Project Management Diploma Course – Unit Eight – Page 1
PROJECT MANAGEMENT
DIPLOMA COURSE
UNIT EIGHT
INTERPERSONAL SKILLS
TUTOR TALK: The Learning Outcomes for this assignment are:
• Define the techniques that characterise listening and communication giving steps
to take to improve these techniques.
• Describe the five different methods of handling conflict.
• Summarise the three negotiating skills.
Introduction
As discussed in the previous lesson, leadership skills are closely related to the ability of a project
manager to listen, manage conflict, and negotiate successfully with the project team and anyone else
involved in the project cycle.
Listening and the art of communication
Although to listen and communicate sounds easy, it is often very difficult under certain
circumstances, such as when you are angry. Listening is a critical interpersonal skill which needs to
be developed by project managers in order to lower the possibility of conflict and to ensure that the
right ideas are being communicated to the relevant people during a project cycle. Consequently, it is
important to understand what listening and communication actually means.
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What is listening and communication?
A good listener really hears what is being said!
Listening is the ability to hear what is being said and communication is the ability to explain one’s
own comments, ideas or suggestions clearly. An important aspect of good listening and
communication is the ability to be empathetic or show interest and understand what the other
members of the project management team are trying to say.
Listening and communication techniques
Listening and communication is characterised by a number of techniques which a project manager
should apply, namely to:
• Concentrate on what is being said,
• Withhold criticism until the whole idea is completed,
• Think about what has been said, and
• Respond to the issues raised.
These techniques can be improved by following a number of listening and communication steps,
namely:
1. Ask searching questions to show that there is active listening. By doing so the project
manager is able to direct the conversation and keep the issue in clear focus.
2. Repetition or repeating one’s own viewpoints or ideas ensures that important points made are
heard by others. By doing so the project manager can clarify confusing statements which
complicate the issue and could lead to further misunderstandings. Repetition should not be
overused and should only be applied when others have not understood what is being said.
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3. Reiteration or repeating the views expressed by someone else is useful to make sure that the
project manager correctly heard what was being said.
4. Positive body language or showing interest in what is being by the way one looks or body
posture shows that every effort is being made by the project manager to listen. Positive body
language avoids negative signs and possibly destructive signs such as impatience, restlessness
or simple disinterest (such as yawning).
Despite these techniques to facilitate communication and general listening skills, the project manager
will often encounter certain pitfalls when applying these skills during the project cycle and are listed
below with some suggestions for their resolution.
• Anxiety: Where fears or some prior expectations are held by some. The project manager
should approach anxieties openly by acknowledging such fears and confronting them
directly.
• Bias or subjectivity: Where prejudice or other feelings of unfairness are present during the
communication process. The project manager should deal with bias by confronting it where it
occurs, keeping an open mind and being aware of possible criticisms which may emerge
during the course of discussions without taking them to heart.
• Language: Often the project manager may need to communicate with people in other
languages which can be frustrating if the other language is not well understood. The project
manager should be clear about important terms and actions that may have to be
communicated with other members of the project management team whose home language is
different. In addition, the project manager should be aware and patient with people of a
different language background and keep an open mind about poor expression.
These techniques can prepare a project manager for possible disruptions in communicating with
others. Despite such preparation, the project manager may often encounter conflict during the project
cycle and will need to resolve such issues properly so that a project can continue without mishap.
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Managing conflict effectively
One of the main concerns in any working relationship is the element or
possibility of disagreement. The project manager, especially the project
leader, needs to be aware of sources of friction or such disagreements in
order to resolve them so that the project process is not disrupted
unnecessarily.
Managing conflict effectively has therefore become an important
interpersonal skill in order to ensure the continuation and successful
completion of a project. Subsequently, the project manager or leader
needs to have a clear idea of what conflict actually is and whether it is
such a bad thing.
He who stirs my
anger controls me!
What is conflict?
Conflict is the expression of disagreement or anger between two or more people. Conflict can be a
positive or useful source of energy to the project cycle as it can raise issues which need to be
resolved in order for a project to be successfully completed. Functional or positive conflict can
therefore be useful to project management by highlighting issues that need to be looked at in order
for a project to succeed. On the other hand, and more commonly speaking, conflict can be
destructive when it is not handled correctly or resolved in time. This situation can lead to a project’s
possible failure. Whether it is good or bad, the project manager should be well prepared for conflict
by being aware of its possible causes and knowing how to handle them if they occur.
What are the causes of conflict?
Before looking at the more common causes of conflict, it must be remembered that conflict is
inherent or a natural phenomenon. This means that conflict always exists but as long as it is not
destructive it does not need specific handling.
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Some of the more common causes of conflict are:
• Feelings of alienation and loneliness,
• Poor working conditions,
• High stress,
• Concern over individual abilities,
• Dissatisfaction with management performance,
• Lack of confidence,
• Unfulfilled expectations,
• Different attitudes, values, perceptions and beliefs,
• A generally aggressive and competitive nature, and
• Poor communication (misinformation, miscalculations, uncertainty).
Conflict can be expressed in a number of ways. These range from criticism and avoidance of the
issue to confrontation and violence.
Handling conflict
There are a number of approaches to resolve conflict. The choice of a particular approach depends on
the circumstances of the conflict. In general, conflict can be resolved by one of the following
methods, namely:
• Withdrawal:
This is where a person or group will not admit to the conflict or does not think the issue needs
attention. The problem with this approach is that the issue can smoulder and reappear in a
more intensified form at a later date. However, withdrawal can be useful in situations where
dealing with the issue could result in more problems or where other issues need more urgent
attention. The project manager must therefore consider this approach if circumstances like
those mentioned before are not present, that is, that other more urgent issues need to be
attended to or that an attempt to deal with the problem may lead to further conflict.
• Smoothing:
This is where a person or group capitulate or change their views to settle the issue.
Smoothing does not resolve the conflict but can be useful if more urgent issues need
attention. The project manager can consider smoothing so an issue can be temporarily
“resolved” and returned to at a latter stage to be explored further. Reasons for this approach
can include time limits or cost pressures which need to be monitored and applied closely.
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• Persuasion:
This is where a person or group convince the other person or group to agree with their views.
Persuasion resolves conflict in that the issue is dealt with but depends on the project
manager’s abilities to persuade the other party to agree to their view. This approach can be
useful if the project manager is persuasive and knows when to consider others views and not
just convince them to totally change their views.
• Compromising:
This is where a person or group seek to find mutually acceptable solutions which partially
satisfy those in conflict. Compromising therefore involves finding a quick middle ground or
an exchange of concessions. This approach is useful to the project manager where both
individuals are prepared to find a solution which is a compromise between the demands or
views of these parties.
• Joint problem solving:
This is where a person or group are prepared to resolve their differences by exploring each
others concerns and ideas. Joint problem solving is a form of exploring the disagreement and
finding an alternative that both parties can agree to. What is useful about this approach is that
it allows both parties to learn about each other. This approach is useful to the project manager
where there is mutual interest in this approach in order to avoid large-scale or more
destructive confrontation. It is essential however that the project manager be aware of the
need for honest discussion and that there is time available for this approach (which can be
very time consuming).
Choosing an appropriate approach largely depends on the project manager’s experience and reading
of the particular circumstances in which the conflict occurred. The project manager should consider
the possible effects of the chosen approach on the time and costs of the project. Often the best
approach is one which resolves the conflict long enough for the project to be successfully completed
within the time schedule and costs calculated at its launch. Other considerations for resolving
conflict are:
• Finding an appropriate venue (usually away from the place of conflict or a more “neutral
territory” so that those in conflict feel more comfortable and the conflict can then be resolved
more quickly), and
• Having a willingness to discuss the issues which led to conflict in the first place.
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Negotiating successfully
Although often used to resolve conflict, negotiation is perhaps the most popular approach for finding
common solutions to ideas held by people. Negotiation provides an opportunity to accommodate
different interests and views without the need to resort to conflict or other destructive processes. In
project management, negotiation skills may be useful for resolving different issues or views held by
project team members, for example deciding on the most appropriate project strategy during the
course of project planning, or for getting an acceptable deal with suppliers and outside contractors in
terms of project costs and materials.
Before outlining some useful negotiating skills for project managers, a brief description of
negotiation follows.
What is negotiation?
To negotiate means to trust in others for a more lasting solution!
By definition, negotiation is a voluntary process which involves joint decision-making. Negotiation
is a process where two or more people with different views or interests meet together to find a
common solution and agenda of what to do and how to go about it. In this way an agreeable common
ground or solution can be found, and in the case of a project, a possible conflict of interests can be
avoided so that the cycle can be completed successfully - on time and within the original estimated
costs. Importantly negotiation only takes place between people who have different ideas or views
which they would like to see implemented during the project cycle but in a consentient or fair
manner.
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Negotiation skills
A number of steps can be taken to prepare the project manager for negotiations, namely:
1. Preparation: The project manager needs to be clear about ideas and views held and identify
the position of others before beginning to negotiate (and clarify where a common ground can
exist).
2. Strategising: The project manager needs to determine what is vital for the project’s success
and keep these points in mind when going into negotiation. However such a person should
remain realistic and consider both the ideal agreement or conclusion and the worst possible
settlement which might have to be accepted.
3. Commitment: The project manager needs to be firm yet flexible, choose the order of priorities
and avoid posturing. Negotiation is about listening and exchanging views not winning!
Subsequently, it is crucial that trust is formed and prevails throughout this process and honest
and open communication is maintained. It is critical that neither party takes over the
discussions and puts their own views forward without the consent of others.
Finally, it should be remembered that just because negotiations take place an agreement does not
have to be found. Rather, negotiations are useful for finding a middle-ground voluntarily or where
responsible parties can reach a common arrangement and remain committed towards it during the
project cycle. In the case of negotiating with project members, it must be noted that such a process is
only useful in circumstances where no clear delegation or division of duties and responsibilities
exists.
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Review
• Interpersonal skills, notably the ability to listen, manage conflict effectively, and negotiate are
critical for a project’s success.
• Poor listening skills, the inability to handle conflict effectively and a lack of understanding of
what negotiation is truly about can threaten a project’s chances for completion.
• Since people make a project work, the project manager needs to develop interpersonal skills
in order to make sure a project proceeds smoothly and fulfils its original target on time and
within the budget scheduled.
TUTOR TALK: Again, well done on all your effort. We hope that you are enjoying the
course. Now move on and complete your question paper relating to this unit.
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“The goal you set must be challenging. At the same time, it should be realistic and attainable, not
impossible to reach. It should be challenging enough to make you stretch, but not so far that you
break.”
Rick Hansen
Project Management Diploma Course – Unit Eight – Page 10
Project Management Diploma Course – Unit Eight – Page 11
STUDENT NOTES: Please use the space below for recording what you consider to be
any pertinent information or notes. You may find it helpful to refer back to it later on!
Project Management Diploma Course – Unit Eight – Page 12
STUDENT NOTES: Please use the space below for recording what you consider to be
any pertinent information or notes. You may find it helpful to refer back to it later on!