6.1.1. because of conflict people can think

6.1.1.     Not Trusting

people is important part of teamwork and it will only be possible if they know
each other. The members of the team should be acquainted both in personal and
professional manner, particularly while building the projects where sometimes
the tensions will be high. Or else members will not understand each
other, they will not want to engage because they have not made the
human connection and they will not be able tofully trust each other.

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6.1.2. Conflict of

can be usefull sometimes and can trigger healthy debates at times. It is
possible that because of conflict people can think differently, share different
point of view ,exapand their explorations etc. Thus different opinions are not such
a bad thing. How we handle these conflict makes a


6.1.3. Information not

is power only when it is shared. Team members of project all bring
a unique set of knowledge, skill, wisdom and experience to
the table. Thus effective project teams without fear share generously
and regularly for the benefit of everyone and for the overall benefit of
the project’s success. This in totality makes the capability of the
whole team grow exponentially and gives the team ultimate power. 


6.1.4. Lack of

of team members is crucial to project’s success. If team members are
engaged on a given project they will be interested in what they do, will
be committed to the project mission and will be willing to go the extra
mile. They will be present physically , mentally and emotionally. The key
to engagement in any activity is involvement – and by involving others in
something you make it impossible to stay detached.






6.1.5. Less

lack of transparency, trust will have to suffer – both within the project
team and with the client’s end. Transparency is thus becoming the presumed
norm in project and programme management and so the expectations are
growing rapidly. It starts at the top of pile: the more senior you
are, the more responsibility you have to perceive, you have to  be a role model for this. Team will
follow the leader’s behaviours, good or bad. When it is done well
it will have a positive cascade effect throughout the organisation.


6.1.6. Lack of
long-term thinking

leaders have to get past the day-to-day urgencies, and see the bigger
picture and has to consider how all parts of the project fit
together. For the project team, what it means is we have to think beyond our
present scope of horizon and think outside the box for the betterment of the
subject at client’s end. This is all about the sustainability and success
of business in long run. Thus long term success of project will require a long
term thinking.


6.1.7. Poor management

unless carefully managed is constant, it can be important to teamwork
and results. It starts and ends with communication and sharing.
Whenever,  and if you think that you have communicated
enough, you will have to communicate some more and also it needs to be
very interactive. We have to be aware of the change curve, or of the
four predictable stages of change that are denial or resistance,
emotional, hopeful, commitment. Each stage is necessary, but the
amount of time someone spends in a stage can be managed and preferably kept to
a minimum optimum.