复杂项目环境下的领导技巧(英文PDF30)

LeadershipSkills

InComplexProjectEnvironments

TheConcept,ToolsandTechniquesfor

ManagingMultidisciplinaryWorkTeams

HansJ.Thamhain,PhD,PMP

Presentedat

ProjectWorld-- Boston

May2001

TableofContent

Criticalissuesofteamleadership

Organizingandmotivatingprojectteams

Leadingself-directedteams

Buildinghighperformingprojectteams

SpeakerBiography.Dr.HansJ.Thamhain,ProfessorofManagementatBentleyCollegeinWaltham,MassachusettsHeiswellknownfortheirresearchandwritingsinprojectmanagement.Heisafrequentspeakersatmajorconferencesandconsultinallphasesofprojectmanagement.Dr.ThamhainisacertifiedProjectManagementProfessional,PMP.

1

Section1

CriticalIssuesof

TeamLeadership

ComplexProjects:

WhatisDifferent?

Complexsolutions

Changingandevolvingprocesses

Contingencies,risks,problems,conflict

Innovationandcreativity

Complexorganizationalinterfaces&interactions

Difficultmeasurabilityandcontrol

Highlyskilledworkforce

Needforsophisticatedpeopleskills

2

LeadershipImpact

Asorganizationsbecomeflatter,leaner,moreagileandself-directed,projectleadersmustmanagewithlittleornoformalauthority

Authoritymustbeearned

Leadershipeffectivenessinvolvesmanycomponents(empowerment,commitment...)

R&Dperformanceisteam-centered

Teamleader’sroleisfacilitator&cheerleader

TraitsofaHigh-Performing

ProjectTeam

Membership

HighResponseRate

Self-Development

InnovativeBehavior

ConflictManagement

Risk-Sharing

Self-Directed

The

Committed

ChangeOriented

Effective

Effective

Team

Communications

HighMorale&

EffectiveCross-Functional

TeamSpirit

Interfaces&Alliances

EnjoyWork

QualityOriented

HighNeedfor

MinimalReliance

Achievements

onProcedures

3

InfluencesofProjectPerformance

People

Process

Tools

Section2

Organizingand

MotivatingProject

Teams

4

WhatisYourRoleasa

ProjectTeamLeader?

RoleofProjectLeader

n

n

n

n

n

n

n

n

Facilitator

Coalition/teambuilder

Problemsolver

Conflictmanager

Topadministrator

Directionandleadership

LinktouppermanagementandcustomerCheerleader

==>Tobeeffectiveprojectleadermusthavemutualtrust,respectandcredibility!

5

WhattheTeamexpects

fromtheLeader

1.

2.

3.

Take2Minutes

4.

“CriticalThinking

”

5.

6.

WhattheLeaderexpects

fromtheTeamMembers

1.

2.

3. Take2Minutes

4. “CriticalThinking ”

5.

6.

6

WhattheTeamExpectsFrom

theLeader

l

l

l

l

l

l

l

l

l

l

l

Cleardirectionandleadership

Clearexpectations/objectives

Autonomyandfreedom

Assistinproblemsolving

Facilitateaqualityworkenvironment

Createstimulatingenvironment

Encourageaccomplishments

Providevisibilityandrecognition

Resistchangeandexternalpressures

Dealwithconflictandpowerstruggles

Providestableworkenvironment

WhattheLeaderExpectsfrom

theTeamMembers

l

l

l

l

l

l

l

l

l

l

l

l

l

Projectownershipandcommitment

Sharedleadership

Cooperation,teamspirit,sharedvalues

Willingnesstotakeandsharerisks

Innovative,creativebehavior

Effectivecommunicationandinterfacing

Organizetasksandteamassignments

Jobskillsandself-development

Capacityforconflictresolution

Changeorientation

Accountability;self-directionandself-control

Informationprocessing,groupdecisionmaking

Continuousefforttowardworkprocessimprovements

7

TraitsofaWinningProjectTeam

Membership

HighResponseRate

Self-Development

InnovativeBehavior

ConflictManagement

Risk-Sharing

Self-Directed

The

Committed

ChangeOriented

Effective

Effective

Team

Communications

HighMorale&

EffectiveCross-Functional

TeamSpirit

Interfaces&Alliances

EnjoyWork

QualityOriented

HighNeedfor

MinimalReliance

Achievements

onProcedures

CharacteristicsofaTeam

Teammembershave...

l1.Commongoal,purpose

2.Senseofbelonging(identification)l3.Shareddependencies

l4.Sharedattitudes,norms,values

8

Whyis

PowerandInfluence

soImportant?

Take2Minutes

“CriticalThinking ”

Whyis Power and

Influence soImportant?

Necessaryto ..

Motivate,inspire,getbuy-in

Buildandrefuelscredibility&respect

Unifyteams

Buildcross-functionallinkages

Resolveconflict

Managechange

Recognizeaccomplishments

Obtain&maintaincommitment

Stimulateinnovativebehavior

Directandlead

Howdoyouget

organizational

power&influence?

9

TeamLeadershipEffectiveness

Leader’s

Abilities

&

ges

Risks&Anxieties

Rewards

a

OrgEnvironment

Im

WorkChallenge

Actual

Personalities

Organization ’s

Abilities

&

Structures

Leadership

Effectiveness

Projectsupport/direction

Personality

Workenvironment

Careerdevelopment

Rewards(tangible)

Power

Influence

Leadership

Effective-

ness

Jobsecurity

Workchallenge

Accomplishments

Comfort&stability

WhatdoYouneedtobeeffectiveasaTeamLeader?

Influence

Base

Authority

AbilitytoReward

AbilitytoPunish

Experience,Knowledge,

Skills

Charisma,Friendship,

Empathy

HowmuchInfluencedoYouneed?

Little Some Much

Much(Earned)

Much

Little .Some

Much

Much

10

MeasuringTeamPerformance

AsimpleModel

Work/Organization

Environment

Team Team Project

Characteristics Performance Performance

LeadershipStyle

HowdoYoubuildYourBasesofInfluence?

InfluenceBase

Category

Elements

Authority

Reward

Punishment

Experience

ReferentPower

11

Howdoyou“earnAuthority”?HowdoyoubuildCredibility,TrustandRespect?

Take2Minutes

“CriticalThinking ”

Criteriafor

EffectiveTeamLeadership

Direct: hProfessionallystimulating,

challengingworkenvironment

hRecognition,accomplishments

Minimalconflict,anxieties,problemshClearobjectives&directions

Indirect:8Effectivecommunications

8Jobskills

Mgmtinvolvement&support

Stableworkenvironment

12

DealingwithConflict

Conflictcanbebeneficial:

Conflictcanbedetrimental:

DysfunctionalConsequences

ofConflict

Teamdecision-makingprocessbecomeslengthyandcumbersome

Excessivedocumentation

Teammembersmayavoidconstructiveconflict

solvingifprocessbecomes “distasteful ”

Coalitionsmaybecomeconspiracies

Innovationandcreativitysuffer

Communicationsbecomeineffective

Commitmentandownershipareweakened

Motivationandenthusiasmarereduced

13

ConflictResolutionApproaches

Resolution Beneficial Detrimental

Style + -

Withdrawal

Smoothing

Compromising

Forcing

Confronting

(Negotiating)

ManagingConflict

inProjectTeams

?

?

?

?

?

?

?

?

14

Section3

LeadingSelf-Directed

Teams

15

HowHighPerforming(Self-Directed)

ProjectTeamsSeeThemselves

l

l

l

l

l

l

l

Enjoyworkandaccomplishments

Haveautonomyandfreedom

Havestrongsupportandcooperationfromothers

Havecleardirectionandleadership

Makesignificantcontributiontocompany

Organizationalenvironmentispleasant&supportive

Havemutualtrust,respect,competence

TheRoleofCommitment

Whyiscommitmentimportanttoprojectperformance?

Take2Minutes

“CriticalThinking ”

16

TheRoleofCommitment

Enhancesmotivation

Stimulatescommunications

Focusesonresults

Enhancesself-direction&control

Enhancescapacityforconflictresolution

Lowersriskperception

Enhancesinnovation

Enhancescooperationandteamwork

CommitmentversusControl

t

n

e

m

t

i

m

High-Tech

Low-Tech

m

o

s

C

t

l

m

u

s

a

e

e

R

T

o

&

t

l

a

u

d

i

v

i

d

n

I

Low..IntensityofMeasuring&Reporting

..High

(ManagementControl)

17

Dilemma

)

h

gi

H

(

H

l

i

gh

o

e

r

t

r

Le

n

o

ve

C

lof

C

t

e

om

m

g

itm

d

e

u

nt

B

&

e

l

u

d

e

h

c

S

r

o

f

d

e

e

(Low)...NeedforInnovation,Quality,Flexibility,Change

(High)

N

Suggestionsfor

“GainingCommitment”

Suggestionsfor

“RefuelingCommitment”

Take2Minutes

“CriticalThinking ”

18

Suggestionsfor “GainingCommitment”

Understand(andremove)barrierstocommitment

Fearoffailure,anxieties,discomfortwithassignment

Lackofbenefitsorinterest

Lackofleadership,trust,credibility

Makeprojectdesirable

Visibility,organizationalinvolvement

Incentives,benefits,career-focus

Workchallenge

Promotemanagementinvolvement&support

Clearobjectives&(agreed-on)plans

Risksharing

Goodteamspirit

Mutualrespect,trust,leadership

Suggestionsfor“Refueling”Commitment

..Sameasfor“gaining”.,plus:

Recognitionofaccomplishments

-Accomplishmentsagainstplan,milestones

-Smallincrements; Phases,Stage-Gate,ConcurrentProj

Management

Measurability

Earlywins

Buildteamspirit,mutualtrust&respect

Supportproblemsolving

Dealwithconflict,politics,risks,anxieties

Providegoddirection&leadership

19

AFinalNote

Projectcontrolinvolvesacomplexsetofvariables

OrganizationalIssues

HumanFactors

ManagementandLeadership

ToolsandTechniques

Propertools

Teamdesire

Peopleinvolvement

toapplyand

Self-directed

Interestingwork

Qualitypeople

fine-tune

projectcontrol

controltools

Management

support

Leadership

11

Section4

BuildingHigh-

PerformingProject

Teams

20

HowHighPerforming

ProjectTeamsSeeThemselves

l

l

l

l

l

l

l

Enjoyworkandaccomplishments

Haveautonomyandfreedom

Havestrongsupportandcooperationfromothers

Havecleardirectionandleadership

Makesignificantcontributiontocompany

Organizationalenvironmentispleasant&supportive

Havemutualtrust,respect,competence

21

22

f

o

o

FourStagesofTeamDevelopment

I

H

l

eevveeL

L l

lO

L

Stage1

Stage2

Stage3

Stage4

Formation

StartUp

PartialIntegration

TotalIntegration

[Forming]

[Storming]

[Norming]

[Performing]

SDT-07

MajorBarriersto

TeamPerformance

People

Differentobjectives,interests,viewpoints

Roleconflict,confusion,anxiety

Fearoffailure

Personalconflictandpowerstruggles

Mistrust,collusion

Workisnotenjoyable

Nosenseofachievementandrecognition

Littleflexibilityandchangeorientation

Littlemutualtrust,respect,competence

Groupthink

R&DTeam7

23

MajorBarriersto

TeamPerformance

Tools&Process

Uncleartechnologytransferprocess

Weakprojectmanagementsystem

Unclearchannelsofcommunication,responsibilityandcontrol

Weakadministrationsupport

Inabilitytotrackprogress

R&DTeam8

MajorBarriersto

TeamPerformance

Leadership

Insufficientdirectionandleadership

Inappropriateleadershipstyle&motivation

Inabilitytoassistinproblemsolving

Inabilitytoassistinconflictresolution

?Inabilitytodevelop “can-do”atmosphere,risk

sharing

?Inabilitytoattractandholdqualitypeople

?Inabilitytocreate “intrinsicrewards ”

?Inabilitytocreate “effectiveworkenvironment ”

R&DTeam9

24

MajorBarriersto

TeamPerformance

Organization

Changingworkenvironment,instability

Changingbusinessobjectives

?Poorinterfunctional linkagesandcommunications

Inadequatefunctionalsupportandresources

Improper“commandcontrol”structure(toorigid,tooflat,etc.)

Insufficientrewards,growthpotentialandmobility

R&DTeam10

SuggestionsforRemoving

BarrierstoProject

Teamwork

SelectedBarrier(s):

SuggestionsforRemovingBarrier:

25

LeadershipEffectiveness

[Focus:ProjectFormationPhase]

Situation: Yourworkenvironment

Analysis:

Whatkindofbarrierstoeffectiveteamperformancedo

youanticipate duringtheproject-formation

phase?

-

-

-

-

Whatkindofleadershipandmanagementactionsare

importantforeffectiveroleperformance during

theproject-formationphase?

+

+

+

LeadershipStylevsTeamIntegration

h

gi

.H

.

Y

el

ty

S

d

te

ta

n

ei

r

O

el

p

o

e

P

.

..Efficiency-OrientedStyleX

LOW

..

.......HIGH

26

FrameworkforTeamProcessImprovement

Criteria

AssessmentDiagnostic

SuggestionsforImprovement

for

of

s

I

II

III

IV

Effective

Performance

(whyis

We

Support

TeamleaderManagement

Team

performance

(team)

functions

should

should

Performance

should

should

notperfect)

R&DTeam13

CriteriaforBuilding

High-PerformingTeams

Metrics

Rightpeople

Plandetail

Peopleinvolvement,agreement

Measurablemilestones,deliverables

Checkpoints

Regularreviews

Continuity

Appropriatecontroltools

27

CriteriaforBuilding

High-PerformingTeams

HumanFactors

Interesting,challengingwork

Senseofaccomplishment

Recognition,visibility,importance

Managementinvolvement&commitment

Mutualtrust,respect,leadershipcredibility

Minimuminterruptions,conflict,politics

Risksharing

Teamspiritandleadership

Tools&TechniquesforBuildingHigh-

PerformingProjectTeams

1.Involvementinprojectplanning

2.Stage-gateprocess

3.Personalsign-on

4.Reviews:project,design,structuredanalysis,etc.

5.Concurrentengineering

6.Designformanufacturingandassembly(DMF/A)

7.Qualityfunctiondeployment(QFD)

8.Interfacedefinition,e.g.N2

9.Co-location

10.Coreteamconcept

11.Informationtechnology:tel,fax,LAN,CAD,CAM,etc

12.Teambuildingsession

13.Businessprocessreengineering(BPR)

14.Multifunctionalperformanceappraisalsystem

15.Processactionteams

16.Managementandleadership

28

FrameworkforTeamProcessImprovement

(Example)

ASK

l

l

l

l

ProjectPersonnel

1.

Whatproblems?

ProjectLeaders

2.

Why?

ResourceManagers

3.

Whathaveyoudoneaboutit?

Topmanagement

4.

Whatshouldwedo?

Discuss,Clarify

Formproblemsolvingteams -Findspecificsolutions

Groupdiscussions,Rework,Consensus

Implement,Monitor,Finetune

Iterate

AsaManager

YoucanDrive&Influence .

People,Leadership,B-Process,Tools,

Work,...

WorkchallengelClearobjectiveslTeamspirit

lMutualtrust

lLowrisk,conflict,anxiety,....

lCommitmentletc.,etc.,etc.

ProjectsCanBeManaged!

29

AFinalNote

Effectiveteamworkinvolvesacomplexsetof

variables

OrganizationalIssues

HumanFactors

ManagementandLeadership

ToolsandTechniques

AppropriateResources

Peopleinvolvement

Interestingwork

Qualitypeople

Managementsupport

Leadership

Teamdesire

toachieve

agreed-on

objectives

High-

performing

projectteam

11

LiteratureReferences

Drucker,PeterF.:TheExecutiveinAction;NewYork:Harper,1996.

Engel,MichaelV.: “TheNewNon-ManagerManager, Management”Quarterly,vol.38,no.2,Summer1997,

pp.22-29.

Fisher,Kimball:LeadingSelf-DirectedWorkTeams; NewYork:McGraw-Hill,19