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Group Communications and Conflict Management Plan (GCCM Plan)

Group 2 – The SLACKers

Evan Babiak, Jania Cruz, Jess George, Nakul Vyas, & Bradley Riley

PMAN 638 – Project Communications Management

Dr. Rick Menking- Section 9040 – Spring 2021

Running head: Team 2 GCCM PLAN Page | 1

<Project Name> Communications Management Plan Version: <1.0> <Draft>

03/18/2021

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CDC_UP_Communications_Management_Plan_Template_v1.1.doc

Version History

Version #	Implemented By	Revision Date	Revision Made
1a	Bradley Riley	1/22/21	Structural amendments & small content
1b	Jessica George	1/22/21	Small content, team assignments section, & Appendix A formatting
1c	Jessica George	1/23/21	Week 1 and 2 reading assignment additions & Appendix A updates
1d	Jania Cruz	1/24/2021	Appendix A updates
1e	Bradley Riley	1/25/2021	Appendix A updates
1f	Nakul Vyas	1/25/2021	Team Introduction and Appendix A
1g	Evan Babiak	1/26/2021	Mission Statement, Minor Edits
3a	Evan Babiak	1/31/2021	Appendix A reformatting
3b	Jania Cruz	1/31/2021	Week 3 reading additions and Appendix A updates
3c	Nakul Vyas	02/01/2021	Week 3 reading summaries additions and Appendix A updates
3d	Bradley Riley	2/01/2021	Week 3 reading summary additions to Appendix A and proof-reading correction/formatting adjustments
3e	Evan Babiak	2/01/2021	Week 3 reading summary additions to Appendix A. Stakeholder identification section
4a	Jessica George	2/04/2021	Week 4 reading summary additions to Appendix A. Motivation section
4b	Jania Cruz	2/06/2021	Week 4 summaries added to Appendix A
4c	Bradley Riley	2/07/2021	Week 4 reading summary (4,5,6) additions to Appendix A, additional content
4d	Nakul Vyas	02/07/2021	Week 4 reading summaries added to appendix A
5a	Jessica George	2/13/2021	Week 5 reading summaries added to Appendix A. Additional content added to diversity section
5b	Jania Cruz	2/15/2021	Week 5 reading summaries added to Appendix A. Additional content added to conflict management section
5c	Bradley Riley	2/15/2021	Week 5 reading summaries added to Appendix A and contribution of AEIOU conflict management theory & small group dynamic details
5d	Nakul Vyas	2/18/2021	Week 5 reading summaries added to the Appendix A
6a	Nakul Vyas	2/18/2021	Week 6 reading summaries added to the Appendix A
6b	Jessica George	2/19/2021	Proofreading, edits, scanning for consistency in anticipation of the draft submission. Content added from the schedule document to the Team Roles section
6c	Bradley Riley	2/22/2021	Week 6 contributions, proofreading, blending of writing styles, added to Diversity and Group problem solving
6d	Jania Cruz	2/22/2021	Week 6 reading summaries added to Appendix A
6e	Evan Babiak	2/23/2021	Week 5 & 6 reading summaries added to Appendix A, content added to Cohesion section
7a	Jessica George	2/24/2021	Week 7 reading summaries added to Appendix A
7b	Jania Cruz	2/28/2021	Week 7 reading summaries added to Appendix A
7e	Nakul Vyas	3/11/2021	Week 7 reading summaries added to Appendix A
8a	Jessica George	3/2/2021	Week 8 reading summaries added to Appendix A
8b	Jessica George	3/5/2021	Week 9 reading summaries added to Appendix A, additions to the Negotiation section
8c	Bradley Riley	3/6/2021	Week 8 reading summaries added to Appendix A & grammatical changes. Cultural Negotiation discussion added under Negotiation
8d	Jania Cruz	3/7/2021	Week 8 summary added to Appendix A
8e	Jania Cruz	3/7/2021	Week 9 summary added to Appendix A
8f	Bradley Riley	3/8/2021	Week 9 summary added to Appendix A
8g	Jessica George	3/9/2021	Grammar edits incorporated from professor feedback
8h	Nakul Vyas	3/11/2021	Week 8 summary added to Appendix A
8i	Nakul Vyas	3/11/2021	Week 9 summary added to Appendix A
8j	Nakul Vyas	3/11/2021	Mediation and Arbitration added under Team Conflict Resolution strategy
8k	Nakul Vyas	3/11/2021	Meeting management added under Communication Management
8l	Nakul Vyas	3/11/2021	Trust added under communication management
9a	Jessica George	3/11/2021	Connections to Team SLACKers added to content sections
9b	Jessica George	3/12/2021	Week 10 summary added to Appendix A. Project Communications Matrix added under Communications Management section
9c	Bradley Riley	3/15/2021	Week 10 contributions as well as grammatical and content additions throughout
9d	Bradley Riley	3/15/2021	Toulmin Model graphic & content contribution; additional editing
10a	Evan Babiak	3/17/2021	Stakeholder Management section updated, including grid and registry
10b	Nakul Vyas	3/17/2021	Intrinsic and extrinsic motivation graphic and conflict resolution graphic added.
10c	Nakul Vyas	3/17/2021	Week 10 reading summary added
10d	Evan Babiak	3/17/2021	Weeks 7-10 Appendix A additions
10e	Jania Cruz	3/18/2021	Conflict Resolution graphic added
10f	Evan Babiak	3/18/2021	Team Objectives, Conversion to Word Doc, Formatting, and APA corrections

Version History 2 Table of Contents 5 Introduction 6 Purpose of Group Communications and Conflict Management Plan 6 SLACKers Mission Statement 6 Team Objectives 6 Team Roles 7 Stakeholder Management 8 Stakeholder Identification 8 Influence vs. Impact Grid 9 Stakeholder Registry 10 Communication Management 10 Team Communications 11 Team Meetings 12 Team Assignments 13 Document Sharing 13 Meeting Management 13 Interpersonal and Intrapersonal Communication Skills 15 Trust ………………………………………………………………………………………………….16 Motivation 17 Group Cohesion 19 Diversity. 21 Group Problem Solving & Decision Making 23 Conflict Management 25 Types of Conflict 26 Conflict Management Styles 26 Conflict Resolution 27 Team Conflict Resolution Strategy 27 Mediation 30 Arbitration 31 Toulmin Model of Argumentation 33 References 34 APPENDIX A 37

Introduction

This GCCM Plan will outline the communication and conflict management processes for Team 2, The SLACKers, during the Spring semester for PMAN 638 in 2021. The GCCM will consist of content sourced from weekly readings, as well as discussions and decisions made by all team members within Team 2. This document will be updated weekly and shared via the Team Locker as the syllabus requires. All contributions will be proofed and reviewed via a team-decided process before final submission. This document will also discuss in detail the conflict management styles and strategies to address the conflict. Appendix A will showcase the highlights of the weekly readings.

Purpose of Group Communications and Conflict Management Plan

SLACKers Mission Statement

Using the Slack App to collaborate as a team productively and effectively, The SLACKers will complete a communications management paper and group communications and conflict management (GCCM) plan. We will meet at least once a week to assign work, discuss progress, and provide feedback openly and respectfully. Meetings will be facilitated with an agenda, along with meeting minutes to be posted in the UMGC group locker before and after meetings, respectively. All work developed for the team deliverables will be constructed with the highest level of integrity and completed at the agreed-upon times to meet semester deadlines.

Team Objectives

1. Collaborate as a team using the Slack application and Google Docs to generate a cohesive group communications and conflict management plan .

2. Meet at least once a week at the agreed upon time of Thursdays at 8:30pm to discuss progress, action items, and any questions or concerns.

3. Facilitate meetings with an agenda, along with meeting minutes of what was discussed to ensure alignment of what has been communicated and the group’s expectations.

4. Divide required readings as a team into weekly summaries to be completed by the following Monday and uploaded in the group locker.

5. Add any content from readings deemed relevant to the GCCM plan to the live Google Doc and Appendix A, which will be discussed by the content creator in the following meeting.

Team Roles

The following team roles have been determined via collective group discussion during Week 1 of PMAN 638. Each of these roles has been assigned with all team members’ agreements. These roles are an attempt to ensure team organization, quality, and equal delegation of project duties. These roles are subject to change in the scenario that a team member is absent or unable to perform their duties. The Team Leader (Evan Babiak) will notify team members if their responsibilities will change. The roles and responsibilities are defined below:

· Team Leader - Evan Babiak

· Leads the weekly team calls and guides discussion amongst members

· Uploads finished documents to pertinent areas once the team has finished the assignment

· Acts as a mediator when conflict management action is needed

· Proofreader - Jania Cruz

· Reads over assignment(s) for the given week

· Makes edits throughout to make sure it reads as one cohesive document

· Communicates with Team Leader upon completing so that they can upload the polished document

· Team Manager - Brad Riley

· Creates agendas in advance of the team meetings and posts them in Slack for review

· Communicates with Team Leader to make sure all topics are covered in the agenda in advance of the team call

· Posts Google Hangouts meeting links in advance of call time

· Coordinator - Jess George

· Takes minutes during meetings and upload to Slack and Group Locker

· Communicates with the Team Leader to make sure the group is staying on track with the agenda

· Creates documents (such as the Weekly Reading Masterlist) to keep the team organized and on schedule throughout the semester

· Tech Support - Nakul Vyas

· Screen shares during meetings to show agenda, pertinent rubrics, etc. to guide the discussion

· Designates individual reading assignments

· Uses Excel and other programs to provide visuals when discussions occur during meetings about potential formatting adjustments to assignments

Stakeholder Management

Stakeholder Identification

The SLACKers will have a structured approach to identify, prioritize, and engage all the stakeholders in this project. Tools and techniques to identify stakeholders will include the team’s use of expert judgment, collaborative team meetings, and an influence versus impact grid. The outputs of this process will be a stakeholder registry. The stakeholder registry and identification process will be reviewed if one of the following events occurs:

· When the project moves through a different phase of the life cycle,

· If current stakeholders are removed, or new stakeholders become members of the project stakeholder community,

· If there are significant changes to the organization or the wider stakeholder community.

Stakeholder satisfaction should be seen as a project objective. According to PMI (2017, p 505), stakeholder diversity, the complexity of the relationships, and communication technology are areas to consider when developing a stakeholder management process. Regular stakeholder interactions throughout the project reduce risk, builds trust, and supports adjustments earlier in the process to increase the chances of success.

Influence vs. Impact Grid

Data representation in the form of stakeholder mapping can be a useful technique in the stakeholder identification process needed in stakeholder management. Applying an influence versus impact grid will assist the SLACKers in building relationships with the identified project stakeholders included in the following grid and stakeholder registry (PMI, 2017, p 512). The groupings of this grid will pertain to the level of influence to project outcomes, compared to the ability to cause changes, or impact, to the project’s planning and execution. Related sub groupings will be labeled with general action items; these include, ‘keep satisfied’, ‘manage closely’, ‘monitor’, and ‘keep informed’. Stakeholders are plotted by their correlating stakeholder number found in the stakeholder registry.

Influence vs. Impact Grid

Stakeholder Registry

Communication Management

Communications are one of the most important factors when it comes to team success. Without properly outlining or communicating the expectations of team member communication throughout the semester, the team runs the risk of not being able to communicate clearly. As a result, misunderstanding, and tension can potentially occur. Recommendations are cited below for successful group communication implementation (See Table 1 under Team Meetings).

Team Communications

It is important to recognize that the SLACKers will be functioning in a dispersed format. Each team member will be contributing from their remote area. Many studies have shown that remote or dispersed teams function worse than in-person teams when additional considerations and expectations are made to cater to their unique scenario. For this GCCM plan, the SLACKers intend on utilizing data statistics gathered by Siebdrat, Hoegl, and Ernst to identify platforms and strategies that will directly address the teams dispersed format and equip each team member with adequate platforms to function at a high level. The graphic below identifies both opportunities and liabilities that are associated with dispersed teams.

Ref: Siebdrat, F., Hoegl, M., & Ernst, H. (2009). How to manage virtual teams. MIT Sloan Management Review, 50(4), 63.

The SLACKers have agreed to use SLACK as their primary communication platform. SLACK is a private, cloud-based communication platform that allows teams to categorize their project topics with different “threads”. Each thread is labeled on the sidebar and provides an independent chatroom for all team members to contribute. SLACK supports the sharing of varying file formats and maintains a record of all communications between team members.

Team Meetings

The SLACKers have agreed to hold weekly team meetings every Thursday at 8:30 pm (EST). These meetings will be prefaced with an agenda developed by the Team Manager and shared via SLACK no later than 8:00 pm (EST). Team meetings will be conducted via Google Meets and will be recorded for future reference. During the meeting, meeting minutes/notes will be recorded by the Coordinator. At the end of each meeting, deliverables will be reviewed before adjourning, and all action items will be annotated on the minutes in bold. After adjournment, the Coordinator will post meeting minutes/notes to both SLACK and the Team Locker.

Table 1. Project Communications Matrix

Communication	Frequency	Method	Audience	Responsibility
Deliverable review	Weekly	Google Meets	Project team	Team Leader & Team Manager
Stakeholder update	Twice per semester	Online classroom assignment submission/Email	Stakeholders	Proofreader & Team Leader
Reading assignments	Weekly	Slack	Project team	Coordinator
Document peer review	Once	Online discussion board	Outside counsel	Team Leader

Team Assignments

Due to the weekly requirement of amending Appendix A to include pertinent summary information from assigned readings, reading assignments will be made every week on a Thursday night team call. A required reading master list document has been created so that the team has one document that they can reference to see which readings are required for the week and how much total need to be divided up between members. This document allows for the team to visualize the summary requirements for the entire semester and divide the readings accordingly so that work is evenly distributed between team members.

Document Sharing

Document sharing is another very important aspect of effective team management. Team 2 will adopt the use of the cloud-based Google platform for sharing different versions of deliverables. Note: While Google Docs may be used, conversion to Microsoft Word will still be necessary before submission. Google Docs to Microsoft Word conversions can lead to slight changes, specific formatting, which will need to be overseen by a proof-reader to ensure quality work.

Meeting Management

When the number of people (who may belong to the same group or a different group) assembles at a specified date and time, to discuss a topic with their own opinion to develop a plan of action is known as a meeting (Brenda, 2007). Nowadays, people are also conducting meetings via different mechanisms such as telephone and video conferencing. Different types of meetings are held in the business name; staff meetings, project team meetings, process and procedure meetings, and quarterly meetings. The project manager facilitates the project team meeting to design, develop, and/or implement a new product, process, or system. The process and procedural meetings are called to communicate new processes and/or procedures to a group of people who are affected.

The thorough planning of pre-meeting activities and skillful leadership during the meeting itself is required to achieve effectiveness in meetings. Before the meeting is planned, it is important to decide whether the meeting is required or not or whether the meeting objective can be accomplished via a phone, video conference, or written communication. A meeting agenda should be prepared which should include the objective and desired outcome of the meeting. The agenda helps to call the meeting to order, read the minutes of the previous meeting for approval, and discuss pending action items (Brenda, 2007). An agenda should be circulated to the participants well-in-advance so that it gives the team an ample amount of time to review the pre-work before the meeting. The agenda should establish the role of the participants and should ensure that the person who will be presenting in the meeting will be available. It is important to designate the facilitator of the meeting and the role of facilitator and note-taker should be rotated. For any meeting the availability of the supplies is necessary.

To achieve effectiveness in the meeting it is important to start the meeting on time. The team participants must introduce themselves to each other and the facilitator should reinstate the meeting objectives and establish the ground rules of the meeting. The effectiveness of the meeting is achieved if the agenda is followed, the meeting is as per the schedule, tasks are identified and assigned (Brenda, 2007). The facilitator should firmly draw the attention of the group if the discussion goes out of the agenda’s scope. A motion is placed should be voted and the majority vote is required for a motion to pass. It is important to encourage the team members to equally participate in the team meeting rather than the most powerful people dominating the conversation. In case of interruptions and conflict, the skill of the facilitator is tested and should forcefully limit the time assigned to both parties. The facilitator must thank the participants and shall recognize their participation. It is advisable to get a consensus on the date, time, and place of the next meeting.

Team SLACKers has an established weekly meeting on Thursdays at 8:30 pm EST, and it is understood that every team member will sign on to this meeting on time. All team members understand the importance of respecting other people’s time, which is why punctuality is an enforced value. An agenda is prepped in advance of these meetings, which also helps to keep meetings as efficient as possible. The team leader always makes a point of thanking everyone for their time, which again reinforces the appreciation the entire team has for people’s time and efforts.

Interpersonal and Intrapersonal Communication Skills

Active listening is an important communication skill that allows team members to connect with others and not dominate the group dynamic. Within our group, we will emphasize the importance of utilizing active listening techniques. Team members should focus on listening with the intent of understanding rather than just waiting for their chance to speak (Kelly, 2014). Every team member brings valuable ideas and insight, so team members must communicate with the intent of showing that they value the other members’ opinions. Other listening tactics such as asking clarifying questions to the speaker and pausing before speaking allow for the speaker to have space to explain their ideas fully and feel as though the group is truly listening to their ideas (Kelly, 2014). Self-awareness is key in being able to be a good active listener with the group, which is why active listening is an ongoing skill that needs to be strengthened. Active listening is one of many essential communication techniques that helps to foster a collaborative and respectful group dynamic.

Nonverbal communication is also an important interpersonal communication skill to be aware of within the group. While we are a virtual team that collaborates remotely, nonverbal communication is still present, and it adds context to every interaction that we have. Time awareness and paralanguage such as tone of voice are two examples of nonverbal communication that are present even in a virtual team setting (“Nonverbal Delivery,” n.d.). This requires both interpersonal and intrapersonal skills. Team members should be aware of the message that their body language and non-verbal cues are sending to the rest of the team members, and they should also be paying attention to the nonverbal signals that their team members are sending to them. Making sure that team members show one another that they are respectful of each others’ time by keeping calls organized and efficient is one nonverbal example. Using a warm and welcoming tone when addressing group members is another nonverbal cue that fosters connection amongst the team. All of this is achievable with team members having respect for one another, which we can illustrate through self-awareness of our nonverbal communication in every interaction we have.

Trust

Trust can be attributed to a relationship between individuals. Trust is an important factor for the success of the project. If the project team is having trust in each other then the team can collaborate effectively. If the communication channel is broken and performance is deviating, then it is difficult to collaborate. Cultural Intelligence (CI) is about understanding how culture impacts communication and relationships (Woerner, 2011). CI is required for trust to be developed in multi-cultural teams. The intent may be interpreted differently across cultures. The same project steps exist in multi-cultural teams: initiation, kick-off, execution, monitoring/controlling, and closing. (Woerner, 2011). During the initiation, stage observation is a technique that helps to determine the trust aspect of the multi-cultural project. Obtaining a historical view will also help the project manager to determine the trust. During the kick-off stage, the kick-off meeting sets the tone for the combined projects. Different people share their learnings and experiences and such activities establish and extend the trust. During the execution stage, the daily stand-up meetings are an event where the team members discuss the progress and issues related to the work which establishes trust. In the monitoring/controlling stage, it is obvious to have conflict and risks (Woerner, 2011). The project manager should mitigate the risk and resolve the conflict and help to establish trust. Face-to-face conflict resolution is more effective. During the closure stage, the project manager pulls all the team members together to discuss what went well and what didn’t. In conclusion, more time should be spent in closure on trust, collaboration, and cultural issues.

Team SLACKers values how important trust is to the success of the project team. As a result of this, team SLACKers prioritizes clear and honest communication with one another, along with maintaining strong interpersonal relationships. Actions such as taking five minutes at the beginning of team calls to ask how everyone is doing help to maintain the personal connection. By having a personal attachment with each member, team SLACKers creates a foundation of trust and respect for one another. Trust allows for the team to have miscommunication issues from time to time; however, at the end of the day, the team understands where each person is coming from and will therefore handle these hiccups better because of established trust.

Motivation

Motivation is a highly complex issue that helps to define how and why people act the way that they do. It is important to understand the two overarching theories of motivation, content theories of motivation and process theories of motivation, to assess a team member’s motivation needs and manage them accordingly. Humans are multi-faceted and require differing levels of needs and motivators. By understanding that motivation can come from a unique combination of decision-making and individual needs being met, we as a project team can hope to keep all group members engaged and actively working hard to put forth the best project possible.

Companies use extrinsic motivation to obtain customer loyalty by mechanisms such as reward cards or airline miles. The main issue with extrinsic motivation is it focuses on reward, not behavior. Once a reward is removed, the behavior is extinguished (Sullivan, 2009).

Intrinsic motivation is the drive that leads an individual to engage in an activity without being rewarded externally for the action. Intrinsic motivation is related to high achievement and personal enjoyment (Sullivan, 2009).

The SLACKers intend to rely on intrinsic motivation to successfully execute their necessary deliverables for PMAN 638. All team members have expressed rewards of intrinsic motivation being related to self-satisfaction and eventual personal gratification for finishing their respective degrees.

Ref: Convertize, (n.d.). Intrinsic and extrinsic motivation. https://www.convertize.com/glossary/intrinsic-extrinsic-motivation/

Group Cohesion

Communication planning is the process that defines the types of information delivered, the format, the audience, and the timing. A majority of a program manager’s time is spent on communication with their team. The first step in defining the communication plan is analyzing what kind of information the stakeholders need. This is called the communication requirement analysis. Communication technology is what keeps everyone involved in the project. Technology can take on many forms from written to online databases. Communication technology can be chosen by researching the amount of time needed. The amount of time needed can assist managers in deciding what technological communication to use (Watt, 2014). For example, projects that need communication instantly may use emails, instant messages, or online project websites. Projects that need intermittent input may communicate infrequently or communicate only at scheduled intervals. Team SLACKers will use emails and instant messages through Slack and calls as needed if the situation requires.

There are two types of communication: Synchronous and Asynchronous. Synchronous is communication done live such as conference calls or Video Teleconferences. Live communication allows for instant feedback. Asynchronous communication is done through channels such as mail or email. Issues such as time zones should be considered when using synchronous communication. Asynchronous communication allows for personal deliberation but can cause a barrier to team cohesiveness. Managers should consider new technologies as they can assist with the decision on how to communicate. Team SLACKers will utilize both synchronous and asynchronous communications. The team will utilize synchronous communication with weekly calls every Thursday at 8:30 pm EST. This will allow for the team to be present with one another and work through project questions in real-time with one another. The use of Slack allows for asynchronous communication throughout the week. Less time-sensitive issues that can be discussed intermittently can be addressed through Slack.

Within-group cohesion exists factors that determine a team's level of cohesion and how it develops. Group socialization is the process of teaching and adjusting to group norms and behaviors. This is vital for teams/groups to build cohesion and feel comfortable with one another. Every new member of a team will have multiple things to learn, but not all are categorized in the same manner. Technical knowledge is gathered during group socializing and specifies the purpose of the group and norms surrounding group goals/deliverables. On the other hand, social knowledge is gathered during group socializing and specifies social norms and behaviors of the group and how the different group members behave amongst each other. It is important for new members to pay attention to group norms both related to technical knowledge as well as social knowledge (Levine, 1994).

According to Creative Commons (2012), groups with good cohesion will:

· Set goals easily and are more productive;

· exhibit a high commitment to achieving the purpose of the group;

· experience fewer attendance issues;

· have group members who are willing to stick with the group during times of difficulty;

· have members who are willing to listen to each other and offer support and constructive criticism;

· and experience less anger and tension.

To achieve good cohesion and positive group morale, some of the qualities that will be encouraged among group members include participation, messages, feedback, equity, clear and accepted roles, and motivational encouragement.

Diversity

Age diversity has become challenging for many organizations. Lower birth rates, an

increase in prosperity and health improvements have led to an increase in the labor pool of older workers. Diversity on a team has many benefits including a variety of ideas, knowledge, and perspectives. This type of diversity allows for the group to avoid the unfortunate group situation of groupthink, which is a situation in which all members agree to the same ideas with little room for creativity or dissenting ideas. By having a diversity of thought and ideas, the group can explore multiple approaches to the task at hand in hopes of finding the best course of action. Diversity of ideas is key in having a healthy culture of discussion within the group.

Age diversity is an important area of diversity to explore because it increases the performance of a team by fostering distinct ideas and thoughts on technology, protocols, and processes. Unfortunately, age discrimination is a stereotype that is still a large part of western society. A seasoned worker may have accumulated years of experience in many different fields and have extensive knowledge of the project. However, older workers may face age discrimination and stigmatization. The theory is often that older employees are unproductive and do not perform as well as younger employees (Schneid, 2016).

Results of the meta-analysis show that age diversity is an irrelevant (neither positive nor

negative) demographic distinction and should not be considered when deciding on team composition. Managers should focus on distinctions such as educational background, skills, experience, and knowledge when forming a team as these distinctions are more likely to affect the success of a team.

In addition to age, diversity can also be measured according to group type. Some groups exist in-person, while other groups exist from a distance and use technology as a tool to communicate. Studies show that different complexity of project or task determines and plays a role in the software and technologies that are used for online-groups. Email would be an example of technology that would be used to resolve simple tasks or decisions, while teleconferencing, audio conferencing, and more complex technologies are utilized as deliverables get more complex (Jonassen & Kwon, 2001).

Within team SLACKers, we have a diversity of experiences within the workplace due to our varied environments of work. This allows for unique perspectives of project communications because health care workers, for example, utilizes project communication methods differently than non-profit work. All of the team members bring unique perspectives as a result of this, and the overarching topic of project management helps to connect all of these experiences.

Due to the nature of the class, team SLACKers also has a diversity of group types based on the team being entirely virtual. The different methods of communicating with one another add diversity to the project team communications experience. Despite not being able to meet in-person, team SLACKers has utilized different technology methods to establish trust from afar. Through conference calls, the SLACKers team members can communicate with one another through verbal cues like tone of voice. This adds additional context to other lines of communication, such as when team members are communicating through Slack. The diversity of technology methods allows for team SLACKers to establish trust with one another, despite working in a completely virtual setting.

Group Problem Solving & Decision Making

There are three types of leadership styles: Authoritarian, Democratic, and Laissez-Faire. An authoritarian leadership style seeks little to no team member input and does not actively participate within the group. This leadership style is seen as unfriendly and impersonal. The Democratic leadership style welcomes group input and facilitates an atmosphere of discussion and creativity. This style is often seen as friendly and personal. Finally, the Laissez-Faire leadership style gives the group the most freedom, does not always participate in the group, and gives most of the responsibility to members (“Leadership Styles,” 2009). To foster an environment that encourages collaboration and group problem solving, Team 2 plans on adopting the democratic approach, emphasizing the importance of discussion during team meetings.

Creativity is an important aspect of innovative teams that can be used to aid in group problem-solving. A key implementation strategy to utilize creativity as a tool in innovation is to take inventory of how the group is currently organized, implement changes to the current way of operating to see how it affects the regular status quo, and then from there, the group can permanently integrate the changes that seemed to provide positive change within the organization (Salazar, 2009). Within our group, we can continue to challenge how we chose to structure role assignments and teamwork approaches week to week to continue to adapt. A fluid approach allows for us to constantly be problem-solving and looking for the best, most efficient way to complete work week to week. By fostering an environment that encourages people to feel comfortable with suggesting changes to the status quo, we can be a group that encourages collaborative, creative thinking.

In addition to fostering positive environments, it’s important to understand the task at hand to avoid problems in the first place. Many different methods have been used to identify solutions to barriers, however, understanding the tasks at hand and the characteristics behind those tasks is necessary to avoid future conflict and to make the proper decisions around your group settings as a project manager. Hirokawa, along with other scholars, have compiled a total of six basic categories of task characteristics: degree of interdependence, goal complexity, data gathering/distribution demands, information processing demands, evaluation demands, and situational demands (Hirokawa, 1990).

Conflict Management

Sources of conflict can include scarce resources, jurisdictional ambiguities, personality clashes, power and status differences, goal differences, or communication breakdowns (“Conflict Management and Negotiation,” 2009). The mere presence of conflict does not necessarily mean that it will harm the team. If it is managed well, it can have a positive impact on the progress of the team because it challenges the status quo and has the potential to push group members past their current methods of approach.

Types of Conflict

While conflict may first be considered as two or more individuals disagreeing upon a certain topic or idea, its source may differ depending upon time, setting, and circumstances and therefore can be categorized as such.

Procedural conflict is a conflict that emerges due to disagreements in how the group will function from an operational perspective. This type of conflict erupts when there are disagreements on how a team might maintain communications, who the team may see as their leader, or when meetings may take place. Meanwhile, Substantive conflict emerges due to disagreements in values, attitudes, or ideas amongst the different team members. Lastly, Interpersonal conflict is a conflict that emerges due to personalities or altercations between two different people in a group. Typically, interpersonal conflict will take place when two or more people do not care for the other group member’s actions, which results in confrontation that would otherwise not take place or be viewed as non-problematic (Ellis & Fisher, 1994).

Conflict Management Styles

Client needs and wants should be included during different phases of a project. The ability of project managers to understand the needs of the clients is significant and should not be ignored. Client satisfaction defines project success. Including the client can be achieved in various ways which include educating the client from the beginning or including the client on selected project teams (“Conflict management and negotiation,” 2009).

Ref: Saylor Academy.(2012). Conflict Management. https://saylordotorg.github.io/text_human-relations/s13-03-conflict-management.html

Conflict Resolution

Conflict resolution styles include avoidance, competing, accommodating, compromising, and collaborating. Two sources of dissatisfaction are unmet expectations and misunderstanding. To avoid these a project manager must clarify expectations, values and deal fairly with the client. Most projects will have areas of stress. Dealing with these problems can be achieved by establishing standards and procedures, dealing with difficult issues early, and providing mechanisms for revisiting major decisions and issues. Managers should nurture feelings of satisfaction and include the client in celebrations such as achieving a milestone (“Conflict management and negotiation,” 2009).

Team Conflict Resolution Strategy

While effective communications can significantly decrease conflict, it is important to have a plan in place in the scenario conflict arises – storming is still part of the group growth process. Below are recommendations for group conflict management.

1. Once a conflict is identified, members must contact the Team Leader privately to make them aware of the situation. In the case the Team Leader is involved in the conflict, team members can contact the Team Manager.

2. Team Leader (or TM) will set up private meetings with those involved in a reported conflict to mediate issues. These meetings will be recorded.

3. If no resolution is reached and the issue has a direct impact on team performance, Team Leader (or TM) will document the conflict case including recordings and involve the professor for swift resolution and next steps.

Other methods of conflict resolution also exist. Strategies such as the AEIOU model can be used ahead of time if an individual is aware that an upcoming interaction may lead to conflict.

A – Acknowledge – state to the individual that you are assuming their positive intent.

E – Express - Express your own perspective/concern

I – Identify - Clearly define your goals/objectives/recommendations

O – Outcome - Features/benefits of your way & acknowledge their flexibility

U – Understanding – reach an agreement & be on the same page (Ting-Toomey, 2007)

Team SLACKers will utilize the AEIOU method as well, to maintain trust while addressing the conflict. The AEIOU method allows for the individual to validate the feelings and perspective of the person that is being addressed. This is a useful approach in increasing the likelihood that the person needing corrective action will be more receptive to the feedback. A core value for Team SLACKers is to foster an environment where all team members feel valued and empowered to contribute towards the success of the team. By implementing the AEIOU approach, team SLACKers can address conflict with trust and respect for all involved.

Negotiation

Negotiation is an important aspect of project teams. As globalization continues to push our society towards a more culturally diverse melting pot, it is important to analyze the impacts of cultural characteristics on negotiation. Each individual has a unique perception based on their life experiences. Because of this, team members all come to the table with different views and biases. Culture can impact negotiation by causing individuals to project assumptions about someone’s motives, or by influencing how an individual perceives the situation as it is unfolding (Sarkar, 2010).

Dependent on the culture, some thresholds for conflict may vary. Studies have shown that certain cultures (like the Japanese) tend to use negotiators and offers as an information exchange process. They expect to receive information from you in return for their offer. Alternatively, Americans tend to reveal more information than their Japanese counterparts. Due to these patterns, the Japanese may take longer and more offers to get to a final consensus.

Dependent on cultures, negotiation can be viewed differently. Western cultures view negotiation as a business activity, whereas regions such as Brazil may consider negotiations more social and continue negotiations during social events where the business is not usually discussed (Adair, Okuma, & Brett, 2001).

Within the SLACKers team, all team members must be aware of these invisible cultural impacts on negotiation. Each team member has internal biases that influence how we read a given situation. It will require self-awareness and emotional intelligence on the part of all SLACKers team members to foster the most constructive environment for negotiation. By actively checking internal biases as thoughts come up during discussions, team members can listen and discuss with an open mind and not jump to conclusions too quickly. Our core values are to communicate with respect and to value everyone’s contributions towards the betterment of the group. By practicing these mindful measures during negotiation, our team hopes to further strengthen those principles.

Mediation

Mediation is one of the resolution techniques which assists the two parties who are involved in the conflict to find a viable solution. The mediator is a third party who has no say in the outcome of the case (Daniel, 2009). The difference between litigation and mediation is that in litigation both parties have to follow the court order and in mediation, the mediator does not impose his/her decision on both the parties. Mediation is more of an informal approach and is simple to process, whereas litigation is a complex process in which both parties have to abide by the law. Mediation and litigation both help to resolve the conflict. The mediation technique is used to resolve the conflict associated with litigation. Litigation is time-consuming, costly, and complex. The resolution derived with the help of the mediation technique does not bind both the parties until they agree to it.

Mediation becomes effective when coupled with arbitration (Daniel, 2009). When both the parties are not able to agree to mediation, the mediator becomes an arbitrator who seeks additional evidence from the witnesses. Mediation is also used to cement the relationships between both parties and how to deal with conflicts in the future. It is more of a guiding process or conversation.

Mediation is the first step before arbitration where both parties voluntarily agree to an agreement or a viable solution. When the conflict is not resolved through negotiation, mediation is the second step to settle the dispute in good faith.

The mediator is a catalyst between the conflicting parties and tries to define the problem and facilitate the communication process by removing impediments. If both the parties do not want to settle with a mutual agreement, then the mediator must work hard to create a perception of a greater need and if both the parties are willing to settle the dispute then the mediator has more leverage. If the mediator can solve the dispute and both parties agree to draft an agreement then it becomes a legally binding agreement, if signed.

Arbitration

Arbitration is a dispute resolution technique that is used to remove the litigation process. Before filing a lawsuit, arbitration seeks to expedite the resolution process in a simple and less costly manner. Unlike mediation, the arbitrator is a private third party who seeks to hear both the conflicting parties and makes a final determination that binds the parties. In business or any contractual agreement, disputes are bound to happen. Disputes can be resolved through negotiation, mediation, arbitration, and litigation. Mediation and arbitration are cost-effective alternatives to litigation. When the conflicting party decides to submit the dispute to the arbitrator for a final decision is often known as an award which is in writing and final.

Non-binding arbitration also seeks to listen to both the party and give an award that is not final and binding to the party. In this case, the arbitrator's award is merely an advisory opinion. Most of the settlement cases go to binding arbitration. Parties may also choose to go for the court trial. Mandatory arbitration is also known as court-ordered arbitration which is a judicial mandate intended to resolve pending court cases. At an early stage of the lawsuit, the court-ordered arbitration follows the rules and process laid down by the law. Unlike mediation, arbitration offers parties a decisive legal outcome to their dispute without the expense and inconvenience of court proceedings and attorney fees.

Arbitration is largely used by most businesses, government departments, and courts as well to resolve the dispute because arbitration is considered to be adjudicatory, not advisory. The arbitration determination can also be challenged in the upper-level courts. If both or one of the parties feels that the arbitrator was biased, then it can be challenged.

The international business community is using arbitration to resolve commercial disputes arising in the global marketplace. In international trade, arbitration is famous to resolve disputes because it is easier to enforce an arbitration award in a foreign country than it is to enforce a judgment of the court.

Ref: MediateBC. (2017). Conflict resolution options. https://www.mediatebc.com/learn/conflict-resolution-options

Toulmin Model of Argumentation

The Toulmin Model is an effective model for argumentation because it allows the user to double-check their logic and effectively ensure that they have a sound argument before presenting their position to a group. Alternatively, the Toulmin Model can be reversed and used to check the validity and strength of an opponent’s argument and can be used to identify shortcomings or weaknesses that could, in turn, be used to gain the advantage when it comes to discussion, debate, or negotiations (Hitchcock, 2006). The SLACKers plan on using the Toulmin Model to approach challenging decision-making scenarios. The SLACKers also plan on using this model to ensure their arguments and proposed solutions so challenges do not have holes. The model below was developed within the team as an example of what type of scenario could use the Toulmin Model and benefit.

References

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APPENDIX A

Week #	Reading Assignments	Person/ Readings	Topics put in GCCM	Justification
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Jess / 7, 12	- Creativity in problem solving (7)	- (7) Creativity is an important tool that can lead to innovation, which is why it is an important topic when it comes to discussing group problem solving
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Jania / 17, 18	Functional Roles (18)	- (18)Managers should identify team members' potential and construct a team built around this knowledge.
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	Types of Groups (1)	- (1)A primary group is a group that meets close to all, if not all, of one’s needs. A group that meets only some of someone’s needs is considered a secondary group. A microgroup is a group inside of a larger group
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	- Groupthink (1)	- (1)While working as a team has its obvious strengths, teams can also lead to some negative outcomes if not properly managed. Groupthink is the tendency to accept the group’s ideas despite one’s own opinions due to fear of repercussions or too much group cohesion.
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	- Types of leadership (1)	- (1) Leaders can take different approaches when leading a team to success. An autocratic leader is a self-directed leader and oversees the processes amongst the group in much detail. A laissez-faire leader is a leader who is more hands-off, but knowledgeable in their field. They will lean on their group members for their expertise, but not micro-manage a process. A team without proper skills levels necessary to perform a task and a laissez-faire team leader can be problematic (Galanes, 2000).
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	- Active listening (2)	- (2) Active Listening is the process of giving one’s full attention to what people are saying, asking questions to ensure things are understood, and not interrupting while others are sharing their information.
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	- Personality type tests (3)	- (3) Personality types can identify and differentiate how others may behave with people that they interact with. Multiple theories measure personality types such as the DISC acronym and the Myers-Briggs Type Indicator.
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	Trust (3)	- (3) Trust is vital in any team’s development process. Without trust, teams are unable to function at a high level and will continually doubt the other member’s contributions to the project. Trust is built over time and as group cohesion increases.
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Brad / 1, 2, 3	- Humm Factor (3)	- The Humm Factor is a tool that is used to identify non-recorded feelings amongst a group to identify possible issues before they take place. It works as a survey-like process amongst the team and stakeholders throughout the project life cycle that can spread light on stakeholder and team members’ feelings on the project (Darnall & Caudron, 1995).
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Nakul / 4, 5, 6	- Group Communication (4)	-(4) The messages exchanged in Group Communication are vital to share the information, take the decision, manage conflicts, and develop team cohesion to overcome any issues. - It is important to create an agenda before initiating the group discussion which reduces the differences of opinions and conflicts.
1	1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18	Nakul / 4, 5, 6	- Group Communication (4)	- (4) It is important to create an agenda before initiating the group discussion which reduces the difference of opinions and conflicts.
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Jess / 4, 8, 11, 20	- Active listening (11)	- (11)Active listening is a necessary interpersonal skill to develop to foster healthy communication amongst the team
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Jess / 4, 8, 11, 20	- Nonverbal delivery (8	- (8) Even in a virtual team setting, nonverbal communication is an important principle to be aware of as we try to navigate healthy interpersonal interactions within our team.
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Jania / 15, 18	-Age Diversity (15)	- (15) Age diversity on a team is irrelevant to success and managers should instead focus on skill, knowledge, and performance.
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Brad / 1, 2	- Develop Team (1)	- (1) Develop Team results in improved teamwork, enhanced interpersonal skills and competencies, motivated employees, reduced team attrition, and improved overall project performance (PMI, 2017).
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Brad / 1, 2	- Tuckman’s Ladder (1)	- (1) Tuckman’s Ladder is a team development model that breaks the formation and performance of a team into five stages - Forming, Storming, Norming, Performing, and Adjourning (PMI, 2017).
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Brad / 1, 2	Hofstede’s Masculine & Feminine cultures (2)	- (2) Masculine vs. Feminine cultures reflects the directiveness and competitiveness of individuals amongst the social setting. An example of this is the United States holds a very masculine culture in a business setting where they are assertive and highly competitive. Other cultures, like Sweden, value modesty and looking out for the weakest link within a team. This requires significant attention when conducting business (Hofstede, 1998).
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Brad / 1, 2	Edward Hall (2)	- (2) Edward Hall is often referred to as a pioneer for intercultural communications. Hall developed eight contributions to the study of intercultural communications.
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Nakul / 5, 6	- Listening with spirit (5)	- (5) As per Levine’s article, the vital difference between dialogue and discussion is that dialogue is more of a collaborative and open-ended conversation where people question others for their reasoning to derive a new solution, whereas in the discussion people strongly hold their positions on the topic and take specific actions.
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Nakul / 5, 6	- Listening with spirit (5)	- (5) In a team dialogue it is important to actively and selflessly listen to the viewpoints of others to extract the creative idea from the dialogue.
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Nakul / 5, 6	- Listening with the spirit (5)	- (5) Levin's article suggests that a selfless listening approach, being open to other’s ideas, and active listening will allow the spirit of the group to speak (Levine, 1994).
2	1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20	Nakul / 5, 6	- Listening with spirit (5)	- (5) If an employee in a discussion listens to other employee's creative ideas selflessly it leads to understanding and hearing through the words of the employee’s soul (Levine, 1994).
3	1, 2, 3, 4, 5, 11	Jania / 4, 5	-Communication Planning (4)	-(4) Communication is the process of delivering information. There are two types of communication: Synchronous (live i.e., conference calls) and Asynchronous (not live i.e., mail correspondence). Defining the communication your stakeholders need is called the communication requirement analysis. The kind of communication needed for a project depends on how often and how quickly you need to be able to make a decision.
3	1, 2, 3, 4, 5, 11	Jania / 4, 5	-Understanding and Meeting Client Expectations (5)	-(5) The ability of project managers to understand the need of the client is significant and should not be ignored. Client satisfaction defines success. Advantages: The inclusion of the client creates a better understanding of the project and adds a personal investment element. Disadvantages: Clients may have undue influence on decisions. Managers should clarify expectations and values and establish clear standards and procedures.
3	1, 2, 3, 4, 5, 11	Nakul / 2	PMBOK, 10.1 Plan Communication	- (2) Communication planning must be performed at the start of the project. It should be performed while identifying stakeholders and preparing a project management plan document (PMI, 2017, p. 367). - (2) Every project needs to communicate project information and an effective communications management plan enables the project manager to identify the informational needs of the stakeholders, method of distribution, storage, retrieval, and the disposition of the project information. - (2) Defining the communication plan information such as; stakeholder information requirements, organizational charts, stakeholder’s roles, and responsibilities, a number of the potential communication channel, resource logistics, and when to communicate internally and externally to the media or public contractors helps in identifying stakeholder’s requirements. - (2) The output of the communication management plan gives the important elements that should be present in the communication management plan. They are; stakeholder information requirements, method of communication, tools, and technology for communicating, resources responsible for sending and receiving the information with time and budget, escalation process should be established in case of any conflicts, and any technology or regulatory constraints.
3	1, 2, 3, 4, 5, 11	Brad / 11	Stakeholder Theory	Stakeholder Theory is an umbrella term that describes attempts to identify, explain and prescribe an organization’s relationship and responsibility to other actors. The stakeholder definition is fluid and has changed over time. Stakeholder Theory can be used in different ways: 1. Descriptive use where a theorist will use it to explain behaviors 2. Instrumental use where a theorist will use it to understand how to reach a certain conclusion or how to complete a specific goal 3. Normative use where a theorist will use the theory in a prescriptive manner to argue or debate for additional ethical laws or principles
3	1, 2, 3, 4, 5, 11	Evan /1	Stakeholder Identification	Added stakeholder identification process to the stakeholder management plan. A documented process on how stakeholders will be identified and managed during the project life cycle to create a stakeholder registry. Expert judgment, stakeholder mapping via an influence vs. impact grid, and collaborative meetings will output a stakeholder registry.
4	1, 2, 4, 5, 6, 7, 8, 9, 10, 14, 15, 16	Jess / 9	Motivation and Motivation Theory	Motivation defines how and why humans act the way that they do. Because of how complex of an issue it is, there is no one unifying theory to explain what drives motivation. Motivation theories are subdivided into different categories based on what these theories believe are the principal factors that drive motivation. To successfully motivate team members, it is important to have an understanding of both content (or need) theories of motivation and process (or cognitive) theories of motivation to apply them to individuals.
4	1, 2, 4, 5, 6, 7, 8, 9, 10, 14, 15, 16	Jess / 14	PMBOK 3.4 Project Manager Competencies	To be a successful project manager, it is important to find a balance between the three key skill sets of technical project management, leadership, and strategic and business management. There is also the need to understand the difference between and need for both leadership and management. Leadership involves using collaboration and innovation to move the group forward to the desired outcome. Management is a more structural concept that involves § utilizing known actions and behaviors to guide employees to the desired outcome.
4	1, 2, 4, 5, 6, 7, 8, 9, 10, 14, 15, 16	Jania/7	Leadership Theories and Studies	Leadership is a process in which one person influences others towards a group goal. Followers must accept leaders. Contingency is affected by workgroup context. Transformational details how leaders inspire and motivate. Servant leaders place followers ahead of their own needs. Entrepreneurial leaders create scenarios and improve performance.
4	1, 2, 4, 5, 6, 7, 8, 9, 10, 14, 15, 16	Jania/8	Situational and Contingency Approaches to Leadership	The Contingency model has two categories: a task oriented and relationship oriented. Cognitive Resource Theory two traits: Intelligence and experience. Situational. The Normative Decision making model assesses decision-making style by the situation determining the leadership. Path goal Theory determines leader behaviors that increase motivation by clearing a path to a goal. Situational Leadership theory situations determine, and leaders guide.
4	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Jania/10	Leadership styles and Bases of Power	Authoritarian leaders make decisions and do not actively participate in the group. Democratic leaders welcome input and facilitate discussion and creativity. Laissez-Faire leaders give the group all freedoms and allow decision-making within the team.
4	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Brad/4	The Four Intrinsic Rewards that Drive Employee Engagement	Extrinsic Reward examples: 1. Pay raises 2. Bonuses 3. Additional benefits Intrinsic Reward examples: 1. Meaningfulness 2. Choice 3. Competence 4. Progress
4	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Nakul/2	Motivating Employees	Motivation is the ability to do from within. Motivation and performance have a direct relationship. Ability refers to the key competence required to perform a job. The need-based theory of motivation is Maslow’s hierarchy of needs, ERG theory, Two-factor theory, and Acquired needs theory. Maslow’s theory shows the different needs of the employee at a different level. It helps the leader or the project manager to identify the state of the employee’s mind. If the employee is trying to satisfy the esteem needs feels great when he receives praise from his manager (Motivating employees, n.d.). The ERG (Existence, Relatedness, and Growth) extends Maslow’s theory. ERG theory does not rank needs in any particular order and explicitly recognizes that more than one need may operate at a given time (Motivating employees, n.d.). Frederick Herzberg's two-factor theory concluded the aspects of the human environment which satisfy the employees are different from the aspects that dissatisfy the employee.
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Jess/11	Group Cohesion	Factors that can affect cohesiveness 1. How much group members like one another 2. How in-line personal goals are with the group goals 3. Satisfaction levels of the overall group’s performance 4. Outside factors that make group members want to stay with the group Every individual has different levels of importance assigned to these factors. What may make one person want to leave may be close to a non-issue for a different member. Differing values and individual preferences affect someone’s opinions on the group dynamic.
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Jess/12	Groupthink	Three categories of issues that can arise within a group before they reach groupthink: Structural faults (such as strong advocacy of certain ideas from the leader of the group or lack of diversity within the group when it comes to ideas and backgrounds) High cohesiveness External pressure to reach a decision (time pressures can force the group to quickly pick a solution because they feel pressure to act) Techniques such as playing devil’s advocate can help to foster healthy exploration of ideas and reduce the possibility of groupthink. Important ways to combat groupthink as a leader: · Foster discussion and make an active effort in allowing and even encouraging dissenting opinions · Seek opinions outside of the immediate group
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Jania/6	Conflict Management and Negotiation	All conflict is not bad. Conflict avoidance is no longer the norm. A new set of management skills called Quantum skills include seeing, thinking, feeling, knowing, acting, trusting, and being. Sources include: · Scarce resources · Ambiguity · Personality clashes · Power and status differences · Goal differences · Communication breakdown Styles: · Avoidance · Competing · Accommodating · Compromising · Collaborating 5 A’s Techniques · Assessment · Acknowledgement · Attitude · Action · Analysis
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Jania/8	Conflict styles of Men and Women	Men score significantly higher on competing at all organizational levels. No evidence that conflict styles of men and women converge at a higher organizational level. Steady increase in assertiveness at higher organization levels. Competing and collaborating are the two most assertive styles. Top executives have higher levels of competing and entry levels have higher levels of compromising. Women end up with lower pay and fewer promotions due to low levels of competing styles. Supervisors/managers are high in coordination and integrations. Avoiding is equal in genders and at all levels.
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Brad/4	AEOIU Conflict Resolution	A – acknowledge – state to the individual that you are assuming their positive intent. E – Express - Express your own perspective/concern I – Identify - Clearly define your goals/objectives/recommendations O – Outcome - Features/benefits of your way & acknowledge their flexibility U – Understanding – reach an agreement & be on the same page
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Brad/5	Small Group Dynamics	Group socialization – is the process of teaching and adjusting to group norms and behaviors. This is vital for teams/groups to build cohesion and feel comfortable with one another. - Technical knowledge is gathered during group socializing and specifies the specifics of the purpose of the group and norms surrounding group goals/deliverables - Social knowledge is gathered during group socializing and specifies social norms and behaviors of the group and how the different group members behave amongst each other Procedural conflict – a conflict that emerges due to disagreements in how the group will function from an operational perspective. How will they maintain communications, who is their leader, etc? Substantive conflict – a conflict that emerges due to disagreements in values, attitudes, or ideas amongst the different team members. Interpersonal conflict - a conflict that emerges due to personalities or altercations between two different people in a group. Typically, will be about how one individual will approach an idea or behaves.
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Nakul/1	Acquire Resources	The requirement of the resources for the project can be external or internal. Through the procurement process, external resources can be acquired whereas internal resources can be acquired from the functional managers. Because of matrix project requirements, collective bargaining agreements, and internal or external reporting relationships the project management team does not have direct control over the resources. The project manager needs to negotiate and influence others while acquiring the resources. If in case, resources are not acquired on time then it may affect project schedule, budget, quality, and risks. The project manager should prepare the document explaining the impact of the unavailability of the resources.
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Nakul/1	Acquire Resources	Develop Team is the process of improving competencies, team member interaction, and the overall team environment to enhance project performance. The output of this process is that it helps in improving teamwork, enhances interpersonal skills, and competencies. To build, motivate, inspire, and lead the project team, the project manager should establish an open and effective communication mechanism, create team-building opportunities, constructively manage conflicts, and encourage collaborative decision-making.
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Nakul/2	Managing Conflict	To address the conflict, the leader has to keep patience, listen to others, required goodwill and determination. The leader should be a motivator in the conflict by explaining the benefit to the concerned party of taking the conflict constructively rather than in a destructive manner. a leader can attempt to prevent or manage conflict judiciously by acting as a delegator, turning over responsibility for various tasks to others. Conflict resolution strategies: Avoidance, Defensiveness versus supportiveness communication, Empathetic listening
5	1, 2, 3, 4, 5, 6, 8, 10, 11, 12, 14	Evan/14	Cohesion	- *Group climate* : the relatively enduring tone and quality of group interaction that is experienced similarly by group members - *Task cohesion* : the commitment of group members to the purpose and activities of the group - *Social cohesion* : the attraction and liking among group members o Ideally, groups have an appropriate balance between the two types relative to the group purpose. -Groups with good cohesion will: set goals easily; exhibit a high commitment to achieving the purpose of the group; are more productive; experience fewer attendance issues; have group members who are willing to stick with the group during times of difficulty; have satisfied group members who identify with, promote, and defend the group; have members who are willing to listen to each other and offer support and constructive criticism; and experience less anger and tension - Qualities that contribute to positive group climate/morale: Participation, messages, feedback, equity, clear and accepted roles, and motivation.
6	1, 5, 6, 9, 11, 12	Nakul/12	Meeting Management	The thorough planning of pre-meeting activities and skillful leadership during the meeting itself is required to achieve effectiveness in meetings. Before the meeting is planned, it is important to decide whether the meeting is required or not or whether the meeting objective can be accomplished via a phone, video conference, or written communication. A meeting agenda should be prepared which should include the objective and desired outcome of the meeting. To achieve effectiveness in the meeting it is important to start the meeting on time. The team participants must introduce themselves to each other and the facilitator should reinstate the meeting objectives and establish the ground rules of the meeting. The effectiveness of the meeting is achieved if the agenda is followed, the meeting is as per the schedule, tasks are identified and assigned.
6	1, 5, 6, 9, 11, 12	Brad/11	Task Typology and Virtual Teams	A total of six basic categories of task characteristics have been compiled: degree of interdependence, goal complexity, data gathering/distribution demands, information processing demands, evaluation demands, and situational demands. Studies show that different complexity of project or task determines and plays a role in the software and technologies that are used for online-groups. Email would be an example of technology that would be used to resolve simple tasks or decisions, while teleconferencing, audio conferencing, and more complex technologies are utilized as things get more complicated.
6	1, 5, 6, 9, 11, 12	Jania /6	Majority Rules	Decisiveness only when there are no more than two alternatives. Anonymity, Neutrality, Monotonicity. Dependent on alternatives that are irrelevant. Proportional representation.
6	1, 5, 6, 9, 11, 12	Evan/ 1	Decision Making	- Group problem solving process: o Step 1 – Define the Problem § Problem statement: The group should have a single sentence that summarizes the problem o Step 2- Analyze the Problem § Problem question- a question to guide the group as it generates possible solutions o Step 3- Generate possible solutions o Step 4- Evaluate Solutions o Step 5- Implement and assess the solution o *Consensus rule* – all members of the group must agree on the same decision § Pros- high quality decision due to time invested, higher level of commitment, satisfaction due to shared agreement § Cons- Time consuming, difficult to manage ideas= and personal conflict as ideas are debated, decision may be OK but not ideal o *Majority rule* – one-half plus one must agree before a decision is made § Pros – quick, efficient, each vote counts equally § Cons – close decisions may reduce buy-in, doesn’t take advantage of group synergy to develop alternatives, minority may feel alienated
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Jess/15	Negotiation	Integrative agreements - parties involved in the negotiation give up on issues that aren’t very important to them (but may be important to the other party), and hold strong to the issues that are important to them · a good approach can lead to increased satisfaction for all parties involved Optimum mix of factors for integrative agreements · High concern for own outcomes · High concern for others' outcomes · Willingness to engage in deep and deliberate processing of information Factors that can affect the balance of cooperative vs competitive incentives during negotiation · Bargaining strength · Time pressure · Accountability to constituents
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Jania/5	Inconsistency	· Fallacies of inconsistency are cases where something inconsistent, self-contradictory or self-defeating is presented. · Self-defeating statement means a statement that is not logical but is close enough that it is false. Example: children saying they are not able to be seen when playing hide and seek and closing their eyes instead of hiding out of sight.
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Jania/19	When to use conflict styles	Competing · Emergency · When you are right · Trivial Issue When you should not use competing style: · When cooperation is important, teamwork is needed Collaborating · Significant issue · Cooperation is needed · Reasonable hope When you should not use collaborating style: · Time is short, the issues are unimportant Compromising · Time is limited · Resources are limited When you should not use compromising style: · Best solution possible is needed and can’t live with the consequences Avoiding · Relationship is insignificant · Trivial Issue When you should not use avoidance style: · Negative feelings may linger Accommodating · You really don’t care · Powerless · When you realize you are wrong When you should not use accommodating style: · Resentment, acceptance Negotiation Styles: · Cooperative, Competitive and independent. Sources of negotiations: Awards, Positional Power, Sanctions, Force, Information, Expertise, An elegant solution, charisma, commitment, relationship, BATNA
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Jania/25	The Toulmin Argument	The Toulmin argument can be used to break down the components in an argument. This breakdown can provide the basis or steps needed to have a good constructive argument. Claim: assertion you hope to prove Evidence: Support Warrant: Connection between claim and Evidence Backing: Support Rebuttal: objection Qualifier: limits put on the claim
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Nakul/17	Mediation	Mediation is one of the resolution techniques which assists the two parties who are involved in the conflict to find a viable solution. The difference between litigation and mediation is that in litigation both parties have to follow the court order and in mediation, the mediator does not impose his/her decision on both the parties. Mediation is more of an informal approach and is simple to process, whereas litigation is a complex process in which both parties have to abide by the law. Mediation and litigation both help to resolve the conflict. The mediation technique is used to resolve the conflict associated with litigation. The mediator is a catalyst between the conflicting parties and tries to define the problem and facilitate the communication process by removing impediments. If both the parties do not want to settle with a mutual agreement, then the mediator must work hard to create a perception of a greater need and if both the parties are willing to settle the dispute then the mediator has more leverage.
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Nakul/18	Arbitration	Unlike mediation, the arbitrator is a private third party who seeks to hear both the conflicting parties and makes a final determination that binds the parties. In business or any contractual agreement, disputes are bound to happen. Disputes can be resolved through negotiation, mediation, arbitration, and litigation. Mediation and arbitration are cost-effective alternatives to litigation. When the conflicting party decides to submit the dispute to the arbitrator for a final decision is often known as an award which is in writing and final. Non-binding arbitration also seeks to listen to both the party and give an award that is not final and binding to the party. In this case, the arbitrator's award is merely an advisory opinion. Most of the settlement cases go to binding arbitration. Parties may also choose to go for the court trial. Mandatory arbitration is also known as court-ordered arbitration which is a judicial mandate intended to resolve pending court cases. At an early stage of the lawsuit, the court-ordered arbitration follows the rules and process laid down by the law. Unlike mediation, arbitration offers parties a decisive legal outcome to their dispute without the expense and inconvenience of court proceedings and attorney fees. The international business community is using arbitration to resolve commercial disputes arising in the global marketplace. In international trade, arbitration is famous to resolve disputes because it is easier to enforce an arbitration award in a foreign country than it is to enforce a judgment of the court.
7	2, 4, 5, 13, 14, 15, 17, 18, 19, 21, 25	Evan/2	Motivation	For peak performance: Performance = motivation x ability x environment - Motivation - the intention of achieving a goal, leading to goal-directed behavior - Ability - having the skills and knowledge required to perform the job -Environment- resources, information, and support one needs to perform well Acquired Needs theory: Need for achievement A strong need to be successful o However, high need for achievement can dissuade people when promoted in management – micromanagers can’t delegate authority, managerial work ( coaching, recruiting, motivating) waste of time Need for affiliation Want to be liked and accepted by others o Managerial disadvantage- too much care in others perception could make some functions tough Need for power Want to influence others and control their environment o Can be destructive of one’s relationships if power is for personal gain
8	4, 5, 10, 11, 14	Jess/14	Cultural impacts on negotiation	4 ways culture impacts negotiation · Conditions an individual’s perception of reality · Blocks out info that does not fall in line with their culturally-influenced assumptions · Projects meaning on the other negotiating party’s actions · Drives an ethnocentric observer to an incorrect conclusion of motive Both cultural and social intelligence are key to the success of international business negotiation.
8	4,5,10,11,14	Brad/4	Ethical and Cross-Cultural Negotiations	Dependent upon the culture, some thresholds for conflict may vary. Studies have shown that certain cultures (like the Japanese) tend to use negotiators and offers as an information exchange process. They expect to receive information from you in return for their offer. Alternatively, Americans tend to reveal more information than their Japanese counterparts. Due to these patterns, Japanese may take longer and more offers to get to a final consensus. Dependent upon cultures, negotiation can be viewed differently. Western cultures view negotiation as a business activity, whereas regions such as Brazil may consider negotiations more social and continue negotiations during social events where the business is not usually discussed.
8	4,5,10,11,14	Jania/10	Distributive tactics	-Win/lose situation -Information is the most important tool -Negotiator to find resistance point -Change what opposite side thinks about what they gain -Bargain concrete commitment -Smaller concessions -Follow-up -Give up less as time goes on so other side thinks you have nothing left to give
8	4,5,10,11,14	Nakul/11	Business Negotiation Part Six: Integrative Negotiation	Integrative bargaining assumes that if the differences between both parties can be understood, then the dispute can be overcome with a win-win strategy. In integrative bargaining, both parties need to share the goal of win-win. When both the parties define what is in common between them than the differences between two sides can be minimized. The needs of both parties should be understood by each party to arrive at a mutually agreeable solution. Integrative negotiation goes through four different stages: 1. Define the common problem- Understand what is different between both the conflicting parties. 2. Find Interests & Needs- Tries to understand more. "What do I want" "what do you want". Understand the needs. 3. Think up solutions- Both the party brainstorms to come up with solutions, create as many as possible. No bad ideas 4. Pick the best solution- Choose the best solution that is maximized for each side. It does not mean one party has to compromise. Choose the best solution from the available solutions. The key is to work for mutual benefit. Don’t work personally or give any personal comment. Try to understand what you want, why do you want, ask for an explanation to better understand the pain areas of the conflicting parties.
8	4,5,10,11,14	Evan/5	Decision Making	Avoiding Decision-Making Traps - *Overconfidence bias* - when individuals overestimate their ability to predict future events - *Hindsight bias* - the opposite of overconfidence bias, occurs when looking backward in time and mistakes seem obvious after they have already occurred o Problem when judging someone else’s decisions - *Anchoring* - the tendency for individuals to rely too heavily on a single piece of information - *Framing bias* - the tendency of decision makers to be influenced by the way that a situation or problem is presented *- Escalation of commitment* - individuals continue on a failing course of action after information reveals it may be a poor path to follow
9	1, 2, 3, 5, 6, 7	Jess/1	Manage Communications and Monitor Communications	Managing Communications - process concerned with overseeing efficient channels of sharing information based on the needs of the project · Necessary to maintain healthy relationships between the project team and stakeholders Monitor Communications - process concerned with ensuring that the current methods of communication meet the needs of the stakeholders and project at hand · Analyzes the execution of the planned communications to ensure that they have the desired effect on the project · Can trigger subsequent changes to the current methods of communication in order to optimize efficiency and effectiveness on the project
9	1, 2, 3, 5, 6, 7	Brad/2	Interpersonal Skills for Project Success (podcast)	Review of 14 interview’s dynamics and highlights of key interpersonal skills related to project management success. Key Takeaways: 1. The ability to communicate and speak confidently 2. The use of Active Listening and Emotional Intelligence training 3. Transactional Analysis: be aware of how you treat others and make sure your interactions are categorized as adult to adult. 4. Be aware of violent communication and make sure you avoid it at all costs. 5. The ability to influence others and ensure your team members are on your side and loyal to the group objective. 6. Positive Outlook
9	1, 2, 3, 5, 6, 7	Jania/3	Culture and Communication	-Culture-shared set of attributes in a group -Managers should know their teams culture breakdown -Managers should understand theirs teams culture -Cultural variables include accents, silence, gestures, eye contact -People are complease and unpredictable -Proposed solutions include understanding the team is one unit, project managers spending time understanding cultures, intercultural workshops, diversity understanding, improving cooperation, studying different cultures, acquiring training in conflict management, importance of women on teams, cultural leadership and competency, cultural coaches, multicultural events.
9	1, 2, 3, 5, 6, 7	Nakul/5	Project Leadership and the Art of Managing Relationships	The success of the project depends on how well the project manager is managing the project and leading its team. The project manager should understand the soft side of the team as well. Most of the time of the project manager is spent communicating with stakeholders. This necessitates the importance of building and managing relationships both within the team as well as with those affected by the team’s output. Leaders must understand the individual member’s values, gifts, and motivations to get the best performance from them. The project manager should make an employee happy and valued by improving the relationship and effectively managing the conflict An instrument called Strength Deployment Inventory (SDI) is the best instrument in project and work environments because it is based on observable behaviors (Anderson, 2010). In a pressure situation, the SDI allows the team members to quickly validate their behavior and also provides an insight into the way they experience and deal with the conflict.
9	1, 2, 3, 5, 6, 7	Nakul/7	Enabling and maintaining trust in multicultural projects	Trust can be attributed to a relationship between individuals. Trust is an important factor for the success of the project. If the project team is having trust in each other then the team can collaborate effectively. If the communication channel is broken and performance is deviating, then it is difficult to collaborate. Cultural Intelligence (CI) is about understanding how culture impacts communication and relationships (Woerner, 2011). CI is required for trust to be developed in multi-cultural teams. The intent may be interpreted differently across cultures. The same project steps exist in multi-cultural teams: initiation, kick-off, execution, monitoring/controlling, and closing. During the initiation, stage observation is a technique that helps to determine the trust aspect of the multi-cultural project. Obtaining a historical view will also help the project manager to determine the trust. During the kick-off stage, the kick-off meeting sets the tone for the combined projects. Different people share their learnings and experiences and such activities establish and extend the trust. During the execution stage, the daily stand-up meetings are an event where the team members discuss the progress and issues related to the work which establishes trust. In the monitoring/controlling stage, it is obvious to have conflict and risks (Woerner, 2011). The project manager should mitigate the risk and resolve the conflict and help to establish trust. Face-to-face conflict resolution is more effective. During the closure stage, the project manager pulls all the team members together to discuss what went well and what didn’t.
9	1, 2, 3, 5, 6, 7	Evan/6	Trust	Actions that can tear down trust: o Perceptions, misunderstandings, and mistakes o Withholding information o Looking to point blame – lowers morale, undermines trust, damages team productivity o Excuse making- can damage credibility o Allowing unhealthy alliances and hidden agendas o Rewarding individuals at the team’s expense o Fear-based environment o Micromanagement Actions that build trust: o Personal attributes § Be genuine § Never compromise integrity or personal values § Lead by example § Know your personal weaknesses and mitigate them o *Project manager actions* § Be consistent and predictable § Encourage openness and transparency § Don’t be afraid of difficult decisions § Manage expectations and share team mission
10	2, 4, 5, 6, 7, 8	Jess/7	How to Choose the Right Tools for Any Client Communication	Types of technology Phone calls o Pros: more personal and direct, mitigates the possibility of miscommunication o Cons: disruptive; best to check-in before giving someone a call Voicemails o Pros: gives the person the option of listening and responding when they are available; immediate communication, faster to do than email o Cons: one-way communication, may need multiple before the two parties can successfully connect Teleconferences o Pros: efficient and effective for decision making; keeps all parties updated o Cons: can lose direction as additional participants are added Video conferences o Pros: face-to-face while still being remote; can see body language and other nonverbal cues o Cons: not everyone may have high-quality equipment; must be conscious of lighting and background; eye contact is lost Video-enabled web conferences o Pros: all advantages of in-person while still being virtual o Cons: may take time to feel comfortable with the technology; requires planning to have all technology and people involved ready
10	2, 4, 5, 6, 7, 8	Brad/2	How to Manage Virtual Teams	Positive approaches to managing a dispersed team include but are not limited to: Promotion of self-leadership across the entire team in remote team scenarios has been shown to have a strong positive impact on the functions of a team. Periodic face-to-face meetings of dispersed teams have been shown to be effective for initiating and assisting in key team-building processes and expectations. Building a culture around the remote team process can be helpful. If a leader chooses to build a culture with a dispersed team where the culture focuses on seeing people in person, it will obviously underperform. However, a manager or team lead that fosters a culture that encourages remote characteristics may see that their team culture has a more positive impact versus the previous scenario mentioned.
10	2, 4, 5, 6, 7, 8	Brad/8	Group Decision Support Systems	GDSS – Group Decision Support System – these systems combine communication, computer and decision technologies. These platforms utilize cloud-based or “live” software systems that allow teams to interact in real-time instances in order to assist in complimenting the challenges that are associated with dispersed teams. GDSS originated in the 70’s using telephone technology and has grown significantly as the internet and technology have continued to develop.
10	2, 4, 5, 6, 7, 8	Nakul/4	Synchronous and Asynchronous Communication	Synchronous communication is online communication enabled in real time via different technologies such as instant messaging, MS Teams, Chatterbox, etc. Asynchronous communication is communication between a sender and a receiver who are not logged on at the same time (e.g., e-mail, online discussion forums). Asynchronous communication is widely practiced in a project environment where the email chain creates confusion and sometimes acts as a tool to convey a message without any further discussion.
10	2, 4, 5, 6, 7, 8	Evan/4	Task and Technology fit: Synchronous and Asynchronous Communication	Study: Email for asynchronous communication & Group Support System(GSS) for synchronous communication Results: o GSS supported groups generate more total and basic ideas § Little time for reflection, digestion, and thoughtfulness with parallel communication o Groups using email generated a higher proportion of inferential ideas and deeper problem-solving analysis o Number and proportion of inferential ideas were significantly higher in less structured task than more Key Points: o The quality of communications is viewed as the single most important factor in group decision making or failure o Communication’s influence on performance depends on type of task o Focus on study was idea generation activity in the first two phases of the normative decision sequence § Appropriate comm tech will depend on the activity and phase the task is performed § less structured and ambiguous tasks require rich media o GSS in synchronous comm allows for social/verbal cues and non-textual feedback o E-mails can lead to interactivity, uncertain feedback, may hinder coordination § Lack of time pressure can enable more absorption of more feedback, and algin the information symmetry for deeper thinking and inferential knowledge
10	2, 4, 5, 6, 7, 8	Jania/6	Videoconferencing	Videoconferencing allows for synchronous, or simultaneous, sharing of data through voice, video, digital white board, and data files. Individuals can share their screens and files. Allows access to work from home. Increases family time while reducing commuting. Can allow for training without travel to separate locations. Remote teaching. Technology allows for meeting rooms, moveable equipment, and desktop units. Successful video conferencing includes comfort, transparency, and proper position on camera.