Contents The Team..3 Group Contact Information.3 Mission Statement3 Foundation and Group Communications Plan.3 Group Communications Methods.4 Group
Question:
Contents
The Team..3
Group Contact Information.3
Mission Statement3
Foundation and Group Communications Plan.3
Group Communications Methods.4
Group Goals.5
Group Development and Norms.6
Developing Effective Project Teams.7
The Power of Talk and Who Gets Heard.7
Project Communications Management10
Group Leadership and Group Motivation.11
Technology & Group Communication.17
Group Conflict and Conflict Management18
Group conflict18
Types of conflict19
Conflict management strategies.19
Group cohesion.20
Decision Making and Problem Solving in Groups.21
Argumentation & Negotiation.24
Basic Negotiation Skills.26
Negotiation among Team Members.27
Cross-Cultural Negotiations & Interpersonal Skills.28
Power, Persuasion, & Ethics.30
Group Assignment Management Plan.30
Assignment Management30
Document Management31
References.32
Mission Statement
Group 1's mission is to demonstrate superior knowledge and proficiency of project communications management. The group also strives to collaborate and construct an excellent Group Communication and Conflict Management Plan. In doing so, the team's goal is to exhibit continuous personal and academic integrity.
Foundation and Group Communications Plan
The purpose of the group communication plan is to document how the team will communicate with each other and other stakeholders throughout the course duration. This document details the modes of communication, stakeholders, the frequency of communication, and the roles and responsibilities of each team member in the communication process (PMI, 2017). The objective of this document is to ensure the prevention of miscommunication and misconceptions, which can result in risks or other issues.
Group Communications Methods
Group communication strategies can be used by project teams to establish communication, collaboration, and teamwork within the team. Effective communication is critical for project success, and the following suggestions can assist the team in improving their communication skills. Some of the tools and technique that will be used are as follows:
Team Meetings- will occur twice a week to discuss weekly assignments, general discussion, problem solving, and decision making. The meetings will be virtual via Microsoft Teams. Team will also have a group text chat for urgent matters.
Communication Matrix- tabular matrix documents the stakeholders, communication method, frequency, and communication needs.
Technology- Team will use Google Docs to share and make real-time updates to the team deliverables and UMGC team locker for document repository.
Team will foster active listening to make sure information shared is understood. Team members will ask questions, and confirm comprehension to avoid misinterpretations.
Team will use constructive feedback as a technique to suggest improvements with deliverables and any other team activities.
Comprehensive documentation will be created for all communication, such as meeting minutes, any decisions made, or action items.
Group Goals
Group goals are aligned with the project's overall goals and outcomes. Team will ensure that these goals are met to make the project successful by using the following tools and techniques:
- First and foremost, goal setting, defining them clearly, goal measuring techniques, and success criteria to achieve the goals will be documented. Goals will use the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) method.
- Team will develop a Work Breakdown Structure (WBS) to identify tasks and then activities to make assignments and assign due dates.
- To track performance, Key Performance Indicators (KPI) will be established, and project milestones will be tracked based on project objectives and what makes most sense.
- Team members will work in collaboration and support each other to ensure everyone is working towards the same goals rather than individual goals.
- Team lead will regularly monitor and report team's progress on milestones, and other statuses. Any slippage or risk will be identified and mitigated as the project progresses.
- Advantages of Working Groups
- Working in a group can prove challenging, yet has many benefits that can be achieved by implementing a few useful techniques.
- Team members will use team building activities to build relationships, and trust amongst team members.
- Assess team member's skillset, strengths, and weaknesses to utilize them to their full capacity and capabilities.
- Diverse teams can bring new perspectives and ideas to a team setting. Diverse knowledge will be encouraged and used to solve problems and make decisions.
- Team members will have shared accountability to ensure tasks are completed on time and with quality.
- Team will have a documented conflict resolution approach and escalation method to address any issues that may disrupt the work.
Group Development and Norms
Over the period of the course/project, the team will go through process improvements and evolve to come up with new norms and team dynamics. The following tools and techniques will be used for team development and team norms:
- Team will develop a team charter that will provide details about the team members, define roles and responsibilities, and establish rules of behavior. Group norms can include mutual respect, active listening, collaboration, accountability, and general expected behavior.
- Team will learn new concepts, tools and techniques throughout the course/project to enhance their knowledge and skills to provide support.
- Team will go through the initial stages of group development such as Forming and Norming (PMI, 2017, pages 337-338). This is where the team goals are established, group norms are defined, and open communication is encouraged.
- Define methods to deal with conflicts, referred to as storming, and then, after resolutions are implemented, perform where everyone is performing at the expected level (PMI, 2017, page 338).
- Team will continue to identify areas for process improvement.
Developing Effective Project Teams
Developing an effective project team can be very challenging. It requires diverse teams, necessary skills to execute the tasks, positive team relationships, and overall effective environment for team members to feel appreciated in and safe in. The following tools and techniques may be useful in the process of developing effective teams.
- Skill assessments will be conducted, which will identify areas where the team member lacks knowledge and skills. Appropriate knowledge transfer, or research will take place to tackle that.
- To establish balance within the team, diversity will be encouraged so there is a right mix of talents from diverse backgrounds.
- Roles and responsibilities will be clearly documented. All team members will know what is expected of them and what they should contribute to the project.
- Team leader will empower team members to take ownership of their assignments but will be available to provide support and guide the team members.
- Lessons learned will be documented, and any process improvements that are needed will be implemented.
The Power of Talk and Who Gets Heard
The Importance of Culture
When developing a GCCM, it is important to take into account any cultural differences between team members. The management team should take advantage of cultural differences, focus on developing and sustaining the project team, and promote working together independently in a climate of mutual trust (PMI, 2017). Factors such as those described in Hofstede's Six Cultural Dimensions should also be considered when forming group norms and establishing the team culture. The six dimensions identified by Hofstede are as follows (Mind Tools Content Team, n.d.):
- Power Distance Index
- Individualism vs. Collectivism
- Masculinity vs. Femininity
- Uncertainty Avoidance Index
- Long- vs. Short-Term Orientation
- Indulgence vs. Restraint
By capitalizing on the cultural backgrounds and viewpoints of all team members, the project group has the opportunity to expand their own understanding of concepts and ideas in order to gain a richer understanding. This will also assist in forming a cohesive team that has a culture of collaboration, which can lead to improvement of individual and team productivity, spirit, and cooperation as well as allowing for cross-training and mentoring between team members to share knowledge and expertise (PMI, 2017).
Group 1 will consistently strive to be aware of and appreciate cultural differences among team members, in order to capitalize on the advantages inherent in said differences.
The Importance of Listening
Levine (1994) makes a key distinction between dialogue and discussion, namely that dialogue is more creative, and is an open-ended activity of a group thinking together, while discussion is about options, actions, and choices and inherently narrows and focuses the conversation around what actions need to be taken. In order to take advantage of the possibilities in having team dialogues, a key component is that of listening. People often tune out of what the speaker is saying before fully understanding it in order to form a position (Goleman, 2013). Rather than listening in order to form a position for debate, team members should listen to hear and understand the speaker's message, which consists of both verbal and nonverbal components. As noted by Levine (1994), "Wisdom, insight, change, and action come not from better thinking, testing and strategizing, but from letting go, receiving, and listening." It is extremely important that team members adopt a mindset of receptivity in order to expand the conversation beyond a discussion and into a dialogue.
Another form of listening that should be employed by team members is that of critical listening. Critical listening "...involves consciously paying attention to what people are saying, analyzing what is being said, and incorporating the input into the discussion at hand." (Ungvarsky, 2020). Keys to critical listening include the following (Ungvarsky, 2020):
- Remaining focused on the conversation
- Maintaining eye contact
- Asking clarifying questions
- Actively acknowledge what is being said with an affirmative response
- Being attentive to what is not being said
- Organizing the material that is being shared in order to identify patterns and connections
- Tactfully determining the validity of the information and/or identifying what information might need confirmation or clarification
- Being organized and methodical in the approach to listening
Critical listening not only assists the listener with gaining information from the conversation, but helps with making the speaker feel heard, and thus valued.This is a key component in creating strong connections among team members.
Group 1 will commit to using active and critical listening techniques in order to ensure that all members have the space to be heard in discussions and to reach optimal outcomes.
Project Communications Management
Project Communication Management plays a vital role in any given project as effective communication is crucial for successful collaboration and coordination within the project's team and its stakeholders. In our group project, we have incorporated some ways in which Project Communication Management can impact college group projects:
Establishing clear objectives: we started off with establishing an effective communication scheme in defining and communicating project objectives, goals, and tasks to all team members. This ensures that everyone is on the same page and understands what needs to be accomplished.
Facilitating collaboration: We have decided to use the Microsoft Teams and WhatsApp platform for team members to exchange ideas, share information, and discuss project-related matters. It enables efficient collaboration by ensuring that everyone is aware of their roles and responsibilities, and encourages active participation from all team members. Enhancing coordination: Communication management facilitates coordination among team members by providing regular updates, progress reports, and timelines. It helps in identifying dependencies, resolving conflicts, and ensuring that everyone is working towards the project's common goals.
Problem-solving and decision-making: Effective communication enables efficient problem-solving and decision-making within the group. By fostering open and transparent communication channels, we believe group members can discuss challenges, brainstorm solutions, and collectively make informed decisions for the project.
Monitoring and feedback: Communication management allows for monitoring the progress of the project and providing timely feedback. Regular updates and status reports enable us to track our progress, evaluate our performance, and make any necessary adjustments in a timely manner.
Group Leadership and Group Motivation
Group Leadership and Group Motivation
Group leadership refers to the ability of an individual to guide and influence a group towards achieving its goals effectively. It involves providing direction, making decisions, motivating members, resolving conflicts, and fostering collaboration within the group.
Behavioral Approaches to Leadership
There are two broad categories of leadership behaviors, task-oriented leadership behavior and people-oriented behavior. Task-oriented leadership behavior refers to the actions and behaviors of a leader that focus primarily on accomplishing tasks and achieving goals within a group or organization. These leaders prioritize the efficient and effective completion of tasks, often emphasizing structure, organization, and performance. People-oriented leadership behavior on the hand refers to the actions and behaviors of a leader that focus on building relationships, supporting the well-being of individuals, and fostering a positive group dynamic. These leaders tend to prioritize the needs, satisfaction, and development of their team members (Saylor Academy 2012).
Leadership Theories
Leadership theories are frameworks or models that seek to explain and understand the nature of effective leadership. These theories provide insights into the characteristics, behaviors, and skills that contribute to successful leadership (go-gale.com, 2009).
Trait Leadership Theory: The trait leadership theory places emphasis on the character traits or qualities that make up successful leaders. According to this hypothesis, people are born with specific characteristics that predispose them to succeeding as leaders. This viewpoint contends that rather than acquired abilities or information, an individual's leadership is mostly defined by their innate qualities. The concept of trait leadership emerged early in the 20th century, emphasizing how particular characteristics set leaders apart from followers. Researchers looked for a collection of characteristics that could be applied to all leadership situations. Commonly listed characteristics include intelligence, confidence, determination, integrity, and sociability (Goethals, Sorenson & Burns, 2004).
Situational Leadership Theory: Situational Leadership Theory (SLT) is a leadership model developed by Paul Hersey and Kenneth Blanchard in the late 1960s. It suggests that effective leadership depends on the readiness or maturity level of the followers and the demands of the specific situation. SLT recognizes that different situations and followers require different styles of leadership for optimal performance and development. There are four key concepts of the Situational Leadership Theory; Leadership styles which involves directing, coaching, supporting and delegating. Follower readiness which refers to the ability and willingness of followers to perform a specific task. Readiness is assessed based on task competence and psychological commitment. Leadership flexibility emphasizes the need for leaders to be flexible and adapt their leadership style to match the readiness level of their followers. Follower developmental level defines developmental levels of followers based on their readiness (go-gale.com, 2009).
The Situational Leadership Theory provides a framework for leaders to assess the readiness of their followers and adjust their leadership approach accordingly. The goal is to match the leadership style with the follower's developmental level to maximize performance, growth, and job satisfaction.
Contingency leadership Theory: Contingency theory of leadership proposes that effective leadership depends on the interaction between the leader's characteristics, the followers' characteristics, and the situational factors. It suggests that there is no one best style of leadership, and the most effective leadership style varies depending on the specific circumstances. Contingency leadership theory considers leadership styles, follower characteristics and situational factors as key elements while proposing different models or approaches to leadership. Some of the prominent contingency models include:
- Fiedler's Contingency Theory: Developed by Fred Fiedler, this model suggests that leadership effectiveness depends on the match between the leader's style and the favorableness of the situation. The favorableness of the situation is determined by three factors: leader-member relations, task structure, and positional power (go-gale.com, 2009).
- Hersey-Blanchard's Situational Leadership Theory: This model focuses on the maturity level of followers and suggests that leaders should adapt their leadership style based on the readiness of their followers. The readiness is determined by the combination of the follower's competence and commitment. (Goethals, Sorenson & Burns, 2004).
- Path-Goal Theory: Proposed by Robert House, this theory states that leaders should assist their followers in achieving their goals by clarifying the path to success and providing necessary support and rewards. The appropriate leadership style depends on the characteristics of the task and the followers' needs (Goethals, Sorenson & Burns, 2004).
Contingency leadership theory provides a framework for understanding that effective leadership is contingent upon various factors. It emphasizes the importance of adapting leadership styles and approaches to fit the specific situation and the needs of the followers.
Functional Leadership Theory: This is a leadership model that focuses on the functions or roles performed by leaders rather than their personal traits or styles. Developed by Ernest Dale, the theory suggests that effective leadership is determined by the leader's ability to fulfill certain functions within a group or organization. According to functional leadership theory, effective leaders are those who are able to balance and fulfill all three functions effectively. The emphasis is on the leader's ability to perform the necessary functions based on the needs of the group, the task at hand, and the individuals involved. Functional leadership theory acknowledges that different individuals within a group may exhibit leadership behaviors and fulfill different functions at different times. It suggests that leadership is a shared responsibility that can be distributed among group members based on their strengths and expertise
Leadership Styles and Bases of Power
Leadership Styles
There are various styles of leadership that leaders adopt to guide and influence their teams or organizations. Different leadership styles have distinct approaches to decision-making, communication, delegation, and motivation. Some commonly recognized leadership styles include:
- Autocratic Leadership: In this style, the leader holds complete authority and makes decisions without much input or involvement from others. The leader exercises strict control and expects immediate compliance from the team.
- Democratic Leadership: Democratic leaders involve their team members in decision-making processes. They encourage open communication, value diverse perspectives, and seek consensus before making decisions. This style promotes collaboration and participation.
- Laissez-Faire Leadership: Laissez-faire leaders adopt a hands-off approach and provide minimal guidance or direction. They delegate authority and decision-making to the team members, allowing them a high degree of autonomy. This style works best when team members are highly skilled and motivated (go-gale.com, 2009).
Six Bases of Power
The six bases of power, as identified by social psychologists John French and Bertram Raven in 1959 (Goethals, Sorenson & Burns, 2004), describe different sources or foundations of power that individuals can draw upon to influence others. These bases of power include:
- Coercive Power: Coercive power is based on the ability to punish or impose negative consequences on others. It involves the use of threats, punishments, or the control of resources to force compliance. People who possess coercive power can make others comply with their demands out of fear of the consequences.
- Reward Power: Reward power is based on the ability to provide rewards or positive incentives to others. It involves the control over desired resources, such as promotions, raises, or other benefits, which can motivate individuals to comply with requests or instructions.
- Legitimate Power: Legitimate power is derived from an individual's position or role within a formal organizational or social structure. It is the power granted by the organization or society, and it implies that others perceive the person as having the right to influence or make decisions. For example, a manager has legitimate power over their subordinates based on their hierarchical position.
- Referent Power: Referent power is based on the personal qualities, characteristics, or charisma of an individual that others find attractive or desirable. It arises from the respect, admiration, or identification that others have for the person. Referent power is often associated with role models, influential leaders, or people who are highly regarded by their peers.
- Expert Power: Expert power is derived from an individual's knowledge, skills, expertise, or competence in a particular area. It is based on the perception that the person has specialized knowledge or experience that others value and can benefit from. Expert power is often associated with professionals, technical specialists, or subject matter experts.
- Informational Power: Informational power is based on an individual's possession or control of valuable or relevant information. It involves the ability to influence others by providing, withholding, or manipulating information to shape their perceptions, decisions, or actions. Informational power can be particularly influential in situations where information is scarce or when individuals rely on others for information.
Motivation and Motivation Theory
Extrinsic Motivation: Extrinsic motivation refers to engaging in a behavior or activity in order to attain external rewards or avoid punishments. It is a type of motivation that comes from external factors rather than internal desires or interests. In extrinsic motivation, the driving force behind engaging in a particular behavior is the expectation of obtaining something external or avoiding negative consequences (Sullivan, 2009).
Extrinsic motivators can include rewards, fear of punishment, social approval and competition
Intrinsic Motivation: Intrinsic motivation refers to engaging in a behavior or activity for its own sake, driven by internal factors such as personal enjoyment, interest, or satisfaction. It involves pursuing an activity because it is inherently rewarding or fulfilling, rather than seeking external rewards or avoiding punishments. Intrinsic motivation arises from within the individual and is driven by their own needs, values, and interests (Sullivan, 2009).
Key attributes of intrinsic motivation can include personal interest, Enjoyment, Sense of competence and mastery, Autonomy and self-determination and Personal values and meaning.
Technology & Group Communication
According to Seibdrat et al. (2009), team processes can be classified into two categories: task-related and socio-emotional. Task-related processes are those that relate to tasks that the team is performing, including those that help ensure each team member is contributing fully. Socio-emotional processes are those that reflect the interpersonal relations between group members, including those that increase group cohesion. Task-related processes are the most critical for the performance of dispersed teams, but it is important for managers to account for the socio-emotional processes as well as they ensure group cohesion.
Seibdrat et al. (2009) highlighted several key lessons in maximizing the performance of virtual teams. First, managers should remember that small distances between team members still matter.The authors found that teams in the same building but on a different floor performed worse than widely dispersed teams, due to a tendency to underestimate the barriers to collaboration as they don't see themselves as dispersed. Second, teamwork skills should be emphasized. While subject-matter expertise is often a driver for a geographically dispersed team, the ability to work well with others is still extremely important to the overall success of the endeavor. Third, managers should promote self-leadership within the team, which can result in more self-sufficiency among team members.Fourth, a provision should be made for face-to-face meetings where possible. In particular, a kick-off meeting can be especially beneficial as key social processes can be encouraged, which will encourage informal communication, team identification, and group cohesion. Finally, managers should foster a global culture that is appreciative of the unique perspectives and knowledge brought to the team by each member.
Group 1 will apply the above principles in order to obtain the best performance of their geographically dispersed team. In particular, an emphasis on teamwork and self-leadership will be made.
Group Conflict and Conflict Management
Group conflict
Conflict management strategies can be used by project teams to effectively handle group conflict. Conflict is unavoidable in each project, and project managers must be ready to deal with it. Project managers can utilize five conflict resolution approaches identified in the PMBOK Guide to manage or eliminate conflict. Withdrawal/avoidance, smoothing/accommodating, compromise, forcing, and partnering are some of these tactics (Usmani, 2022). Project managers should be aware of the various types of conflict, such as task conflict, relationship conflict, and process conflict.
Types of conflict
There are 3 types of conflicts. Task Conflict where team members can have a conflict regarding tasks, and other project goals. Another conflict type is a relationship conflict. This type of conflict can occur when project team members have personality clashes, communication issues, and power dynamics. Process conflict can occur within the project team about project decisions, resources and overall how the project is run (Villax, 2010).
Conflict management strategies
It's important for the project manager to have the skillset for managing conflicts because conflicts can severely impact project's success. Team rules, norms, and other efficient project management strategies, such as coming up with a strong communication plan can significantly reduce the conflicts. When conflicts are properly managed, the difference of opinion can lead to efficient decisions and increased creativity. Team members should initially try to resolve the conflicts, however if escalated, then the project manager or team leader will step in and resolve in the best way possible. Conflicts will be addressed as early as possible when they are identified, in private if possible, and will use a direct approach. If the conflict continues to exist, then more formal procedure and disciplinary action will be taken.
When resolving conflicts, some of the following factors should be considered:
- Severity of the conflict
- Timeframe to resolve the conflict
- Stakeholders involved in the conflicts
- Maintenance of relationships within team
- Reasons for long term or short term resolutions
Likewise, there are five techniques to resolve conflict:
1. Withdraw/Avoid- retreating from potential conflict or postponing the resolution to the future.
2. Smooth/Accommodate- highlighting the areas of agreements rather than disagreements or minimizing one's position to keep harmony.
3. Compromise/Reconcile: compromising to satisfy the stakeholders, partially or temporarily resolving it. This is usually a lose-lose situation.
4. Force or direct: pushing one's agenda onto others via position of power. This is usually a win-lose situation for everyone involved.
5. Collaborate/Problem Solving: This approach requires cooperation and an open dialogue that leads to resolution. This is usually a win-win situation for everyone (PMI, 2017, pages 348-349).
Group cohesion
Group cohesion refers to the "sense of community" in a group setting. Commitment to a group does not equal commitment to its members. Group members can acknowledge why the group was created while believing that some or all of its members are unsuitable for work. Or, team members can be drawn to all members of a group while believing that the group's reason for existence is false. When a person is drawn to both the group and its members, cohesion is strongest (Brandt, 2004).
There are two dimensions to group cohesion- emotional and task-oriented. Emotional dimension refers to the connection that group members feel towards other members. Do they look forward to working together, to the next meeting, like spending time with each other, or is it strictly task-oriented, the second dimension of cohesiveness.
To increase group cohesion, factors such as (1) member's similarity to each other such ethnicity, culture, background, or other common characteristics, (2) group size- smaller the better, (3) difficult group entry criteria, (4) group success and external factors such as competition to other groups (Baumeister & Vohs, 2007) should be considered and used.
Decision Making and Problem Solving in Groups
Decision Making in Groups
Decision making is the process of generating options and then choosing among them (Wankel, 2009). Group decision making is "...the process that groups go through to identify alternative choices and the logical or appropriate way to select an alternative to implement." (Aakhus, 2002). There are five primary components of group decision making: defining the problem, identifying criteria for a good solution, generating alternative solutions, assessing the alternatives, and choosing a solution. These components are often referred to as the "standard agenda" (Aahkus, 2002).
There are several techniques that can be used during the decision-making process. One of the most common is brainstorming. Brainstorming is the quick generation of ideas, free from evaluation (Jones Jr., 2012). There are four rules for effective brainstorming (Jones Jr., R., 2012):
- Evaluation of ideas is forbidden
- Wild and crazy ideas are encouraged
- The goal is quantity of ideas, not quality
- New combinations of ideas already presented are encouraged
Once groups have completed the initial brainstorming, the ideas can then be clarified, organized, and evaluated for effectiveness.
Another common technique for decision making is the nominal group technique, which consists of making a decision through a four-step process that includes idea generation and evaluation, and seeks to elicit equal contributions from all group members (Jones Jr., 2012). The steps for this technique are:
1. Silently and individually list ideas. This step should occur in a shared space, and be guided by brainstorming rules (i.e., focusing on idea generation without evaluation).
2. Create a master list of ideas. During this step, the facilitator goes around the group in a consistent order and collects ideas one at a time from each member to add to a master list. They also keep track of how many times a particular idea is proposed
3. Clarify ideas as needed. Members are given the opportunity to ask clarifying questions.No evaluation of the ideas should be performed at this time.
4. Take a secret/private vote to rank group members' acceptance of ideas.This is typically done through a rank-choice method
This method is especially effective for more complex problems and mixed groups, as it allows more introverted/submissive members of a group to have equal participation, and allows for a problem to be broken down into its component parts for idea generation.
In terms of finalizing a decision, there are three primary decision-making techniques (Jones Jr., 2012). First is majority rule. In majority rule, the majority of the group (usually half plus one) must agree before a decision is made. Second is minority rule by expert or authority. This technique relies on a designated authority or expert to have a final say in the decision. This person may or may not consider the input of other group members. Finally, there is consensus rule. In consensus rule all members of the group must agree on the decision before it is implemented/adopted.
Group 1 will primarily use the standard agenda method of decision making, supported by consensus rule. If consensus cannot be reached then majority rule will apply.
Problem Solving in Groups
According to Jones Jr. (2012), "the problem-solving process involves thoughts, discussions, actions, and decisions that occur from the first consideration of a problematic situation to the goal."Problems have three main components: there is an undesirable situation, a desired situation that the group is striving to achieve, and the obstacles between the two (Adams & Galanes, 2009 as cited in Jones Jr., 2012). Each problem also has five main characteristics: the task difficulty, the number of possible solutions, the level of group member interest in the problem, the level of group member familiarity with the problem, and the need for solution acceptance (Adams & Galanes, 2009 as cited in Jones Jr., 2012).
A deliberate and systematic approach to problem solving has been shown to benefit group functioning and performance, especially in those groups that do not have an established history of working together and/or will only be meeting occasionally (Jones Jr., 2012). Many of the frameworks for these approaches are based on John Dewey's reflective thinking process. One of the more widely used approaches is that of McLean (Saylor Academy, 2012). The first stage in this approach is to define the problem. It is important during this stage that participants do not propose solutions or evaluate the information.At the end of this stage, the group should be able to compose a single sentence that summarizes the problem (known as the problem statement) (Jones Jr., 2012). The second stage in the approach is to analyze the problem. This stage focuses on the "why." During this stage a timeline or agenda for the problem-solving process may also be laid out. At the end of this stage, the group can pose a problem question that will guide them as they generate solutions (Jones Jr., 2012). In the third stage of this approach, criteria for evaluating proposed solutions are established. The fourth stage consists of considering possible solutions to the problem. It is important to note that during this stage solutions are not evaluated, only proposed and clarified (Jones Jr., 2012).In the fifth stage the group must decide on a solution. The evaluation criteria established in stage three should be used for each proposed solution. A cost-benefit analysis may also be conducted. The chosen solution is then implemented in the sixth stage, and follow-up on in the seventh, and final, stage.
One important concept that applies to both group decision making and group problem solving is that of groupthink.Groupthink is "...a phenomenon that occurs when a group of individuals reaches a consensus without critical reasoning or evaluation of the consequences or alternatives." (Kenton, 2022).It is often based around the desire to not upset the balance of a group, or to avoid conflict. Using structured decision making and problem solving techniques can help avoid groupthink.
Argumentation & Negotiation
When utilizing the argument and negotiation approach to manage communications and conflicts in a project management team, the following steps can be taken:
- Identify the Issue: Recognize the presence of a disagreement or conflict within the team. Clearly define the issue at hand to ensure all parties involved have a shared understanding of the problem.
- Gather Information: Collect relevant facts, data, and viewpoints related to the issue. Encourage team members to present their arguments and provide supporting evidence for their positions.
- Encourage Constructive Debate: Create a safe and respectful environment where team members can openly express their opinions and engage in a healthy debate. Encourage active listening and discourage personal attacks or defensive behavior.
- Seek Common Ground: Look for areas of agreement and shared objectives. Identify common interests or goals that can form a basis for negotiation and compromise.
- Negotiation and Compromise: Facilitate a negotiation process where team members collaborate to find a mutually acceptable solution. Encourage brainstorming and exploration of alternative options. Emphasize the importance of reaching a win-win outcome that considers the interests of all parties involved.
- Maintain Professionalism and Respect: Ensure that all discussions and interactions remain professional and respectful. Discourage personal attacks or aggressive behavior. Remind team members to focus on the issue at hand rather than personal differences.
- Document Agreements: Once a resolution is reached, document the agreed-upon decisions, action plans, and responsibilities. This helps create a shared understanding and minimizes the chances of misunderstandings in the future.
- Follow-Up and Review: Monitor the implementation of the agreed-upon solutions and periodically review their effectiveness. Encourage feedback and learn from the conflict resolution process to improve future communications and conflict management.
By employing the argument and negotiation approach, project management teams can address conflicts and manage communications effectively. This approach allows for a structured and collaborative process that promotes understanding, compromise, and positive outcomes for the project and the team as a whole.
Basic Negotiation Skills
Negotiation strategies refer to the overall approaches and tactics used by individuals or parties to achieve their objectives during a negotiation process. Here are several common negotiation strategies:
Distributive Strategy: This strategy, often associated with distributive bargaining, involves taking a competitive stance to maximize individual gains. The focus is on claiming value and securing the largest possible share of resources available (Shonk, 2022). Tactics may include setting high aspirations, making aggressive demands, and using power and leverage to gain an advantage over the other party.
Integrative Strategy: The collaborative strategy aims to achieve mutual gains and reach win-win outcomes. It emphasizes open communication, cooperation, and creative problem-solving to expand the overall value available to both parties. This strategy involves actively seeking to understand the other party's interests and needs, exploring options for joint benefits, and building long-term relationships (Wankel, 2009).
Compromising Strategy: When parties adopt a compromising strategy, they are willing to give up some of their own objectives to meet the other party halfway. This strategy involves finding middle ground and making concessions to reach a mutually acceptable agreement. Compromising can be useful when time is limited, or when both parties value a quick resolution more than maximizing individual gains.
Avoiding Strategy: The avoiding strategy involves avoiding or delaying the negotiation process altogether. This can be done when the parties believe that the potential costs or risks of engaging in negotiations outweigh the benefits. Avoiding may be used when the parties anticipate a high level of conflict, a lack of information, or when they believe it's more advantageous to pursue other alternatives.
Accommodating Strategy: The accommodating strategy entails focusing on meeting the other party's interests and needs while neglecting one's own. It involves making concessions and adapting to the other party's demands in order to maintain harmony or preserve a relationship. This strategy can be used when one party perceives a significant power imbalance or when maintaining goodwill is essential.
Negotiation among Team Members
Developing strong negotiation skills in team members is a valuable part of building a team that is able to reduce and minimize conflict by instinctively seeking to find solutions that meet the needs of individual team members to the fullest extent possible. Whenever possible, team members should seek integrative agreements that take into account the particular goals each individual would like to get out of the negotiation and seek solutions that strategically maximize these rather than looking for simple split the difference solutions (Saylor, 2012). Solutions where team members walk away feeling as though they've made nothing but concessions without getting any of their goals met should be avoided unless no alternatives are available.
Negotiation among team members can be used to reach a consensus in conflict resolution and decision making (PMBOK, 2017). Effective use of negotiation can help build trust and create harmony among members, thereby improving productivity. Should there be the need for negotiation during decision making, the group will employ integrative negotiation, which ensures that all parties consider the other party's interests before deciding. So, integrative negotiation is more likely to result in acceptable agreements for the group members.
In using integrative negotiation within the group, team members will take the following steps:
Outline each party's needs, as this will allow everyone to gain perspectives of the situation and better brainstorm solutions that tailor to all needs
Identify common goals. Since the group was formed to achieve a set of goals, finding common goals can make it easier to work toward a solution.
Brainstorming multiple solutions, by coming up with multiple solutions, there are increased chances of getting all sides of the conflict to agree
Cross-Cultural Negotiations & Interpersonal Skills
Cross-cultural negotiations in a diverse team can be both challenging and rewarding. It requires an understanding and appreciation of different cultural norms, communication styles, and values to reach mutually beneficial agreements. Here are some key considerations and strategies for successful cross-cultural negotiations in a diverse team such as ours:
Cultural Awareness and Sensitivity: team members will be encouraged to develop cultural awareness and sensitivity by educating themselves about the cultural backgrounds and communication styles of their other team mates. Understanding cultural differences and potential misunderstandings can prevent conflicts and facilitate more effective negotiations.
Build Trust and Rapport: In diverse teams, building trust and rapport is essential for successful negotiations. The team will foster a collaborative and inclusive team culture where everyone feels valued and respected. open dialogue and active listening will be encouraged to ensure that all team members have a chance to express their perspectives and concerns.
Effective Communication: Communication is at the heart of any negotiation process. Encourage clear and concise communication, avoiding jargon or complex language that may not be easily understood by all team members. When possible, use visuals and demonstrations to support verbal explanations.
Be Mindful of Nonverbal Cues: Nonverbal cues, such as body language and gestures, can carry significant meaning in cross-cultural negotiations. Team members will be aware of potential cultural variations in interpreting nonverbal cues and avoid making assumptions.
Flexibility and Compromise: Encouraging a flexible mindset and a willingness to compromise when appropriate. In diverse teams, there may be various perspectives and interests to consider. Team members should be open to finding creative solutions that meet the needs and priorities of all parties involved.
Conflict Resolution Mechanisms: The team will establish clear conflict resolution mechanisms in case of disagreements during the negotiation process. open dialogue to address conflicts and find resolutions that consider the diverse perspectives of team members will be encouraged.
Post-Negotiation Reflection: After negotiations, the team will conduct a post-negotiation reflection session to discuss what worked well and what could be improved in future negotiations. Learning from each negotiation experience will help the team continuously refine its cross-cultural negotiation skills.
By proactively addressing cross-cultural considerations and promoting cultural intelligence within the team, diverse teams can enhance their negotiation effectiveness and leverage their unique perspectives and expertise to achieve successful outcomes.
Power, Persuasion, & Ethics
Group Assignment Management Plan
Assignment Management
Group 1 will adhere to the following weekly schedule:
| Week | Subject | Group Member | Due Date |
|---|---|---|---|
| 1 | Foundations of Group Communication | Fozia | 5/23/2023 |
| 2 | The Power of Talk and Who Gets Heard | Jess | 5/30/2023 |
| 3 | Introduction to Project Communications Management | Elijah | 6/6/2023 |
| 4 | Group Leadership and Group Motivation | Tayo | 6/13/2023 |
| 5 | Group Conflict and Conflict Management | Fozia | 6/20/2023 |
| 6 | Decision Making and Problem Solving in Groups | Jess | 6/27/2023 |
| 7 | Argumentation & Negotiation | Elijah | 7/4/2023 |
| 8 | Basic Negotiation Skills | Tayo | 7/11/2023 |
| 9 | Project Communications Management, Cross Cultural Negotiations, & Interpersonal Skills | Fozia | 7/18/2023 |
| 10 | Technology and Group Communication | Jess | 7/25/2023 |
| 11 | Power, Persuasion, and Ethics | Elijah | 8/1/2023 |
Document Management
Document management is "...a system or process used to capture, track and store electronic documents..." (IBM, n.d.). A document management strategy provides benefits such as security, access control, centralized storage, audit trails, and versioning. It is important in any team project to implement a consistent document management strategy.
Group 1 will make use of Google Drive throughout the course of the semester. A shared folder, with appropriate subfolders, will be created and used by all team members.This will allow access to all documents by each team member, as well as a consistent place to see versioning information. Each document to be submitted as a final deliverable will be identified by an appropriate file title that includes the designation of Group 1. All final deliverables will follow APA 7 formatting and citation rules, and adhere to University of Maryland Global Campus academic integrity standards.
References
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| Instructions |
| Using the GCCM Plans that have been posted in Week 10/11 Discussion and your thorough review of these plans, formalize your critique/analysis of each team's GCCM Plan and submit this analysis by the end of Week 11.
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