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 Regarding Feelings, Thoughts and Ideas
2. Moving Towards the Emotionally-competent Project-oriented Society
Objectives and Topics
This paper aims to demonstrate that the management of emotions is a critical competence for project managers, arguing that understanding and addressing the emotional needs of team members is essential for the successful delivery of projects and long-term professional relationships.
- The importance of emotional awareness in project team environments
- Methods for identifying and meeting the diverse needs of stakeholders
- Building rapport and sustaining trust through open communication
- The role of emotional competence in conflict resolution
- Strategies for managing personal and team emotions to boost productivity
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 introduces foundational behaviors for managing emotional intelligence, focusing on fulfilling team needs, fostering long-term professional relationships, and the effective exchange of thoughts and feelings.
2. Moving Towards the Emotionally-competent Project-oriented Society: The author advocates for recognizing emotional management as a core professional competence, providing evidence on how this practice improves project outcomes and team commitment.
Keywords
Project Management, Emotional Intelligence, Interpersonal Skills, Empathy, Communication, Team Dynamics, Conflict Management, Emotional Awareness, Professional Competence, Stakeholder Relations, Human Behavior, Rapport, Trust, Project Success, Leadership
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on the essential role of emotional management within project teams and how project managers can develop people-centered competencies to ensure successful project delivery.
What are the central themes discussed?
Central themes include the necessity of meeting team members' needs, the importance of consistent communication, empathy as a tool for understanding, and the proactive handling of conflicts through emotional awareness.
What is the core research objective?
The objective is to argue that managing emotions is a critical competence for project managers, challenging the omission of this skill in traditional project management knowledge frameworks.
Which scientific methods or approaches are utilized?
The author utilizes a combination of real-life project management experiences and insights from existing literature on human behavior and emotional intelligence by experts such as Goleman, Verma, and Weisinger.
What topics are covered in the main body?
The main body covers practical strategies for emotional engagement, techniques for building rapport over time, and specific behaviors for exchanging information and handling negative emotions constructively.
Which keywords best characterize this work?
Key terms include Emotional Intelligence, Project Management, Empathy, Conflict Management, and Interpersonal Competence.
How does the author define the 'authentizotic' approach?
The author refers to 'authentizotic' as a state involving authentic, genuine communication that prioritizes what is meaningful to the individuals involved, forming the basis for strong team bonds.
Why does the author advocate for focusing on the team instead of individuals?
Drawing on Goleman, Boyatzis, and McKee, the author argues that focusing on the team provides necessary motivational energy and a shared vision that is often difficult to achieve when focusing on individuals in isolation.
- Citar trabajo
- Prof Dr Eddie Fisher (Autor), 2012, Managing Emotions in Project Environments, Múnich, GRIN Verlag, https://www.grin.com/document/196329
