Project Management - Basics Methods Tasks: Creative Avoid conflicts and solve problems


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Text comes from: Das neue Projektmanagement: Methoden, Techniken, Tools, die besser funktionieren (2014) by Andrea Ramscheidt, published by BusinessVillage Verlag, Reprints by friendly permission of the publisher.
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There is no project without conflicts. Because in each project different people come together with different interests and very different personality.

conflict


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Andrea Ramscheidt andrea-ramscheidtAndrea Ramscheidt is an expert in project management processes in companies.

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How do conflicts arise?

Many conflicts in projects result from different goals, unrealistic estimates and plans, or from the fact that you are involved in the project as a Team do not work well together.

But conflicts are coming to an end. When you see signs of a conflict, you can address most conflicts in a timely manner, or even prevent them by taking preventive action.

Prevention is better than cure

Make sure that agreements and agreements are adhered to. Be a role model and keep your promises yourself. Keep an eye on whether individual project employees are overloaded. Address the overload on the affected employees.

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Make sure that all members of the project team are equally well informed by you. Incidental remarks in a project meeting, such as “I always get everything last”, are an indication that not all project team members are on the same level of information.

Just ask!

Ask what you can do to make sure everyone is equally well informed.

If, for example, a project decision is made by the project contractor with which not all project team members agree, then explain why the decision was made and make it comprehensible for the project team.

What's going on well?

Establish cooperation with your team over time. For this purpose, discuss:

  • What's going on well?
  • What can we do to make things even better in the future?
  • What should be different? How can we change this together?

Project staff are people

Conflicts can be prevented if you consciously take the time to pay attention to small inconsistencies and personal peaks. Consider your project workers as people, and not as a pure resource for your project.

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Create a trusting climate in which you listen and respond to the needs of your project staff. Be self-critical. So show that you too are not omniscient.

Development possibilities of the team members

For the success of a project team it is crucial that each team member in the joint work recognizes the possibility for themselves to develop further. Project employees who have prospects for a job are more motivated.

Most employees burn to use their abilities. If he is in the wrong place, the best employee can not develop his abilities. Permanent challenge caused boredom and demotivated.

High use is not self-evident

Many employees work in projects with great operational readiness and bring extraordinary achievements. In difficult situations, most project workers are willing to work overtime or work on the weekend to keep a milestone for the project.

This high commitment is not self-evident, so you should recognize the commitment of your employees in time. An honest praise is enough. If you praise your team promptly after extraordinary commitment, your project team will recognize that you have a real interest in the team and individual performance and follow the performance carefully.

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Praise always for the concrete achievement

The praise should be related to a concrete achievement. If the project team carried out some software tests at the weekend, so that the errors in the software can be rectified directly on Monday, then thank you directly on Monday for this.

And also make sure that the executives of the employees learn about the praise. You can, for example, with a eMail thank the team for its commitment and copy the executives of the project staff in copy. This shows your interest in the cause and in the people.

Do not wait with praise

We show you with a checklist how you can effectively avoid and solve typical conflicts in projects. Do not wait until the end of the project with your recognition and praise. It motivates when you also acknowledge the achievement of intermediate results and show your appreciation.

If the project manager responds positively to project results, then pass on this praise to your project team.

Checklist: Signs of impending conflicts in your project

Please note: Not every conflict is pronounced openly. In this case, signals always show up first. For example:

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  • The satisfaction and the work lines in the team sink.
  • Employees make work according to regulations, show no interest in the project work.
  • Dates are obviously too tight.
  • Individual project team members complain or complain.
  • The tone in your project team meetings is irritated.
  • In project meetings, only what is to be discussed is discussed.
  • Small talk no longer takes place.
  • Individual members are more often prevented when your project team discussion takes place.
  • Customers complain about the work results of the team.

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  1. Alice

    The key to the smooth project organization is clearly a clear assignment of tasks. Everyone just has to know what they have to do, where their duties begin and where they end. The worst thing that can happen is to overlap with other colleagues in the project or skip something. Without special tools, smooth project management is very difficult to achieve. Of course, you can split the work with the help of eg sticky notes, but it is easier and more professional with online Kanban boards like Kanban Tool. There is a free trial of that so you can test it out before using it in the project.

    • Simone Janson

      Thanks for the hint!

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