Emotionally Intelligent Project Management
Emotionally Intelligent Project Management
Dev Ramcharan, PMP
Emotionally Intelligent Project Management • Emotional Intelligence is a career differentiator • “Hard” skills are vital, but career optimization requires complementary “soft” skills • Today’s session: • The limits of expertise minus good people skills • Emotional Intelligence 101 • The impact of Conflict and how to manage it • Team Partnership Specialist vs. Team Driver • Ethics and EI • Increasing your EI
The Limits of Expertise Minus Good People Skills Scenarios that can become disastrous without well developed people skills: The “one project wonder” PM The inter-departmental civil war The priority exhausted key resource The vendor – client group stand-off The “nobody’s priority” top priority project The carping, critical, disruptive “Eeyore” team member The Leaning Tower of Pisa PMO methodology headache The project busting IT – Sales project team meeting blow out
Emotional Intelligence 101 • Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups. • Various models and definitions have been proposed of which the ability and trait EI models are the most widely accepted in the scientific literature. • Trait EI is usually measured using self-report questionnaires and has stronger relationships with personality. http://en.wikipedia.org/wiki/Emotional_intelligenc
Emotional Intelligence 101 EI includes four types of abilities: 1.Perceiving emotions • The ability to detect and decipher emotions in faces, pictures, voices, and cultural artifacts—including the ability to identify one's own emotions. • Perceiving emotions represents a basic aspect of emotional intelligence, as it makes all other processing of emotional information possible 1.Using emotions • The ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. • The emotionally intelligent person can capitalize fully upon his or her changing moods in order to best fit the http://en.wikipedia.org/wiki/Emotional_intelligenc task at hand
Emotional Intelligence 101 3. Understanding emotions • The ability to comprehend emotion language • To appreciate complicated relationships among emotions • For example, understanding emotions encompasses the ability to be sensitive to slight variations between emotions • And the ability to recognize and describe how emotions evolve over time 4. Managing emotions • The ability to regulate emotions in both ourselves and in others. • The emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals http://en.wikipedia.org/wiki/Emotional_intelligenc
Emotional Intelligence 101
http://coachingleaders.emotional-climate.com/emotional-intelligenc
Emotional Intelligence 101
The Range of Human Emotions
Bradberry and Greaves, “Emotional Intelligence 2.0”
Emotional Intelligence 101 EMOTIONAL INTELLIGENCE COMPETENCIES
There are five basic competencies that comprise the field of Emotional Intelligence. • The first three are Intra-personal: • they are invisible to others and occur inside of us. • The last two are inter-personal: • they occur between us and other people and are observable in our behavior. • The better developed your intra-personal skills, the easier it is to demonstrate your inter-personal skills. http://www.byronstock.com/ei/eicompetencies.htm
Emotional Intelligence 101 Emotional Self-Awareness •Having the skill to focus your attention on your emotional state • being aware, in-the-moment, of what you're feeling • are you happy, excited, worried, or angry? •Given that information about your emotional state, what should (or shouldn't) you do or say next? • use that information to help you make effective decisions to achieve better outcomes for yourself and others.
Emotional Self-Regulation •Having the skill to be able to choose the emotions you want to experience, rather than being the victim of whatever emotions occur not letting others "push your buttons." •It is about possessing the ability to manage your emotional state. • Do not confuse this with "burying" or "stuffing" your feelings. • The skill to choose the emotions you want - typically to be able to transform negative draining emotional states into positive productive ones. http://www.byronstock.com/ei/eicompetencies.htm
Emotional Intelligence 101 Emotional Self-Motivation •The ability to use your emotions to cause yourself to take positive action to continue to persistently pursue goals even in the face of significant adversity or difficulty. •This is about using your emotions to be positive, optimistic, confident, and persistent rather than negative, pessimistic and second-guessing yourself and your decisions. Empathy •Not to be confused with sympathy - possessing the ability to listen effectively and accurately enough to put yourself in the other person's shoes. • This is not necessarily to agree with them, but to truly understand the situation from their point-of-view in order to improve communication, problem solving, and trust. http://www.byronstock.com/ei/eicompetencies.htm
Emotional Intelligence 101 Nurturing Relationships •
The ability to demonstrate sincere care (as contrasted with "required courtesy") for others. • Through word and deed, demonstrate appreciation for people's efforts and contribution. • This is about setting a positive tone of cooperation no matter how difficult the situation or conversation and having others best interests in mind while focusing on achieving goals to create win-win outcomes.
http://www.byronstock.com/ei/eicompetencies.htm
The Impact of Conflict and How to Manage it • Nature of Conflict • “Conflict is inevitable among humans. Conflict is the perception of differences of interests among people” (L. Thompson) • “A process of social interaction involving a struggle over claims to resources, power and status, beliefs, and other preferences or desires. The aims of the parties in conflict may extend from simply attempting to gain acceptance of a preference, or securing a resource advantage, to the extremes of injuring or eliminating opponents” (H. Bisno) • “Conflict results from incompatibility or opposition in goals, activities, or interaction among social entities” (M.A. Rahim) • “The term “conflict” has no single clear meaning” (Rahim) Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Elements in Defining it: 1. Conflict includes opposing interests between individuals or groups in a zero-sum situation 2. Such opposed interests must be recognized for conflict to exist 3. Conflict involves beliefs, by each side, that the other will thwart (or has already thwarted) its interests 4. Conflict is a process; it develops out of existing relationships between individuals or groups and reflects their past interactions and the contexts in which these took place 5. Actions by one or both sides do, in fact, produce thwarting of others’ goals Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Classifying it •
Affective Conflict •
•
Substantive Conflict •
•
2 interacting social entities, while trying to solve a problem together, become aware that their feelings and emotions regarding some or all the issues are incompatible
2 or more organizational members disagree on their task or content issues
Conflict of Interest •
An inconsistency between 2 parties in their preferences for the allocation of a scarce resource (contention of managers A and B for the same VP’s job) Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Classifying it •
Conflict of Values •
•
2 social entities differ in their values or ideologies on certain issues
Realistic vs. Nonrealistic Conflict •
Former refers to incompatibilities that have a rational content (tasks, goals, values, means and ends)
•
The latter occurs as a result of a party’s need for releasing tension and expressing hostility, ignorance or error
Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Classifying it •
Retributive Conflict •
Situation where the conflicting entities feel the need for drawn-out conflict to punish the opponent •
•
Misattributed Conflict •
•
Each party determines its gains, in part, by incurring costs to the other party
Relates to the incorrect assignment of causes to conflict
Displaced Conflict •
When conflicting prties either direct their frustrations or hostilities to social entities who are not involved in conflict or argue over secondary, not major issues Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it
Conflict Management Modes
The Impact of Conflict and How to Manage it
Conflict Management Modes
http://creativeorgdesign.com/article.htm?id=112&title=Managing_Conflicts_Effectively
The Impact of Conflict and How to Manage it • Managing Conflict •
If resolving it in the moment/at the table is not feasible, park the issue and schedule “time to talk it through” or establish some ground rules for addressing it in “real time”
•
Understand the source and classification of conflict
•
Leverage your Emotional Intelligence to reflect on the needs, feelings and emotions of “all sides”
•
Reach out to engage in dialogue on the source and possible resolution of conflict •
Come to the table with resolution options, clarity on how flexible you can be and clear points related to what your position is and why
•
Reframe the issue of conflict in the context of the bigger picture, the overall joint achievement or end result and its value to both parties
•
Seek to agree on fundamentals regarding “working together”
Team Partnership Specialist vs. Team Driver
• The traditional Hierarchical PM • The limits and dangers of the traditional approach • Services vs process policing • Growing EI component to all interactions • The superiority of a balanced service/compliance mix • Managing the mix
Ethics and EI for PMs PMI Code of Ethics and Professional Conduct : Excerpts 1.1 Vision and Purpose As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives—at work, at home, and in service to our profession. 2. Responsibility 2.1 Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result. 2.2 Responsibility: Aspirational Standards: As practitioners in the global project management community: 2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment. http://www.pmi.org/en/About-Us/Ethics/Code-of-Ethics.aspx
Ethics and EI for PMs
3. RESPECT: Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources. An environment of respect engenders trust, confidence, and performance excellence by fostering mutual cooperation — an environment where diverse perspectives and views are encouraged and valued. 3.2 Respect: Aspirational Standards As practitioners in the global project management community: 3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful. 3.2.2 We listen to others’ points of view, seeking to understand them. 3.2.3 We approach directly those persons with whom we have a conflict or disagreement. 3.2.4 We conduct ourselves in a professional manner, even when it is not reciprocated. Comment: An implication of these provisions is that we avoid engaging in gossip and avoid making negative remarks to undermine another person’s reputation. We also have a duty under this Code to confront others who http://www.pmi.org/en/About-Us/Ethics/Code-of-Ethics.aspx engage in these types of behaviors.
Ethics and EI for PMs 5.3 Honesty: Mandatory Standards As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners: 5.3.1 We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete. 5.3.2 We do not engage in dishonest behavior with the intention of personal gain or at the expense of another. Comment: The aspirational standards exhort us to be truthful. Halftruths and non-disclosures intended to mislead stakeholders are as unprofessional as affirmatively making misrepresentations. We develop credibility by providing complete and accurate information. http://www.pmi.org/en/About-Us/Ethics/Code-of-Ethics.aspx
Increasing Your EI
• Deep personal reflection • Deliberate observation and dialogue • On-line self tests • Blogs • Good books / monographs on, or including, the subject • Ask an emotionally intelligent peer to coach you • Film, Literature, Art
Conclusion
• • • • • •
The limits of expertise minus interpersonal skills Emotional Intelligence 101 The impact of Conflict and how to manage it Team Partnership Specialist vs. Team Driver Ethics and EI Increasing your EI
Q&A
A final image
Dev Ramcharan, PMP
Emotionally Intelligent Project Management • Emotional Intelligence is a career differentiator • “Hard” skills are vital, but career optimization requires complementary “soft” skills • Today’s session: • The limits of expertise minus good people skills • Emotional Intelligence 101 • The impact of Conflict and how to manage it • Team Partnership Specialist vs. Team Driver • Ethics and EI • Increasing your EI
The Limits of Expertise Minus Good People Skills Scenarios that can become disastrous without well developed people skills: The “one project wonder” PM The inter-departmental civil war The priority exhausted key resource The vendor – client group stand-off The “nobody’s priority” top priority project The carping, critical, disruptive “Eeyore” team member The Leaning Tower of Pisa PMO methodology headache The project busting IT – Sales project team meeting blow out
Emotional Intelligence 101 • Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups. • Various models and definitions have been proposed of which the ability and trait EI models are the most widely accepted in the scientific literature. • Trait EI is usually measured using self-report questionnaires and has stronger relationships with personality. http://en.wikipedia.org/wiki/Emotional_intelligenc
Emotional Intelligence 101 EI includes four types of abilities: 1.Perceiving emotions • The ability to detect and decipher emotions in faces, pictures, voices, and cultural artifacts—including the ability to identify one's own emotions. • Perceiving emotions represents a basic aspect of emotional intelligence, as it makes all other processing of emotional information possible 1.Using emotions • The ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. • The emotionally intelligent person can capitalize fully upon his or her changing moods in order to best fit the http://en.wikipedia.org/wiki/Emotional_intelligenc task at hand
Emotional Intelligence 101 3. Understanding emotions • The ability to comprehend emotion language • To appreciate complicated relationships among emotions • For example, understanding emotions encompasses the ability to be sensitive to slight variations between emotions • And the ability to recognize and describe how emotions evolve over time 4. Managing emotions • The ability to regulate emotions in both ourselves and in others. • The emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals http://en.wikipedia.org/wiki/Emotional_intelligenc
Emotional Intelligence 101
http://coachingleaders.emotional-climate.com/emotional-intelligenc
Emotional Intelligence 101
The Range of Human Emotions
Bradberry and Greaves, “Emotional Intelligence 2.0”
Emotional Intelligence 101 EMOTIONAL INTELLIGENCE COMPETENCIES
There are five basic competencies that comprise the field of Emotional Intelligence. • The first three are Intra-personal: • they are invisible to others and occur inside of us. • The last two are inter-personal: • they occur between us and other people and are observable in our behavior. • The better developed your intra-personal skills, the easier it is to demonstrate your inter-personal skills. http://www.byronstock.com/ei/eicompetencies.htm
Emotional Intelligence 101 Emotional Self-Awareness •Having the skill to focus your attention on your emotional state • being aware, in-the-moment, of what you're feeling • are you happy, excited, worried, or angry? •Given that information about your emotional state, what should (or shouldn't) you do or say next? • use that information to help you make effective decisions to achieve better outcomes for yourself and others.
Emotional Self-Regulation •Having the skill to be able to choose the emotions you want to experience, rather than being the victim of whatever emotions occur not letting others "push your buttons." •It is about possessing the ability to manage your emotional state. • Do not confuse this with "burying" or "stuffing" your feelings. • The skill to choose the emotions you want - typically to be able to transform negative draining emotional states into positive productive ones. http://www.byronstock.com/ei/eicompetencies.htm
Emotional Intelligence 101 Emotional Self-Motivation •The ability to use your emotions to cause yourself to take positive action to continue to persistently pursue goals even in the face of significant adversity or difficulty. •This is about using your emotions to be positive, optimistic, confident, and persistent rather than negative, pessimistic and second-guessing yourself and your decisions. Empathy •Not to be confused with sympathy - possessing the ability to listen effectively and accurately enough to put yourself in the other person's shoes. • This is not necessarily to agree with them, but to truly understand the situation from their point-of-view in order to improve communication, problem solving, and trust. http://www.byronstock.com/ei/eicompetencies.htm
Emotional Intelligence 101 Nurturing Relationships •
The ability to demonstrate sincere care (as contrasted with "required courtesy") for others. • Through word and deed, demonstrate appreciation for people's efforts and contribution. • This is about setting a positive tone of cooperation no matter how difficult the situation or conversation and having others best interests in mind while focusing on achieving goals to create win-win outcomes.
http://www.byronstock.com/ei/eicompetencies.htm
The Impact of Conflict and How to Manage it • Nature of Conflict • “Conflict is inevitable among humans. Conflict is the perception of differences of interests among people” (L. Thompson) • “A process of social interaction involving a struggle over claims to resources, power and status, beliefs, and other preferences or desires. The aims of the parties in conflict may extend from simply attempting to gain acceptance of a preference, or securing a resource advantage, to the extremes of injuring or eliminating opponents” (H. Bisno) • “Conflict results from incompatibility or opposition in goals, activities, or interaction among social entities” (M.A. Rahim) • “The term “conflict” has no single clear meaning” (Rahim) Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Elements in Defining it: 1. Conflict includes opposing interests between individuals or groups in a zero-sum situation 2. Such opposed interests must be recognized for conflict to exist 3. Conflict involves beliefs, by each side, that the other will thwart (or has already thwarted) its interests 4. Conflict is a process; it develops out of existing relationships between individuals or groups and reflects their past interactions and the contexts in which these took place 5. Actions by one or both sides do, in fact, produce thwarting of others’ goals Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Classifying it •
Affective Conflict •
•
Substantive Conflict •
•
2 interacting social entities, while trying to solve a problem together, become aware that their feelings and emotions regarding some or all the issues are incompatible
2 or more organizational members disagree on their task or content issues
Conflict of Interest •
An inconsistency between 2 parties in their preferences for the allocation of a scarce resource (contention of managers A and B for the same VP’s job) Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Classifying it •
Conflict of Values •
•
2 social entities differ in their values or ideologies on certain issues
Realistic vs. Nonrealistic Conflict •
Former refers to incompatibilities that have a rational content (tasks, goals, values, means and ends)
•
The latter occurs as a result of a party’s need for releasing tension and expressing hostility, ignorance or error
Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it • Classifying it •
Retributive Conflict •
Situation where the conflicting entities feel the need for drawn-out conflict to punish the opponent •
•
Misattributed Conflict •
•
Each party determines its gains, in part, by incurring costs to the other party
Relates to the incorrect assignment of causes to conflict
Displaced Conflict •
When conflicting prties either direct their frustrations or hostilities to social entities who are not involved in conflict or argue over secondary, not major issues Rahim, M. Afzalur, Managing Conflict in Organizations, 3rd edition, , Quroum Books, 2
The Impact of Conflict and How to Manage it
Conflict Management Modes
The Impact of Conflict and How to Manage it
Conflict Management Modes
http://creativeorgdesign.com/article.htm?id=112&title=Managing_Conflicts_Effectively
The Impact of Conflict and How to Manage it • Managing Conflict •
If resolving it in the moment/at the table is not feasible, park the issue and schedule “time to talk it through” or establish some ground rules for addressing it in “real time”
•
Understand the source and classification of conflict
•
Leverage your Emotional Intelligence to reflect on the needs, feelings and emotions of “all sides”
•
Reach out to engage in dialogue on the source and possible resolution of conflict •
Come to the table with resolution options, clarity on how flexible you can be and clear points related to what your position is and why
•
Reframe the issue of conflict in the context of the bigger picture, the overall joint achievement or end result and its value to both parties
•
Seek to agree on fundamentals regarding “working together”
Team Partnership Specialist vs. Team Driver
• The traditional Hierarchical PM • The limits and dangers of the traditional approach • Services vs process policing • Growing EI component to all interactions • The superiority of a balanced service/compliance mix • Managing the mix
Ethics and EI for PMs PMI Code of Ethics and Professional Conduct : Excerpts 1.1 Vision and Purpose As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and we aspire to meet these standards in all aspects of our lives—at work, at home, and in service to our profession. 2. Responsibility 2.1 Responsibility is our duty to take ownership for the decisions we make or fail to make, the actions we take or fail to take, and the consequences that result. 2.2 Responsibility: Aspirational Standards: As practitioners in the global project management community: 2.2.1 We make decisions and take actions based on the best interests of society, public safety, and the environment. http://www.pmi.org/en/About-Us/Ethics/Code-of-Ethics.aspx
Ethics and EI for PMs
3. RESPECT: Respect is our duty to show a high regard for ourselves, others, and the resources entrusted to us. Resources entrusted to us may include people, money, reputation, the safety of others, and natural or environmental resources. An environment of respect engenders trust, confidence, and performance excellence by fostering mutual cooperation — an environment where diverse perspectives and views are encouraged and valued. 3.2 Respect: Aspirational Standards As practitioners in the global project management community: 3.2.1 We inform ourselves about the norms and customs of others and avoid engaging in behaviors they might consider disrespectful. 3.2.2 We listen to others’ points of view, seeking to understand them. 3.2.3 We approach directly those persons with whom we have a conflict or disagreement. 3.2.4 We conduct ourselves in a professional manner, even when it is not reciprocated. Comment: An implication of these provisions is that we avoid engaging in gossip and avoid making negative remarks to undermine another person’s reputation. We also have a duty under this Code to confront others who http://www.pmi.org/en/About-Us/Ethics/Code-of-Ethics.aspx engage in these types of behaviors.
Ethics and EI for PMs 5.3 Honesty: Mandatory Standards As practitioners in the global project management community, we require the following of ourselves and our fellow practitioners: 5.3.1 We do not engage in or condone behavior that is designed to deceive others, including but not limited to, making misleading or false statements, stating half-truths, providing information out of context or withholding information that, if known, would render our statements as misleading or incomplete. 5.3.2 We do not engage in dishonest behavior with the intention of personal gain or at the expense of another. Comment: The aspirational standards exhort us to be truthful. Halftruths and non-disclosures intended to mislead stakeholders are as unprofessional as affirmatively making misrepresentations. We develop credibility by providing complete and accurate information. http://www.pmi.org/en/About-Us/Ethics/Code-of-Ethics.aspx
Increasing Your EI
• Deep personal reflection • Deliberate observation and dialogue • On-line self tests • Blogs • Good books / monographs on, or including, the subject • Ask an emotionally intelligent peer to coach you • Film, Literature, Art
Conclusion
• • • • • •
The limits of expertise minus interpersonal skills Emotional Intelligence 101 The impact of Conflict and how to manage it Team Partnership Specialist vs. Team Driver Ethics and EI Increasing your EI
Q&A
A final image
