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69 items found

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Can We Call a Truce?

by Jeffrey Krivis

Whether two key team members are fighting or a client is growing increasingly disgruntled, workplace conflict imperils projects. You can step in and help solve the problem. Here, a veteran mediator shares 10 experience-based tips for negotiating workplace conflicts.

Can We Still Be Agile?

by Mike Griffiths

How does work from home impact our use of agile approaches? If co-location is no longer possible, can we still be agile? Let's address the co-location question and look at agile practices in remote work situations.

Can You Relate?

by Andy Jordan

When you find yourself working with team members whose perspectives, motivations and approaches are different than yours, you must walk a fine line. You can’t abandon what has worked for you in the past, but you need to relate and adjust to the new dynamics — or risk resentment and failure. Here are some suggestions.

Can’t We All Just Get Along?

by Shari Frisinger

Project managers have the difficult task of overseeing diverse teams, and finding ways to motivate and keep them functioning in harmony. While this often may seem like an impossible task, especially as organizations cut resources and spending, it’s doable. Understanding these six workplace personality types can go a long way.

Cap the Project Blame: The Shared Responsibility Approach

by Craig Curran-Morton

Are you operating in a blame environment? Your project may be at risk. In this article, we examine the concept of shared responsibility and identify some steps you can take to start moving your stakeholders in a positive direction.

Career Reflections: 15 Points

by Tom L. Barnett, PMP

Reflections shared at a retirement party by an IT executive hold key insights into people--and a distillation of what matters most after a long career in the industry.

Caution: Merging

by Dana Cooper

Merger-and-acquisition-related projects pose daunting challenges to executive leaders, not the least of which are conflicting agendas and compressed timelines. Understanding and anticipating four “enduring M&A realities” can smooth the transition and help companies achieve the intended strategic benefits.

Change From Afar: Navigating Virtual Team Members Through Change

by Denene Brox

Projects involving organizational change pose a challenge for project professionals leading virtual teams. This article discusses how project managers can navigate virtual team members through change, whether large or small. In doing so, it reports the results of the 2011-2012 Towers Watson study, Clear Direction in a Complex World, which shows that organizations that are highly effective at change management and communication are twice as likely to outperform their peers and eight times as likely to continue to exhibit new behaviors after a change is complete.

Change Is A Process, Not An Event

by Curt Wang

When launching a significant change initiative, one of the biggest mistakes leaders make is to view the change as an event that happens at a single point in time. In reality, effective change is a process that involves a series of “conversations.” Here are five guidelines for successfully navigating the people side of change.

Change is Not Always Pain

by Andy Jordan

How can organizational change be implemented with a minimum of distress? Change frequently results in unrest, uncertainty and concern caused by nothing more than fear. People lose focus, become less productive and potentially seek out alternative employment because of the fear of something that is not going to happen. In this article, we look at how we can manage those situations more effectively.

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