The Emotional Life of Project Teams
From the Communication Excellence in Project Management Blog
by Bill Brantley
Although Project Managers spend 90% of their time communicating, communication in project management is the most underdeveloped skill for project managers. This blog will help Project Managers become better communicators and thus, better Project Managers.
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Categories
cockpit resource management,
cognitive bias,
collaboration,
communication,
communication constitutes projects,
communicative constitution of organizations,
complexity leadership,
coordinated management of meaning,
emergent model,
emotional culture,
employee engagement,
failure,
growth mindset,
Leadership,
network health,
organizational agility,
organizational elasticity,
organizational health,
personal projects,
project management,
project management tools,
project managers,
project risk,
project success,
quality of communication experience,
storytelling,
surgical team communication,
task saturation,
transmission model,
understanding
Date
Good article in the latest issue of the Harvard Business Review about the importance of managing the emotional culture of organizations. Essentially, leaders should recognize the emotions that help the organization succeed, model the positive emotions, and help employees develop those positive emotions. Much of this has already been studied and verified by the positive psychology. However, it seems that it would take some time to develop a good emotional culture.
Thus, my question: given the temporary and short-term nature of project teams, how does a project manager build a positive emotional culture? Or should a positive emotional culture be a concern for the project manager? Should a project manager select project team members not only on skills and abilities but, also, their ability to contribute to a positive emotional culture?
Posted on: January 04, 2016 07:58 PM |
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Comments (2)
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Rami Kaibni
Community Champion
Senior Projects Manager | Field & Marten Associates
New Westminster, British Columbia, Canada
In my humble opinion, this is a core part of the PM Role under: Develop Project Team during execution. PM can chose the team based on skills and abilities but it is somehow difficult to assess from the beginning if the member will contribute positively or negatively towards the emotional culture unless he has past experience with him or her.
With the expertise and influence of the PM which is part of his leadership skills, he can create this positive culture I believe, lets say a majority of the team will be.
Luis Branco
CEO| Business Insight, Consultores de Gestão, Ldª
Carcavelos, Lisboa, Portugal
Dear Bill
Interesting this reflection on the theme: "The Emotional Life of Project Teams"
Thanks for sharing
3 important questions about positive emotional culture
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