The management of feelings in projects is important. Project managers who recognise this and act accordingly, are more likely to deliver their projects successfully. Managing emotions in projects is of particular importance due to the nature of projects. They are temporary organisations that often consist of a mixture of people from both inside and outside of the organisation. Project managers often do not exercise direct line management responsibility over these so they need to manage the emotions of people over which they have no control.
This variety of human beings such as contractors, vendors and so on, needs emotionally-aware project managers who are 'strong in interpersonal skills, knowing how to create an environment where people feel valued and motivated to contribute to their maximum potential, and where problems are considered challenges and errors are considered learning experiences (Verma, 1996). It is, therefore, essential that project managers in the Project-oriented society become competent in managing the feelings of people well within their projects.
Table of Contents
1. Emotions in Projects
1.1 Meeting Each Other's Needs
1.2 Relating To Each Other Over Time
1.3 Exchanging Information About Feelings, Thoughts and Ideas
2. Moving Towards the Emotionally-competent Project-oriented Society
Objectives & Core Topics
This paper explores the critical role of emotional management in project environments, arguing that project managers must develop interpersonal competencies to navigate the emotional landscape of temporary teams effectively. It examines how recognizing, understanding, and addressing the emotional needs of diverse stakeholders contributes to project success and team cohesion.
- The necessity of meeting the emotional needs of project team members to build trust.
- The importance of fostering long-term personal relationships within transient project structures.
- Effective techniques for exchanging thoughts, ideas, and feelings to prevent conflict.
- Strategies for project managers to transition from purely technical oversight to emotionally intelligent leadership.
- The integration of emotional competence as a core skill within the professional project management body of knowledge.
Excerpt from the Book
1.1 Meeting Each Other's Needs
When people have the need for something, they often enter into personal relationships with others so that their needs can be fulfilled. For example, if you want to learn how to snowboard, you develop a relationship with someone who is an expert who will pass on his knowledge to you. Or if you want to know more about collecting stamps, meet a philatelist and ask him questions.
But for this to work, you also need to consider what you can give to these people in return for what they have given you. In order to establish a long-lasting, solid and productive relationship, you need to reciprocate favours. By meeting each other's needs, you are more likely to establish this desired relationship with others (Weisinger,1998).
This approach is particularly important in project team environments to gain the trust and support of those over whom you do not necessarily exercise any direct line management control. To identify what the needs of others are and how they feel, you have to communicate with them. You have to understand how others feel about themselves , others and the world around them. You need to communicate with people because the spoken word contains details of how people feel. You must also listen carefully to what they have to say. Put yourself in the other person's place. Try to answer the question 'What does he/she really need?' Empathise with people.
Summary of Chapters
1. Emotions in Projects: This chapter establishes the foundational premise that managing emotions is essential for project managers to influence team performance and resolve interpersonal misunderstandings effectively.
2. Moving Towards the Emotionally-competent Project-oriented Society: This chapter argues against the omission of emotional management in standard project management frameworks, positioning it as a fundamental competence necessary for achieving project goals.
Keywords
Project management, Emotional intelligence, Interpersonal skills, Conflict management, Team dynamics, Emotional awareness, Empathy, Communication, Leadership, Professional competence, Stakeholder relations, Project success, Social skills, Emotional regulation, Organizational behavior
Frequently Asked Questions
What is the primary focus of this document?
The paper focuses on the critical importance of project managers developing emotional competence to manage diverse project teams successfully.
What are the central themes discussed in the work?
Central themes include emotional awareness, the necessity of mutual needs satisfaction, the cultivation of professional relationships, and the transformation of conflict into positive outcomes.
What is the author's primary objective or research question?
The objective is to argue that managing the emotions of people should be recognized as a core competence for project managers, challenging current professional standards that often overlook this aspect.
Which scientific methods or approaches are utilized?
The author combines personal experiences from real-life project management with established academic theories from experts such as Goleman, Honey, and Verma to support their findings.
What core topics are covered in the main body?
The body covers techniques for meeting team needs, the development of relationships over time, strategies for exchanging feelings and ideas, and building emotional competence in a project-oriented society.
Which keywords best characterize this publication?
Key terms include emotional intelligence, project management competence, interpersonal communication, and team emotional regulation.
How should a project manager handle negative emotions in a team?
The author advises waiting until one is in a stable frame of mind, then addressing feelings openly and honestly rather than ignoring them, while using neutral, non-defensive language.
What is the significance of the term 'authentizotic'?
Coined by Kets de Fries, it describes an environment characterized by 'authentic' (genuine) and 'zotic' (meaningful to the individual) interactions, which are essential for team bonding.
Why does the author emphasize that project managers often lack direct authority?
Because project managers frequently lead temporary teams with members from outside their direct line of authority, emotional influence becomes their primary tool for securing cooperation and trust.
- Quote paper
- Dr Eddie Fisher (Author), 2007, Manage feelings in your projects well, and you are more likely to deliver your projects successfully, Munich, GRIN Verlag, https://www.grin.com/document/112182
