CHAPTER 4: CULTURE & PROJECT MANAGEMENT

ORGANIZATIONAL CULTURE

Shared beliefs, attitudes, values

Behaviors that arise from the beliefs, attitudes and values

May be obvious or subtle

A system of shared norms, beliefs, values, and assumptions which bind people together, thereby creating shared meanings.

Identifying Cultural Characteristics

Study the physical characteristics of an organization.

Read about the organization.

Observe how people interact within the organization.

Interpret stories and folklore surrounding the organization.

Organizational Culture Diagnosis Worksheet

Physical Characteristics:
Architecture, office layout, décor, attire
Ex: Corporate HQ is 20 Story modern building—president on top floor. Offices are bigger in the top floors than lower floors. Formal business attire (white shirts, ties, power suits, . . . ) Power appears to increase the higher up you are

Public Documents:
Annual reports, internal newsletters, vision statements
Ex:At the heart of the Power Corp. Way is our vision . . . to be the global energy company most admired for its people, partnership and performance. Integrity. We are honest with others and ourselves. We meet the highest ethical standards in all business dealings. We do what we say we will do.


Behavior:
Pace, language, meetings, issues discussed, decision-making style, communication patterns, rituals
Ex: Hierarchical decision-making, pace brisk but orderly, meetings start on time and end on time, subordinates choose their words very carefully when talking to superiors, people rarely work past 6:00 P.M., top performing unit gets rewards each year . . .

Folklore:
Stories, anecdotes, heroines, heroes, villains
Ex: Young project manager was fired after going over his boss’s head to ask for additional funds.


Implications of Organizational Culture for Organizing Projects

Challenges for Project Managers
in Navigating Organizational Cultures

Interacting with the culture and subcultures of the parent organization

Interacting with the project’s clients
or customer organizations

Interacting with other organizations
connected to the project

Project Manager’s Checklist

Decision-making—who makes the decision and what processes are followed

Communication

Formality

Medium

Complexity

Vocabulary and format— “Image”

Perception

Team Challenges

Verbal and emotional expressiveness

Relationship expectations

Individual identity

Style of communication

Language

Time-orientation

Personal priorities, values and beliefs

Effective Project Teams

Clear Sense of Mission

Cohesiveness

Trust

Productive Interdependency

Enthusiasm:
Challenging, supportive, personally rewarding

Reasons Why Teams Fail

Poorly developed or unclear goals:
Multiple interpretations, lack of willingness to work together, increased number of conflicts

Poorly defined project team roles & interdependencies

Lack of project team motivation:
Unnecessary, low priority

Poor communication

Turnover among project team members

Dysfunctional behavior

Poor leadership

Stages in Group Development

Forming – members become acquainted

Storming – conflict begins

Norming – members reach agreement

Performing – members work together

Adjourning – group disbands

Building High-Performing Teams

Make the project team tangible

  • Publicity
  • Terminology & language

Reward good behavior

Flexibility

Creativity

Pragmatism

Develop a personal touch


Lead by example

Positive feedback for good performance

Accessibility & consistency

Dealing with conflict

Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.

Categories

Goal-oriented conflict:
Results, project scope outcomes, criteria, priorities
Administrative conflict:
Reporting relationships, authority, control, decisions
Interpersonal conflict:
Personality, bahaviour, work ethics





Views

Traditional:
bad: supression, elimination
Behavioral:
acceptance: managing
Interactionist:
encouraging conflict to develop




Source of conflict

Organization

Reward systems (function vs. project)

Competition for resources

Uncertainty (authority)

Differentiation (subcutrures)

Interpersonal

Faulty attributions (reasons behind behaviour)

Faulty communication

Personal grudges & prejudices (bringing attitudes to work)

basic approaches to conflict resolution

Avoidance

Accommodation

Competition

Compromise

Collaboration

Conflict Resolution

Mediate – defusion/confrontation

Arbitrate – judgment

Control – cool down period

Accept – unmanageable

Eliminate – transfer

Negotiation

a(n) (interpersonal) process that is predicated on a manager’s ability to use influence productively

Who to negotiate with?

Stakeholders

Clients

Functional managers

Administration

Team members

Principled Negotiation

Separate the people from the problem

Put yourself in their shoes

Do not deduce their intentions from your fear

Do not blame the opponent for your problem

Recognize and understand emotions

Listen actively (motivation behind words)

Build a working relationship (building trust)

Focus on interests (fundamental motivations), not positions

  • Possibility to find other alternatives

Invent options for mutual gain

  • Win-win situation, multiple solutions, brainstorming, broadening options, identify shared interests

Insist on using objective criteria, understandable for both parties