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