A suitable project team should be selected after the project to be worked on has been selected. Having a capable team is as important as having a good and qualified manager in any project. Therefore, several factors should be considered when selecting a project team. The team members should have the technical competence necessary for the tasks in their various fields to be completed effectively. It would be absurd is a member of the project does not have any clue as to what is expected of him during the project. All the members of the team should be sensitive to probable interpersonal conflict (Kerzner, 2006). Conflict is inevitable in any situation, so these members should ensure that they are not defined by their reactions to conflict. One of the feature that these members should have is the problem solving skills. This skill would help them solve unforeseen problems that might result in the course of the project. Before an individual is selected to join the team, his or her dedication to the project should be put into consideration. The team members should be committed to having the project done as well as avoid maintaining a comfortable working schedule.
For any team to be successful in a project, it should put in place several strategies that would enhance team building. The project manager should ensure that the team has a common goal with regard to the project. Many teams fail because of having multiple agendas. Therefore, it is important for the team to have a common goal and purpose. Communication clarity is an important aspect with regards to team building (Meredith & Mantel, 2006). This would involve great communication hence keeping the team members in the loop on what is happening and what is expected of them. Frequent communication about the project is important in keeping the project team on track. The project manager should encourage commitment from each of the member of the team. Commitment would ensure that the team would be productive.
Existence of a different opinion in a project team could result into conflicts. This does not mean that conflict is a bad thing. A healthy and constructive conflict is a key component of any high performing team. The team disagrees to agree. The differences arise from varying personal philosophy as well as values and varying strategies. However, the difference in opinion does not cause conflicts, but misunderstanding does. Additionally, misunderstanding results from miscommunication. As much as constructive conflict builds the team, destructive conflicts draw the project team away from the decisions at hand hence resulting into poorer decisions and performance.
The techniques involved in reducing dysfunctional conflict include encouraging team interaction as well as providing team rewards. Team interaction promotes trust among the members of the team. The interaction would ensure that there will be development and reinforcement of a high degree of mutuality and openness among the team members (Kerzner, 2006). The project manager should ensure that he or she establishes a constructive communication norm. Harsh language and intimidation tactics should not be allowed in the team. The project team members should be rewarded based on their performance as a whole. The reward system creates a collective goal as well as a sense of shared fate. This will in turn encourage behavioral integration.
When the conflict takes place, it is important for the project manager to gather the group and arrange a meeting to discuss the issue. In this case, every member would have a chance to speak and air his or her views out. Having this meeting might expedite a resolution that would satisfy every member of the team.
References
Kerzner, H. (2006). Project management: A systems approach to planning, scheduling, and controlling (9th ed.). Hoboken, NJ: Wiley.
Meredith, J. R. & Mantel, S. J. (2006). Project management: A managerial approach (6th ed.). Hoboken, NJ: Wiley.
