Communication and Team Leadership

Question 1

part (a) State four sources of conflict within a project.

M - P - P - U

part (b) Explain three benefits of a communication plan to a project.

frequency - relevance - flow

Answer 1

Answer(a)

1. misunderstandings arising from unspoken assumptions and miscommunication
2. personal antagonisms due to such things as stress, fear, jealousy, culture or different value systems
3. people trying to exert power or impose their views
4. uncertainty and insecurity within the project team

Answer(b)
1. It defines the frequency and form of communication so as to keep team members informed of what they need to know at the appropriate times. It will ensure that everyone will receive the same, accurate, timely information thus helping to avoid mistakes and delays.

2. It ensures that all relevant information flows between stakeholders are identified and channels of communication established. This will greatly enhance the process of managing key stakeholders
3. Good information flow is an essential requirement for efficient project monitoring and control. Well planned communications will enable information for decision making to be available in a timely fashion.

Question 2

Part (a) Describe two characteristics of an effective team.

clue - MG car

part (b) Explain three reasons why it might be necessary to change leadership styles to ensure effective management during a project.

Clue - CruHs

Answer 2

Answer(a)
1. Morale. Team morale and motivation is high. The team works together, and everyone participates actively team members trust, help and support each other even to their own detriment.

2. Goals. Both team and individual goals are fully understood and accepted by all team members. The goals are realistic and attainable and team members are focused achieving them. All team members understand how their contribution impacts the project goals

Answer(b)
Crisis - Uncertain - Highly skilled
1. In a crisis it may be necessary to adopt a very Direct or Telling approach where people are just told what to do without argument or discussion and no dissent is allowed.

2. In a situation where the leader is not quite sure what is the best thing to do then a more Democratic approach may be appropriate where the leader encourages discussion and a team consensus is arrived at.
3. If the team is highly skilled and motivated then a more Delegating approach may be appropriate where the leader sets the tasks then steps a back and allows them to get on with it with minimal interference.

Question 3

part (a) Explain how understanding BATNA and ZOPA can help plan and conduct negotiations.

part (b) Explain three ways in which conflicts can be addressed

Answer 3

part a
BATNA is an acronym that stands for Best Alternative To a Negotiated Agreement. It represents the best course of action that a negotiating party can take if negotiations fail to reach an agreement. It is the fallback plan if negotiations are unsuccessful. It is vital that a fall back plan is in place because if there is no acceptable plan then you may have to accept an unsatisfactory agreement

ZOPA stands for the Zone of Potential Agreement. Each of the negotiating parties should have established a firm “Walk Away Point” i.e. No Deal. The ZOPA will be the overlap between the two walk away points. If there is no overlap then no agreement can be reached and each party must adopt their BATNA.

part b
1 Forcing (or Competing)In this situation one party to the conflict has authority over the other and has imposed their preferred solution. From the point of view of the winner the problem has been solved, but at the expense of the relationship. This is a win-lose situation. Often used When quick decisive action is vital; (e.g. in emergencies) or on important issues where unpopular actions need implementing, (e.g. in cost cutting, enforcing unpopular rules, discipline).

2 Collaboration In this scenario both parties together explore the best solution to the problem i.e. they confront the issue, not each other. During this process one or both parties may change their view but they both agree that the resulting solution is the best and because of this and the fact that the relationship has been maintained, or even enhanced, this is win-win. Best used when the problem is too important to just compromise.

3 Avoiding This is the do nothing option. Just ignore the problem. This shows low concern for both the problem and the ongoing relationship and is a lose-lose situation because the conflict still exists. However it still may be the best option in some situations such as when the issue is trivial or the potential effort or disruption outweighs any benefit.

Question 4

Part (a) Explain what is meant by team development in a project context.

Part (b) Explain, using an appropriate model, four key stages of team development.

Answer 4

part a
When people are assembled at the start of a project they need to be transformed from a group of people into a team. The process by which the team leader carries out the activities that transforms this group of individuals into a team capable of collaborating to achieve the desired outcome is referred to as team development.

part b
1) Forming When the team is first assembled individuals may be unsure of what the project is about and what is expected of them. They may exhibit signs of hesitancy, confusion and anxiety. At this stage there is no team identity.

2) Storming As project details emerge and people start to understand their possible role then friction may occur as they compete for roles and relative positions. Opinions may polarise and cliques form. Storming is natural but must be controlled by the leader so it does not get out of hand
3) Norming Once people have well defined roles which they are happy with and understand the project outcome and how their contribution fits in with overall project goals then the team starts to gel. People feel confident and motivated and confidence is high
4) Performing The team is now fully performing and operating at peak efficiency. There is full collaboration amongst team members. People trust each other, support each other and take pride in being a member of the team. Team members put the good of the team above themselves.

Question 5

List five barriers to communication and describe how each one may be proactively managed.

Answer 5

1. Organisational
   Problems can occur because of a lack of understanding of how an organisation works. For example, some organisations have an environment of openness and trust whilst others may operate on strict hierarchical and “need to know” lines.
   Managed by making sure that each individual is made aware of, and is sensitive to, the way in which the organisation works.
2. Physical
   An example of this is the type of environment that communication takes place in such as open plan offices where private conversations are difficult meaning people may feel inhibited in what they can say.
   Managed by making sure that people have access to convenient locations where private conversations can take place
3. Cultural and Linguistic
   Barriers commonly occur between people of different nationalities. For instance, in some cultures people have difficulty in admitting they have not understood whatever it is you have asked them to do or have difficulty admitting that they cannot do it.
   Managed by asking for feedback to make sure the message has been received and understood and any commitments entered into are documented and acknowledged.
4. Jargon
   People commonly use acronyms and abbreviations and assume that everyone else understands them. Coupled with this is an unwillingness by some people to admit lack of understanding because of fear of appearing stupid.
   Managing by minimising the use of jargon, being aware that other people may need explanations and fostering a climate where people are not afraid to ask questions
5. Interpersonal
   An example of this is where someone’s style of communication may appear aggressive to others, especially to people beneath them. This may make them unapproachable.
   Managed by being aware of how your communication style may appear to others and by being prepared to modify your behaviour when appropriate.

Question 6

Part (a) Explain the term leadership.

Part (b) List four typical leadership qualities and describe how each assists in directing or supporting a project team.

Answer 6

part a
Leadership is about motivating to a team so that they work together toward a shared goal. The leader must understand the capabilities and temperaments of each individual in order to motivate each person to do their best towards achieving the team goal. A well led team can become more than the sum of its parts.

part b
1.Lead by example
Effective leaders lead by example and are good role models. People should look up to them and aspire to be like them and copy their behaviour. They are seen to be fair and even handed. They have no favourites and treat everyone equally. They care about their people and are prepared to take risks on their behalf.

2.Excellent communicators
They are excellent communicators. They can communicate with people at all levels and by different means. They can communicate both verbally and in writing, formal and informal. They are good listeners. Effective communication leads to a more efficient project and a more motivated team

3.Technically competent
They are good at the technical aspects of project management. As well as skilful in leading and motivating people they must be excellent at all the basic PM skills such as planning and organising but also expert in techniques such as scheduling and earned value management. Technical efficiency leads to a more efficient project

4.Approachable
They will be available and approachable and know what is going on. Project managers cannot be remote from their team. Team members must feel they can approach them if they have problems. A good project manager will get out amongst the team and will always know what is going on. This leads to early awareness of problems hence a more efficient project.