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Project Manager : Project Manager Aug Sept 2012
www.aipm.com.au Project Manager 37 themselves with people and teams who will provide rich information and who are able to offer contrar y opinions. given the natural human tendency to restrict input dur ing times of stress, the challenge is to create a climate in which leaders and leadership teams have access to as much rich infor mation as possible. In order to do this, leaders must rely on their teams and, so they can rely on them during a crisis, they have to know how to build and support their teams. Communication is the key to supporting teams ex plicit communication applies to low workload conditions, while implicit coordination needs to increase as the work load increases. serfaty and entin (1993) suggest that changes from e x plicit to implicit communication can help teams maintain performance under time pressure. Implicit coordination patterns, anticipatory behav iour and redirection of the team communication strategy are evident under conditions of increased time pressure. Leaders might encourage implicit communication patterns by updating team me mbers frequently, encouraging them to anticipate the needs of others by offering unrequested information, minimising interruptions to team members who are engaged with detailed or exacting tasks and articulating plans at a high level in order to allow flexibility in critical situations. These findings have important implications for project leadership. If leaders are able to focus on priorities while protecting their teams from the full impact of the sources of stress, it is likely the teams will be able to continue to perform operations effectively. ••• LEADErs musT rELy ON THEIr TEAms AND ... KNOW HOW TO buILD AND suppOrT THEm brAcING fOr sTrEss Leaders can support their teams during periods of stress by: • encouraging team members to use their intuition • expecting team members to anticipate information needs of all stakeholders • encouraging rich and multi-dimensional information transfer • drafting high level plans to allow for flexibility and rapidity of response by teams • protecting those assigned to detailed tasks from as much stress as possible • communicating trust in the team • avoiding micromanagement
Project Manager June July 2012
Project Manager Oct Nov 2012