2.2 - Compare Team Management Techniques to ensure positive stakeholder relationships Flashcards
Name 4 benefits of undertaking stakeholder mapping
- It allows for identification of key stakeholders (key players) who will need to be closely involved in the process. The requirements and expectations of these stakeholders will shape the project/procurement or process
- Allows for identification of the stakeholders that need a higher level of communication due to their level of power or interest
- It allows us to start to think about how each stakeholder type should be managed and which should be prioritised. Each type of stakeholder needs to be managed in the right way. This is a key factor that contributes towards positive relationships
- When positive relationships are created and actively managed, the outcomes of a project or procurement are likely to be better
What is the horizontal axis of the mendelow stakeholder matrix
Stakeholders level of interest
What is the vertical axis of the mendelow stakeholder matrix
The power a stakeholder has to influence
Name the 4 quadrants in mendelow stakeholder matrix
- Keep satisfied
- Manage closely (key player)
- Minimum effort
- Keep informed
What is the outcome of the mendelow stakeholder matrix
To understand which stakeholders may be resistant to a particular strategy or project and which stakeholders will be supporters
Describe in 4 ways stakeholders that should be managed with minimal effort
- Low in power and their level of interest is also low
- Meeting their needs will take minimal effort
- Lack of interest and power may make them more open to influence and they are more likely to accept than others
- An example of this stakeholder is a laundry service provider that currently cleans uniforms
Describe in 4 ways stakeholders that should be managed by keeping them informed
- They are interested but they lack power
- The group may try to gain power by joining with the stakeholders who are either key players or there to keep satisfied
- They will need to be kept informed regularly of plans, outcomes and changes via a range of communication methods
- An example of this stakeholder is the staff who will wear the uniforms, who will want a uniform that they are comfortable in
Describe in 3 ways stakeholders that should be managed by keeping them satisfied
- Stakeholders are high in power but have a low level of interest
- Procurement needs to avoid them gaining too much interest and becoming key players
- Examples of this stakeholder are the HR department and the managers of the affected staff
Describe in 4 ways stakeholders that should be managed by them being key players
- Stakeholders are high in power and their level of interest is also high
- Stakeholders will need to be involved early in the process and should participate in key decision-making in order to secure their support
- They should be regularly updated with regard to progress, otherwise they could delay or stop progress all togther
- An example of this stakeholder is the head of the marketing and branding department
Name 5 limitations of mendelows matrix
- The matrix does not consider whether the stakeholder is a supporter of the project or against it
- When mapping stakeholders their level of interest may be underestimated, which is a very subjective concept. This could result in under engaged stakeholders slowing down progress or approval of the procurement project
- The concept of power may be misunderstood
- The mapping exercise may result in the selection of strategies that are biased to one type of stakeholder group
- As with many of the models we have discussed, it only provides a snapshot in time
Name 4 benefits of developing positive relationships with stakeholders
- Involving stakeholders makes them more likely to support a project/procurement
- Support from stakeholders that have high interest and power can mobilise resources and support for the project/procurement and can also reduce resistance
- Stakeholders will often make important contributions via their expert input to a project. These contributions will be supported if there are positive relationships with stakeholders and they are involved from the start of the project
- Fewer project delays caused by resistance lead to less waste
Name the 4 segments of the mendelow matrix that assesses overcoming resistance
- Negative leaders
- Promotors
- Silent opponents
- Supporters
What is the horizontal axis on the mendelow matrix assessing overcoming resistance
Stance on the project
What is the vertical axis on the mendelow matrix assessing overcoming resistance
Influence on other stakeholders
Name 3 reasons why a stakeholder may resist a procurement project
- Fear of change or uncertainty
- Loss of control and stability
- Loss of power wealth within the stakeholder group
Name the 3 stages of the Kubler-Ross model
- Shock and denial
- Anger and depression
- Acceptance and integration
Name the 7 key stages of the Kubler Ross Model
- Shock
- Denial
- Frustration
- Depression
- Experiment
- Decision
- Integration
Conflict
A disagreement, or difference of opinions or principles
What model helps a buyer identify where conflict may occur
Kurt Lewin - 1951
What is the aim of the Kurt lewin analysis
It aims to identify the driving forces for a project or procurement activity as well as the restraining forces
What does the Thomas Kilmann model introduce
Different conflict management styles to cope with identified or emerging conflict
Name the 2 axis of the Thomas Kilmann model
- Horizontal axis - Co-operativeness (extent to which a person trys to satisy others’ concerns)
- Vertical axis - Assertiveness (extent to which a person will try to satisfy their needs first)
Name the 5 methods of responding to conflict as per the Thomas Kilmann model
- Competing
- Collaborating
- Compromising
- Avoiding
- Accommodating
Describe avoiding (thomas kilmann)
Used when there is low concern for oneself and others
Describe competing (Thomas Kilmann)
Used when there is high concern for oneself and low concern for others
Describe accomodating (Thomas Kilmann)
Used where there is low concern for oneself but high concern for others
Describe collaborating (Thomas Kilmann)
Used where there is high concern for both oneself and for others
Describe compromising (Thomas Kilmann)
Occupies the middle of the model. It has elements of both assertiveness and cooperative behaviour
Name 4 improved outcomes of using cross functional teams
- More comprehensive and accurate specifications resulting in reduced costs
- Innovation/creation of synergies by combining individuals and functions
- Improved risk-management by viewing risk on a more holistic, organisation-wide basis
- Knowledge sharing/problem solving and development of team members
Name 4 types of relationships where you may use cross functional teams
- Strategic
- Partnership
- Joint Venture
- Co-destiny
Describe cross organisational teams
They are generally used to manage large, strategic procurements or projects. The project will benefit from the synergies created by the group, which may even involve suppliers
Name the 5 stages of Tuckmans team and group development model
- Forming
- Storming
- Norming
- Performing
- Adjourning
Describe the Tuckman team and group development model
The model is based on team dynamics, he believed that these stages are inevitable for a team to grow to the point where it is functioning effectively and producing high-quality results
Forming (Tuckman)
The stage when the team first comes together. Its a staggered process where the team meets for the first time and its described with uncertainty
Storming (Tuckman)
During this stage there is a lot of change. Team members will compete with each other for status and acceptance of their ideas. team performance may decline at this stage
Norming (Tuckman)
The team performance begins to improve, as members of the team start to work together more effectively. Working together as a team seems more natural and members may even value the differences between them
Performing (Tuckman)
The team is performing and delivering benefits, meeting its objectives and goals by working together. The team is functioning at a high level and is motivated. Not all teams will reach this level; some will stop at the norming phase
Adjourning (Tuckman)
Refers to when the team is completing the current project and the members will move on to new projects and form new teams. This can result in feelings of sadness for the team members and this stage therefore focuses on the wellbeing of its members
Name the 5 options to extend the Tuckman model with descriptions
- Transforming - when the team is overhauled or refocused
- Reforming - when the team has members leave or evolves it may need to reform itself
- Mourning - the reaction to the breakup of the team
- Dorming - similar to mourning, but when the team goes into decline or recess
- Swarming - used in conjunction with agile thinking and crisis management when a team is formed to deliver rapid change or resolve an emergency
What do the Tuckman stages also apply to?
The development of cross-functional teams
Name 10 negative characteristics that teams that are not working together effectively will show
- Poor communication
- Lack of clarity
- Blaming other members for failure
- Lack of focus
- Not meeting deadlines
- Producing low-quality work
- Team members competing with each other
- Conflict
- Low levels of motivation
- Low levels of trust
