when members develop the tendency to rationalize, develop false perception of consensus, interpret silence as agreement as well as invulnerability. Group leaders play an active role in groupthink. To avoid disastrous decisions in a group the group leaders must tolerate dissent, actively encourage discrepant viewpoints, and support critiquing of one another's ideas. Although this does not guarantee a quality decision, it helps to avoid abject disasters. Overall, preconditions of groupthink does not guarantee its occurrence (Parks, 2004).

Reference

Parks, C. (2004). Groupthink. In G. R. GoethalsG. J. Sorenson, & J. M. Burns (Eds.), Encyclopedia of leadership (Vol. 1, pp. 636-639). SAGE Publications, Inc., https://www-doi-org.ezproxy.umgc.edu/10.4135/9781412952392.n143

14. Impressions of people likeability and the purpose of a group depends on group climate created by its members. Pressure to conform to norms are more powerful in group situations with positive and negative results. In general group conflict increases as members accomplish a task or achieve a purpose. Cohesion within a group establishes a group climate which is the tone and quality of group interaction. Task cohesion involves commitment of group members while social cohesion involves attraction and liking among group members. It is important for groups to establish a balance between task and social cohesion. Cohesion can be assessed through specific group behaviors and characteristics. Appropriate levels of group cohesion creates a positive group moral, since group moral is affected by members’ satisfaction (Small Group Dynamics, n.d.).

Group socialization is the process of teaching and learning the norms, rules, and expectations within a group. Information exchanged during socialization includes technical and social knowledge. Technical knowledge introduces through orientations, trainings, manuals, and documents. On the other hand, social knowledge learned from observation. When someone is corrected from braking rules and norms, it serves as a reminder for all members as rules and norms provide a sense of predictability that helps reduce uncertainty and increase a sense of security (Small Group Dynamics, n.d.).

Groupthink is a negative group dynamic that creates uncritical acceptance of decisions or suggestions of action to accomplish a tasks and goals. Group conflict can appear in indirect or direct forms within group interaction. Procedural conflict cones from disagreements or trouble with the mechanics of group operations. Substantive conflict focuses on group members’ differing beliefs, attitudes, values, or ideas on the purpose of the group. Interpersonal conflict is between individual members of the group. Whereas procedural conflict deals with how a task is accomplished within the group (Small Group Dynamics, n.d.).

Members of a group first experience primary tension at first. Small talk and politeness help group members manage primary tensions. After the forming stage secondary tensions arise as conflict occurs over member roles, differing ideas, and personality. Complete lack of conflict in a group indicates a lack of activity or lack of commitment of the members. Conflict, when properly handled, could lead a group to a better understanding of the issues. Group cohesion can also increase because of well-managed conflict. Occasional tension and unrest followed by resolutions creates a sense of accomplishment. Poorly handled conflict could lead to decreased cohesiveness. Mishandled or chronic conflict could also lead to destruction of a group or a loss in members as people weigh the costs and rewards of membership (Small Group Dynamics, n.d.).

Reference

Small Group Dynamics (n.d.). Section 13.3 A Primer on Communication Studies (v. 1.0). Retrieved from https://2012books.lardbucket.org/books/a-primer-on-communication-studies/s13-03-small-group-dynamics.html

Yes, this is important to include in the GCCM plan. Cohesion helps with the flow of communication.

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Brittany

The process of problem solving involves thoughts, discussion, actions and decisions. The types of problems are varied, but the most common are budget funds, raising funds, addressing customer complaints, planning events, creating products, raising awareness about causes and supporting members. The text also mentions that all problems have three common components, which are an undesirable situation, a desired situation, and obstacles in between the desired and undesired situation. When it comes to problem solving it is important to consider task difficulty, number of possible solutions, group member interest in problem, group familiarity with problem, and need for solution acceptance. The formal process of solving a process is to define the problem with a problem statement, analyze the problem with a problem question, generate possible solutions, evaluate solutions, and implement/assess the solution. The article also encourages brainstorming before decision making. Brainstorming consists of forbidding evaluation of ideas, wild and crazy ideas encouraged, quantity not quality of goals matters more, and new combinations of ideas are encouraged. After this process, there is a normal group technique, which ends with clarifying ideas and voting on or ranking them. The leader can utilize majority rule, minority rule, or consensus rule to make a final decision.

Yes, important to include, because it effects communication.

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Gabby

Group communication systems are sometimes plagued by biases against individuals and groups on the basis of race, gender, ethnicity, age, physical looks, sexual orientation, food habits, languages, religious beliefs, and so on. These biases slowly create feelings of noninclusion, seclusion, and neglect among the sufferers and if not corrected on time, may lead to feelings of permanent hatred, clashes of cultures and beliefs, for which the organization pays dearly.

Besides biases, the communications gaps may arise due to organizational bureaucracy, groupthink, lack of clear guidelines from management, poor decision-making skills of managers, and pre assumptions and perceptions about a section of employees.

Failures in communication may cause deadlocke in beliefs, assumptions, preoccupations, and reservations of various groups about one another, lack of cultural sensitivity, vested interests of parties that like the gaps to exist, and hesitant decision making by the authorities. The preventive measure may include early detection of issues, training in cultural sensitivity, the involvement of top management, clear and rational decision making, and conflict detection and resolution skills on the part of management.

Groupthink can be characterized as excessive harmony between the group members that leads to bad decision-making because the members are reluctant to go against the group even if they think otherwise.

Common symptoms are the Illusion of invulnerability ( excessive optimism), unquestioned beliefs, rationalizing, stereotyping, self-censorship, the illusion of unanimity, the pressure to conform, and mind guards.

Groupthink forces the group members to desist from rational thinking and often leads to decisions that are liked by the majority, not what is right. Usually, these decisions are of low quality.

It depends upon the situation. In some cases, an individual can be a good decision maker while in others group decisions are better. In situations where instant and swift decision-making is the need of the hour, a single person can be a better decision-maker. An example is a response in a war zone or an emergency landing of an aircraft that is running out of fuel. In other situations, where the situation requires thoughtful inputs from a number of members to reach an informed decision, like deciding on the annual strategic growth plan of the company, group decision-making often yields better results.

Biases should be included in the GCCM, because it can create barriers within a group.

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Danielle

Majority rule was a strategy used to be able to decide when one cannot be made unanimously. The majority principle is seen as a positive as it encourages decisiveness, quality of the voter and neutrality. Majority rule principle works the best when there are two alternatives where one decision has more than half of the votes. Since the median voter’s preference minimizes the sum of the distances from all other individual preferences, the winner by majority rule in a two-alternative contest minimizes aggregate distance and thus maximizes social utility (Darity, 2008). When there are more alternatives, majority rule is seen as indecisiveness and unable to choose a winner. With majority rule, there will always be a win and a loser. Remedies include constitutional guarantees on individual and minority rights, judicial review of decisions made by a majority, mechanisms requiring supermajorities and consensual decisions, and separate elections for different issues, as can be provided by institutional frames of division of powers and decentralization (Darity, 2008). A proportional representation is a system that allows a vote and that vote is decided by elected officials. A majority of the majority is what makes the decision. On the flipside, if the election results are similar, then officials use majority rule to make more alliances. This close will create a close margin between majorities. Non Majority principles are, thus, necessary to guarantee majority government(Darity, 2008).

Yes, this can sway the direction of a group.

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Mike

The main purpose of problem solving is for reaching a goal. The approaches of problem solving have been used to resolve conflicts between groups. Individual problem solving has been around for thousands of years. The main focus was on mental representation and computations. Individuals use these techniques to understand the external world around them.

When you use group problem solving individuals try to understand if they should cooperate which can be gained through competition. Negotiations grew out of the problem solving approaches in ancient greek society. Lastly, goals and objectives were developed as a new approach in handling conflict.

Include because problem solving effects communication for the better or for the worse.

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Danial

11. As the internet quickly becomes a constant and integral part of the workplace, virtual work teams are also becoming commonplace, and this imposes additional group skill requirements. To enhance the effectiveness of problem-solving groups or work teams, the variables of task need to be specified as part of the group process “system”, interacting with, and being affected by, other elements within that system. Idea generation through Computer-Mediated-Communication (CMC) was very successful - in terms of the number of ideas generated - than the F2F version. Teams in general meet to discuss two types of tasks: those requiring decisiveness, and those requiring cooperation in search of a correct solution. Students prefer F2F mode as it is more effective, easier, and more satisfying for both types of tasks. Some authors suggested that as task interdependence within a group increases, the degree and intensity of the interactions between the group members also increases. The four types of interdependece are pooled, sequential, reciprocal, and intense. The paper also discusses the demands on data gathering/distribution, information processing (nuber of the steps in the problem-solving process, amount of information to be processed, relationship of issues, functions, and variables, and routiness of the task, dynamicity, etc. ), evaluation (solution multiplicity, criteria clarity, and objective varifiability), situational (decision impact/importance, innovation requirements, urgency). The paper further goes into describing member and group characteristics, group structure, and operations.

12. Meetings are essential means for achieving the communication necessary for the operation of virtually all organizations, large and small. Major types of meetings are staff, project team, process and procedures, and quarterly. Successful meetings require thorough planning or premeeting activities, and skillful leadership during the meeting itself. Before meetings start, determine whether a meeting needs to be held, prepare an agenda with objectives and outcomes, distribute the agenda to participants, determine the facilitator, limit attendance to subject matter knowledge and decision-making authority. During the meeting, the facilitator should start on time, ensure a quorum, keep the meeting on track, get as many people to participate, establish an agreement on the next steps or assignments.

Virtual teams can influence communication.

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Danial

2. Developed by philosopher Stephen E. Toulmin, a style of argumentation that breaks down an argument into six parts: claim (main argument), grounds (supporting evidence), warrant (the assumption that links grounds to claim), qualifier (true in some cases), rebuttal (acknowledgment of another view), and backing (additional support).

15. Negotiation is communication to reach an agreement between two or more conflicting parties who perceive their interests to be opposed to those of their counterpart. Negotiations often concern multiple issues. In integrative agreements, parties concede on issues that are unimportant to oneself but important to the other. Integrative agreements tend to be relatively stable, create positive feelings of satisfaction and pride, allowing parties to approach later negotiations in a more optimistic problem-solving manner. They create more value for both parties. Failure to reach agreements may create frustration and conflict, distrust, and weakened ties. Cooperative incentives become relatively more important and available than competitive incentives. Cooperative incentives motivate negotiators to make and reciprocate concessions. Time pressure and stronger power foster concession on important issues, reducing the likelihood of integrative agreement. Dual concern theory suggests that negotiators who live together or work together will be more willing to concede than hurt their relationship. Integrative agreements come about when each party has a high concern for both their own and other’s outcomes.

Negotiation is an important component of communication.

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Gabby

4. Refutation should not mainly be base on your point of view or standpoint. Refutation also allows you to view other person’s point of view. Before refuting an argument, it is always good to keep calm and give a brief summary of opposing argument. This would give you the opportunity to show why the argument is wrong, ill-informed, and why such argument should not be welcomed or accepted.

It is also good to show why opposing argument is unclear, that is jumbled, disorganized, confused, obscure, contradicts itself, impossible for an intelligent person to understand, full of holes, leaves too many questions unanswered, uses too many obscure or undefined words, too general, too badly mixed up to make any sense, or presented in language or style that readers cannot understand

It is also good to show why the argument is opposing argument is unbelievable, incoherent, beyond credibility, a flat-out lie or deception, strains the audience’s suspension of disbelief, offers no reasons to believe the opponent’s statements, gives no solid sources for unusual or extraordinary claims, relies on questionable, outdated or biased sources etc. it is also important to show why argument is impossible, not anchored in the real world, a proposal that is not possible to accomplish, a fantasy masquerading as reality, strains the reader’s imagination, is silly or preposterous and also show why opposing argument is illogical, unfitting and unprofitable.

17. Mediation is A form of alternative dispute resolution in which the involved parties bring their dispute to a neutral third party, who helps them agree on a settlement; mediation is generally nonbinding, unless the parties agree to a resulting settlement Mediation is a form of dispute resolution where a third party—an impartial mediator—assists two or more persons in finding a viable solution to problems. There are distinct differences between mediation and litigation. An obvious distinction is that the mediator, unlike a judge, has no say in the outcome of the case. Litigation is a process in where courts impose binding decisions in a determinative process. Now, more than ever, mediation has found widespread use in the realm of business, especially in the field of international law. When two parties need help working out a solution, they can hire a neutral third party (a mediator) skilled in asking questions, listening and helping make decisions. The mediator can share the law in a way that allows both parties to have their day in court, vent their position and work toward a resolution, so that the relationship isn't lost over the threat of a lawsuit. Mediation is very effective in situations where there's an ongoing relationship between two companies. The result is a written agreement to settle the dispute; both parties share mediation expenses. Mediation is never final or binding.

It’s important, because it provides advice on how to have an argument.

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Mike

5. The article gives the definition of inconsistency and some examples such as "One thing that we know for certain is that nothing is ever true or false." - If there is something we know for certain, then there is at least one truth that we know. So it can't be the case that nothing is true or false.”(Lau & Chan, 2021)

Lau, J., & Chan, J. (2021). [F02] Inconsistency. https://philosophy.hku.hk/think/fallacy/ic.php.

Not essential for GCCM plan, because no benefit seen on including in the GCCM.

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Brittany

13. The article consists of a list of fallacies. The first being ad hominem, which means a theory is discarded not because of any evidence against it or lack of evidence for it, but because of the person who argues for it. The second is ad ignorantiam (appeal to ignorance). Ad ignorantiam is defined as the truth of a claim is established only on the basis of lack of evidence against it. Next, there is ad misericordiam (appeal to pity), which is in offering an argument, pity is appealed to. Ad populum (appeal to popularity) is defined as the truth of a claim is established only on the basis of its popularity and familiarity. There is also affirming the consequent, which is inferring that P is true because Q is true. Begging the question (petito principii) is a fallacy already assumed in the premise. Complex question or loaded question is posed in a way that a person will inevitably commit themselves to some other claim. Composition (opposite of division) is assumed to have the same properties as its parts. Denying the antecedent is inferring that Q is false just because if P is true. Division (opposite of composition) means the parts of a whole are assumed to have the same properties of the whole. Equivocation is putting forward an argument where a word changes meaning without having it pointed out. False dilemma is a limited set of alternatives when there are others that are worth considering in the context. Gambler's fallacy is made to take some independent statistics as dependent. Genetic fallacy is thinking that because X derives from Y, and Y has a certain property, X must have the same property also. Non sequitur is a conclusion drawn which does not follow from the premise. Petito principii is a latin word for question begging. Post hoc, ergo propter hoc is inferring that X must be the cause of Y just because X is followed by Y. Red herring is having some irrelevant issue raised which diverts attention from the main subject. Slippery slope is eventually leading to the conclusion that the opponent is committed to something unacceptable. Straw man is attacking an opponent on a position that is easily defeated when this is not actually the opponent's position. Suppressed evidence is where there is contradicting evidence.

19. There are five main conflict styles. One of them is competing and is appropriate in emergencies, when others don’t care about a trivial matter and when being right matters more than preserving relationships. Another is collaborating and should be used where collaboration, creativity and relationships are important. Compromising is a style to use when time and resources are limited. The avoiding style is important to use when the relationship or issue is insignificant. Accommodating is good to use when it’s not important to be right. As far as negotiation, there are three main styles. Distributive strategy is claiming all profit for oneself. Integrative strategy is creating value for the majority. Mixed-motive strategy is a combination of both distributive and integrative strategies.

Not essential for GCCM plan, because the article focuses more on fallacies.

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Danielle

14. Negotiation is when two or more parties come to common ground during conflict. There are 5 steps to the negotiation process. The first step is investigation. The investigation is when the different parties try to identify what the goals are, what you want to achieve, what terms you would agree to and non-negotiables. Next, there is something called BATNA which stands ‘best alternative to a negotiated agreement’. This step would be the group exploring the alternatives closely. By looking at the alternatives more carefully, you can determine if the terms will work better or worse in you favor. The party with the best BATNA will have a better experience in the negotiation. Looking at the other party will also help you to identify possible alternatives in this situation. The third step is Presentation. The presentation involves gathering the information needed to support your position. Fourth, is bargaining. In the bargaining, each party will share with the group their goals so that the groups can come to a final decision. During this phase, it is normal for both parties to make concessions; they give up one thing to get another favorable term. A concession will move the negotiations forward and remedy any frigidness in the negotiations. The final step is closure. This ends the negotiations, and the group has either made a final decision or found the offer unacceptable

21. Using ontology, there was a deeper look at leadership styles of project manager. The style of a leader will be important to the functionality of the group. The leadership styles present compliment the leadership process and practices. The basic reasoning behind the dominating view that ‘leadership’ is to be found in the qualities and the actions of individual leaders is the modernist notion of stable, distinct material entities as the building blocks of reality and hence the objects of scholarly inquiry (Packendorff et al, 2014). Due to the nature of projects that the project manager will oversee, their leadership style will need to be able to be able to adapt to a variety of situations. By looking at the SOX 404 project, there is a constant need to be aware what positions are being played as well as what new information is coming in. Not having a lot of control and not enough communication, the team had to adjust several times. Although planning and readjusting as the project goes on, there will be times when the plans will not come to fruition. It is important to establish a relationship with those on the project. From such a perspective, project leadership is seen as the ongoing social production of direction in the project

through construction and reconstruction of actors’ perceived space of action (Packendorff et al, 2014).

References

Packendorff, Johann & Crevani, Lucia & Lindgren, Monica. (2014). Project Leadership in Becoming: A Process Study of an Organizational Change Project. Project Management Journal. 45. 10.1002/pmj.21418.

25. The Toulman model of argumentation is a model that focuses the proper way to have an argument. There are 6 parts of an argument.

1. Claim-the assertion you hope to prove

2. Evidence-Support/rationale for the claim.

3. Warrant-The Connection between ‘claim’ and ‘evidence’

4. Backing -Support for the warrant

5. Rebuttal-Potential objection to the claim

6. Qualifier-Limits put on the claim

The first are the primary components while the last three are the secondary. They are the support for the first three. The Toulman model helps to think beyond the surface of an argument and delves deep into more elements that can be present. With this model, you look at the opposing viewpoints so you will be ready to counter arguments. Toolman model is built upon an inherently logical

Yes, include in GCCM plan, because this involves negotiation.

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Brittany

Hardball tactics are legal, but should not be used if you have to interact with the other party again in the future. Doing hardball tactics can ruin your reputation, especially if you always are the one that profits. It’s best to make sure that everyone makes money in a negotiation. The article says that it’s best to be honest, keep promises and practice the platinum rule. The golden rule is to treat others the way you want to be treated, but the platinum rule is to treat others the way they want to be treated. As far as cross-cultural negotiations, it is important to keep in mind that some countries like Japan are not easy to build trust until a strong relationship is formed. In other words, they view negotiations as a social activity. Americans view negotiations not as a social activity, but as a business activity. Thus, it is important to do your research on the customs of a country before proceeding.

Yes, include in GCCM plan. A deal handled incorrectly can have repercussions.

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Danielle

There are several mistakes to avoid when making decisions.

Overconfidence bias-There is overestimation being able to predict the future. Having too much confidence can cause incorrect judgment on behaviors in negotiation.

Hindsight bias-looking back at a past event as if you knew the outcome. This happens due to people reconfiguring past events.

Anchoring-Relying too much on a one piece of information. It creates blinders that only have you focus on one particular trait.

Framing Bias-Being swayed to a decision by the way it is presented. If the problem is not being presented in a correct way, the alternative could be made.

Escalation of commitment-Following a course that proves to be a poor choice after more facts are known. Usually is done because there has been a considerable amount of investment in the situation. This occurs as people don’t want to admit they are wrong, and the energy spent in the problem may help recover losses.

Not essential for GCCM plan, because benefit to plan not seen.

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Gabby

Distributive negotiation is the process of dividing up the pie of value in negotiation. Distributive negotiation can be thought of as haggling - the back-and-forth exchange of offers, typically price offers, which the late Harvard professor Howard Raiffa referred to as the “negotiation dance. The most effective bargainers in a distributive negotiation are often those who spent a lot of time preparing to negotiate. In particular, negotiators should determine their best alternative to a negotiated agreement, or BATNA—what they’ll do if they don’t achieve their goals in the current negotiation.

5 Proven Distributive Negotiation Strategies includes:

1. Focus on the Other Party’s BATNA and Reservation Value

2. Avoid Making Unilateral Concessions

3. Be Comfortable with Silence.

4. Label Your Concessions.

5. Make Contingent Concessions.

Yes, successful negotiation is essential for communication to continue.

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Mike

Integrative negotiation bargaining uses a win-win approach. It is advised to keep your information secret when negotiating. Both parties need to understand each other so they can create a solution. An example is salary negotiation.

Yes, include in GCCM plan, because it involves negotiation.

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Danial

Business negotiations is a mix of processes and its success is not very predictable in light of business environment complexities. Challenges in negotiations come from cross-cultural and geo-political perspectives. Most negotations end in a win-lose scenario due to organization’s interest in increasing the profits. Many challenges stand in the way to maintaining ethical standards, including entry barriers and international regulations. The paper introduced steps, processes, and factors that influence negotiations at all levels, and suggestions on how to create a win-win outcome. Many problems have been found especially when it comes to international trade and ways to reduce failures in global business negotiations.

Yes, include for same reason as above.