Team members can take on supportive or destructive roles in project management, both of which can have a big impact
Team members can take on supportive or destructive roles in project management, both of which can have a big impact
Discussion 1 By Riya Adhikari
Team members can take on supportive or destructive roles in project management, both of which can have a big impact on the project’s success. To ensure that the project proceeds smoothly and meets its goals, it is crucial for project managers to be aware of these roles and manage them properly.
Supportive roles are those that benefit the project and aid in creating a solid, cohesive team. The cheerleader, who offers supportive criticism and encouragement to other team members, boosting morale and keeping everyone motivated, the facilitator, who promotes open communication and helps to ensure that everyone’s opinions are heard and valued, and the problem solver, who actively works to identify and resolve issues that arise during the project, rather than letting them fester and become bigger problems (Wu et al., 2019). These positions are essential to the project’s success because they promote positive team dynamics, encourage collaboration, and guarantee that everyone is working toward the same objective. Team members can add their special knowledge and talents to the project when they play supportive roles. This can result in more innovative solutions and better results.
Destructive roles, on the other side, are those that impede development and may lead to stress and conflict within the team. Destructive roles include the dominator, who tries to take control of the project by preventing others from contributing and monopolizing decision-making, the saboteur, who actively works to undermine the project or the team’s progress, and the blocker, who consistently shoots down ideas and suggestions from others, slowing down progress and demoralizing the team (Milosevic et al., 2020). These responsibilities may negatively affect the project since they foster a toxic work environment, induce delays and missed deadlines, and may even result in the project’s failure. Project managers need to deal with team members’ disruptive behavior as soon as feasible in order to prevent problems from worsening and spiraling out of control.
In the past, I have witnessed both constructive and harmful roles in action. It is motivating to observe supportive roles, which inspired me to adapt their methods in ways I participated in the project. It is an opportunity for us to develop our own talents while also learning from the supportive team members. On the other hand, witnessing destructive roles reduced not only the motivation to finish the project but also increased the dread of doing the work. For instance, I often worked with a colleague in a client success role who was a big talker and distracted the team from the main objective during meetings. He rarely made a significant contribution, so the other team members had to carry the bulk of the workload for him. This caused us to dislike the team member as well as the project as a whole.
Effective project management requires project managers to be aware of both constructive and destructive roles, and manage both of them skillfully. Creating an environment where team members feel appreciated and supported and where open communication is encouraged is one method to achieve this. This can be accomplished through engaging in team-building exercises, holding regular team meetings, and fostering an environment of cooperation and trust. Setting clear expectations for team members and holding them responsible for their behavior are two more ways to handle supportive and destructive roles. Setting objectives and deadlines, giving performance comments, and promptly and effectively resolving any difficulties that arise can all fall under this category.
In conclusion, both constructive and destructive roles are essential to project management and can have a significant impact on the success of the project. To guarantee that the project advances smoothly and meets its goals, project managers must be aware of these roles and handle them skillfully. Project managers may make sure that everyone is pursuing an unified objective and that the project is effectively finished by developing a healthy work atmosphere, establishing clear expectations, and holding team members accountable.
References
Milosevic, I., Maric, S., & Loncˇar, D. (2020). Defeating the Toxic Boss: The Nature of Toxic Leadership and the Role of Followers. Journal of Leadership & Organizational Studies, 27(2). https://doi.org/10.1177/1548051819833374
Wu, G., Hu, Z., & Zheng, J. (2019). Role Stress, Job Burnout, and Job Performance in Construction Project Managers: The Moderating Role of Career Calling. International Journal of Environmental Research and Public Health. https://doi.org/10.3390/ijerph16132394
Discussion 2 By Manas Surendra Chudasama
Week 3 Discussion
Part A
Each team member often plays a supportive role that helps the team complete a project successfully. It begins with the discovery and evaluation of possibilities, is continued by the design of strategies to seize those opportunities, the choice of the finest alternate plan to be taken, and is then put into action (Harvard Business Review, 2016).
Team members fill a variety of supportive functions, including the following:
- The business analyst who investigates and evaluates project opportunities.
- Technical analysts examine any project’s technological components.
- The financial experts evaluate a project’s financial soundness and offer projections for its expenses and gains. These projections would be included in the information used to make decisions.
- Marketing professionals who assess competitiveness in the market and potential for novel products or solutions that, when created as a project, maybe effectively marketed. While making decisions, such evaluations will additionally be taken into account.
- Any additional functional personnel (engineers, designers, etc.) whose participation is needed throughout the assessment or decision-making stages.
These are some examples of destructive roles:
- Fighting against change: Those who play this position tend to do so out of fear or a surplus of knowledge regarding why change won’t work.
- Asserting authority over everyone else: Those that play this kind of role tend to strive to exert their dominance over others, particularly those who belong to groups lower in position than they are, to make people feel inadequate.
- Assuming the “leader” position, the project manager is required, and they are responsible for directing, inspiring, and supporting the team. Leadership, as per PMBOK, seems to be the capacity to persuade stakeholders and teammates to work towards a project’s objectives (Pekkinen & Aaltonen, 2015).
- Effective communication is among the most crucial elements of leadership. With the team and stakeholders, the project manager must have open communication. They should be updated on the project’s progress, and any potential problems should be handled.
- Coaching or mentoring should be another helpful role that the project manager assumes. Contributing their thoughts or providing recommendations to enhance a procedure or product might occasionally scare team members. By providing them with encouraging feedback when they contribute, the project manager can aid in their development of self-assurance in their knowledge and capabilities.
- A team member may adopt a detrimental role if improperly managed. If they believe their efforts are not appreciated or are not being paid for, this may occur. Likewise, if they lack clear instructions on what is required of them or are not getting proper training for carrying out jobs (Imam & Zaheer, 2021).
Part B
According to my observations, the likelihood of success for the team directly correlates with how much stress it faces. One might assume that collaborating on a large project with a strict deadline would increase tensions and the likelihood of someone losing their cool and tossing coffee cups at one another. But, I have witnessed teams function flawlessly under extreme stress provided they share a common goal, value one another, and take responsibility for their job (Krasikova et al., 2013).
People frequently rely on their instincts when under stress. The team will be successful if these impulses are to assist one another. You’re doomed when those inclinations seem to be to turn against one another and place the blame on one another. I’ve observed this dynamic at work in a variety of contexts, from little businesses to enormous organizations. It’s not only all the income or the number of vacation days we receive. It all comes down to the way the team gets along and whether people can rely on one another in trying times. I’ve witnessed gossip play out in damaging roles. Talking behind someone else’s back hurts the victim’s reputation and may make them appear self-conscious (Urton & Murray, 2021).
To avoid engaging in gossip-related discourse, I attempt to cut conversations short as soon as I know it. In my family and other places, I have also witnessed supportive roles take shape. In particular, when I’m struggling with something, my brother constantly encourages me to improve in school and other areas of my life. I’ve learned that to navigate life’s challenging situations, I occasionally require help from others.
Part C
Knowing that rumors may be harmful is one thing, but experiencing their impact is entirely different. As I see such roles take shape, I’ve got a lot of ideas. Whenever people criticize their colleagues, I think it’s over for them now.
My heart is breaking for certain people and the predicament they find themselves in. I don’t have to speculate because I have direct knowledge; I can only imagine what it should feel like to be the target of that treatment. That doesn’t feel nice, and many individuals have personal experience. Although those who engage in these practices are bad individuals, when given a chance, they can be changed.
As we can see on Tv, throughout the news, and on the internet, gossip plays a bigger part in the modern world. In addition to witnessing helpful roles in my family and abroad, I have witnessed many destructive roles play out due to gossip. Due to its power to unite or divide people based on how it is used, gossip plays a crucial function in society.
This event showed me that gossip might be used for positive or harmful ends based on how one utilizes it. It can bring people together; if utilized destructively, it can make them drift apart. Everything is dependent on your decision.
References
Harvard Business Review. (2016, November 3). Five Critical Roles in Project Management. Harvard Business Review. https://hbr.org/2016/11/five-critical-roles-in-project-management
Imam, H., & Zaheer, M. K. (2021). Shared leadership and project success: The roles of knowledge sharing, cohesion and trust in the team. International Journal of Project Management, 39(5). https://doi.org/10.1016/j.ijproman.2021.02.006
Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive leadership: A theoretical review, integration, and future research agenda. Journal of Management, 39(5), 1308–1338. https://doi.org/10.1177/0149206312471388
Pekkinen, L., & Aaltonen, K. (2015). PMI (2008) A Guide to the Project Management Book of Knowledge (PMBOK). 4th Edition, Project Management Institute, Newtown Square. – References – Scientific Research Publishing. Scirp.org. https://www.scirp.org/(S(lz5mqp453edsnp55rrgjct55))/reference/ReferencesPapers.aspx?ReferenceID=1404737
Urton, D., & Murray, D. (2021). Project Manager’s Perspectives on Enhancing Collaboration in Multidisciplinary Environmental Management Projects. Project Leadership and Society, 2, 100008. https://doi.org/10.1016/j.plas.2021.100008
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