Transcript Welcome Human Factors and Team Dynamics For Quality …

PMI San Francisco Bay Area Chapter Dinner Meeting
Human Factors in
Project Management
Zachary Wong, Ph.D.
University of California, Berkeley Extension
Chevron Energy Technology Company
[email protected]
August 16, 2007
Copyright October 2006, Z. A. Wong All Rights Reserved
Agenda

What are Human Factors and how do they
relate to project management?

How can I use Human Factors to improve my
personal skills– as a individual performer, as a
project manager, or as a team leader?
7 Ways to Improve Your
Management Skills with Human Factors
Copyright October 2006 Z. A. Wong All Rights Reserved
What are Human Factors?
Personality Style
eneration
Family
l Orientation
anguage
ion
Race
Nationality
Beliefs
Gender
ducation
Work Experience
Generation
Achievement
Family
Sexual Orientation
Religion
Age
Personality Style
Language
Occupation
Education
Gender
Work Experience
Race
Nationality
Beliefs
Age
Achievement
Generation
Sexual Orientati
Religion
Language
Occupation
Education
Gender
Achievem
“Human factors are the underlying elements of human
behavior that impact organizational performance. They are
personal values, personality styles, culture, experiences, and
personal emotions that “power” one’s behaviors and
relationships with other people.”
Z. A. Wong, 2005
Copyright October 2006 Z. A. Wong All Rights Reserved
P
Project Failure
When projects fail to meet its goals, it’s not
because of poor strategies, processes, or
controls – projects fail because of poor
management of human behaviors
Copyright October 2006 Z. A. Wong All Rights Reserved
#1
Project Success Depends on Management
of Three Interactive Spaces
Strategies, Standards,
Processes, Business Plan & Resources
Management System
Team Processes & Behaviors
Team Dynamics
Human Factors
Project
Objectives
& Goals
Project
Start
Personal Space
Team Space
Organizational Space
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Project: To Lose Weight
Organizational
Space
Team Space
Your Personal Space
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#2 Know the Motivators of Personal Space
Strategies, Standards,
Processes, Business Plan & Resources
Management System
Team Processes & Behaviors
Team Dynamics
Culture
Project
Start
Values
Experiences
Behaviors
Human Factors
Personal Space
Personality Type
Team Space
Organizational Space
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Project
Objectives
& Goals
Judge or Understand Behaviors?
Behaviors
Values
Culture
Experiences
Personality
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Human Factors are demonstrated in our Behaviors
How do you behave in traffic?
Your feelings about people who
arrive late to your meetings?
Your feelings about people who
“put down” others?
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#3 Manage FEAR
Fear lurks in all three spaces
Silent Killer of
Good Decision-Making
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Fears from Organizational Space
Fear of the Boss
Drives you to comply
How people really felt
No!
Strong
No
What the team decided
Yes!
Weak
No
X
XX
X XXX X X
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X
X
X
X
X
X
Fears from Team Space
Road to Abilene
Each member mistakenly believes that their feelings are
contrary to the group's and is fearful to raise disagreement
Copyright October 2006 Z. A. Wong All Rights Reserved
Team-Based Fears in Decision-Making
• Fear of conflict -- avoid confrontation, “don’t rock the boat”
• Fear of rejection -- desire to be accepted
• Fear of failure – avoid making a mistake in front of team
• Fear of embarrassment -- opinion will be ridiculed
• Fear of accountability – don’t want to be blamed for a bad
outcome
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Fears drive teams to the middle
Road to Mediocrity
Team
Decision
Low risk,
low benefit
alternatives
XXX
X
X
High risk,
high benefit
alternatives
XXXXX
Fear Factor: Risk
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Fears from Personal Space
Idealist
Guardian
Wants team harmony
Wants to get the job done
Fear of conflict and
personal confrontation
Fear of rejection and
being devalued
Rational
Artisan
Wants to achieve
Wants freedom to act
Fear of failure and
looking stupid
Fear of boredom and
being controlled
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Antidote for Fear
Manage Fear, Do Not Ignore It
1.
2.
3.
4.
Elephant in the Room
Be transparent – express your thinking and
feelings
Value diversity – recognize people’s natural
fears
Have “safe” team processes – process drives
behaviors
Build a positive consequent history for smart
“fearless” behaviors
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#4 Do not accept exclusionary behaviors
Silent Killer of
Team Communications
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Are We Shaping the “Right” Behaviors?
Self-centered,
dominant,
over-competitive Aggressive
“Sweet”
Spot
Passive
Apathetic,
withdrawn,
submissive
Take
Action
Low
Threshold
High
Impact/Importance
Exclusionary Behaviors:
Bullies, Whiners, Control Freaks, Know-It-Alls
“Difficult People”
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What’s the Impact of these
Human Factors on Projects?
On February 1, 2003, the Space
Shuttle Columbia broke apart on
On January 28, 1986, the
re-entry into the Earth's
Space Shuttle
Challenger
atmosphere,
killing
all 7 crew
disintegrated
members
aboard.73 seconds
Columbia
Accident
Board
into its flight
after
an Report:
O-ring
“…safety
personnel
were present
seal in its
solid rocket
but passive and did not serve as a
booster failed. NASA’s
channel for voicing concerns or
organizational
dissenting
views.” culture and
decision-making
processes
Board
member, U.S. Air
Force Maj.
Gen.
"there is still
wereJohn
keyBarry,
contributing
evidence
silent
safety program
factors of
to athe
accident.
with echoes of Challenger.“
(1) Organizational and Team
Space Pressures
(2) Normalization of Deviance
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Antidote for Exclusion
1.
2.
3.
4.
Stay in your “sweet spot” -- avoid excluding
yourself and others – practice, practice, practice
Foster involvement
Do not accept exclusionary behaviors
Watch for behavioral creep, “normalization of
deviance,” in your team culture
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#5 Honor Your Personal Space
Silent Killer of
Performance
Strategies, Standards,
Processes, Business Plan & Resources
Management System
Team Processes & Behaviors
Team Dynamics
Project
Start
Personal Space
Project
Objectives
& Goals
Team Space
Organizational Space
Fear, exclusion, difficult people, conflict are “space robbers”
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#6 Raise Your Game to Expand Personal Space
Positive, productive, open, transparent, inclusive
Respect, Recognition, Relevance
“The 3 R’s”
Key Drivers:
1. Fear
2. Stress
3. Exclusion
4. Conflicts
5. Difficult People
6. Mental Baggage
7. “Hot Buttons”
(Values)
“Raise Your Game”
Impatient, aggressive, exclusive, closed-minded, difficult
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#7 Expand Your Personal Space to
Achieve Higher Performance
Strategies, Standards,
Processes, Business Plan & Resources
Management System
Team Processes & Behaviors
Team Dynamics
Project
Start
Expand
“Your Space”
Project
Objectives
& Goals
Personal Space
Team Space
Organizational Space
Increase Your Influence on Team and Organizational Spaces
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Strategies, Standards, Processes, Work Plan & Resources
Management System
Team Processes &
Behaviors
Team Dynamics
Individual Diversity
Expand Your Space
Project
Start
Human Factors
Your
Space
Shared
Space
1. Think outside yourself – understand
how to motivate others
2. Build “positive balanced accounts” with
others (“personal capital”)
3. Be visible
4. Invite people into your space
Copyright October 2006 Z. A. Wong All Rights Reserved
Project
Objectives
& Goals
Summary
To bring out the best in ourselves
and others
1.
2.
3.
4.
5.
6.
7.
Three Spaces of Project Management
Motivators of Your Personal Space
Manage Fear
Practice and Foster Inclusive Behaviors
Honor Your Personal Space
Raise Your Game
Expand Your Personal Space
THANKS!
Copyright October 2006 Z. A. Wong All Rights Reserved