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Meredith Brafman - Twist (Chocolate/Vanilla combo)
Axel Filenius - Strawberry
Elva Gao- Strawberry
Haoyu Gu - Vanilla
Oliver Matte - Vanilla (Lactose Free)
Charles Knealing - Mint
Miranda Pickup- Mint Chocolate Chip
Daniel Quiroga- Cookies & Cream
Harriet Thomas - Carmel
Alvaro Echevarria- Coconut
Module 1
Reading Assignment: chapter: 1-2
1)
2)
3)
4)
PMBOK Guide (Guide to the Project Management Body of Knowledge
“You cannot make up for soft skills with hard work”
“PMs who master emotional intelligence will set themselves apart from other PMs”
“Emotional Intelligence: the ability to monitor one’s own and others’ feelings and
emotions to discriminate among them and to use the information to guide one’s thinking
and action.”
5) “The abilities to recognize and regulate emotions in ourselves and others”
6) Measuring Emotional Intelligence
7) We can improve our emotional intelligence.
8) IQ, EQ, MQ
9) “Project managers must be emotionally intelligent”
10) Core emotional Competencies of PMs:
a) Self Awareness
b) Motivation
c) Conscientiousness
d) Interpersonal Sensitivity
e) Emotional Resilience
f) Influence
11) “Project management is getting work dones through others
12) Benefits of Emotional intelligence for PMs
a) Develop stakeholder relationships to support the project’s success
b) Anticipate and avoid emotional breakdowns
c) Deal with difficult team members and manage conflict
d) Leverage emotional information to make better decisions
e) Communicate more effectively
f) Create a positive work environment and high team morale
g) Cast a vision for shared project objectives that will attract, inspire, and motivate
the project team.
13) “Emotion Is Information”
14) “As a PM, you live or die by your resources”
15) Interpersonal skills from the PMBOK:
a) Leadership
b) Team Building
c) Motivation
d) Communication
e) Influencing
f) Decision Making
g) Political and Cultural Awareness
h) Negotiation
16) Emotion: “A mental state that arises spontaneously rather than through consious effort
and is often accompanied by physiological changes; a feeling…”
17) SASHET (Scared, angry, sad, happy, excited, tender)
18) Golemen’s framework:
a)
Introduction Lec:
- You cannot truly listen to anyone and do anything else at the same time
IMAGINE PROJECT MANAGEMENT:
1. Typical Project Process:
a. Initialize -> Plan & Schedule -> Execute -> Monitor -> Close
2. Project managers get work done through other people
3. Why do projects fail?
a. Unclear goals
b. Insufficient communication
c. Weak leadership
d. Poor planning
e. Lack of resources
f. Change in priorities
g. Unresolved conflicts
h. Poor team formations
4. What do we need to share in a project team?
a. Shared vision
b. Shared values
c. Communication
d. Engagement
e. Motivation
f. Trust
5. PM hard skills:
a. Budgeting, measures and metrics, project planning, resource allocation, timeline
management
6. PM soft skills:
a. organization, diplomacy, conflict resolution, adaptability, public speaking
7. What is the difference between hard and soft skills?
a. Hard: more tangible: easier to define, learn, and teach - industry specific
b. Soft: less tangible: harder to define, learn, and teach - universal
EI MINI SELF ASSESSMENT
EI and EMOTIONS:
1. EQ is the ability to recognize and regulate emotions in ourselves and in others
2. Four Parts of EI
a. Perceiving emotions
b. Understanding emotions
c. Using emotions
d. Managing emotions
3. IQ v EQ v Personality
a. IQ and personality relatively fixed
b. EQ not dependent on IQ and can be developed throughout your life
4. 4 skills of EI
a. Self-Awareness, Self-Management, Social Awareness, Relationship
Management
5. Emotions: “a natural instinctive state of mind deriving from one’s circumstances, mood or
relationships with others
6. SASHET
a. Scared, Angry, Sad, Happy, Excited, Tender
b. Emotions are not good or bad but emotions may effect your behavior differently.
7. Posture and Emotions: happier pose = happier mood (strong effect)
8. What can you do when you feel a little stressed and worn down:
a. Put on your favorite Clothes
b. Go for a walk
c. Exercise
d. Write down 5 things you are thankful for
e. Think of a recent win
f. Breath right
g. Talk with another person
h. Tell someone thank you
i. Help someone
j. Have a drink of cool water
9. Self Awareness: understanding ourselves and our emotions.
10. Self Confidence: the ability to be grounded, secure, and self-assured in whatever
situation we find ourselves in.
11. IQ?
a. Measuring our mental horsepower, verbal comprehension, perceptual reasoning,
memory, how fast we learn relative to others
12. Personality?
a. Traits such as: extraversion, agreeableness, neuroticism, open-mindedness
WHY EI MATTERS for PMs
1. Breakdowns
a. Criticizing others, slamming doors, sarcasm, venting tirades, withdrawal, giving
up, withholding info, chickening out
2. Plutchik’s Wheel
a. Assess where we are and understand our behaviors may be altered by our
emotions
3. EI lets us get a better idea (intuitive) of what we need to do next (gut sense)
HW 1
1. Physical Resilience: sitting down is bad if do for too long, move your body
2. Emotional Resilience: Be gentle with yourself and take care of your emotional state
3. Mental Resilience: stretch your mental facilities
4. 3:1 positive emotion Ratio
5. Stress body indicators: pounding heart, breathing harder => change your thoughts about
these body indicators = better health outcome
6. Seek positive social interactions when stressed because you want to release oxytocin
7. Caring creates resilience
Module 2
Reading: chapter 3
1. Self-Awareness is basic skill
2. Emotional Self awareness affects our behavior
3. Physical and feelings
4. Using Faces to determine feelings
5. Writing out feelings in a journal
6. Emotional Red Flags:
a. Inappropriate Humor
b. Use of Sarcasm
c. Passive-aggressive behavior
d. Playing the Victim
e. Hostility
f. Reactivity
7. Intensity of Feelings
8. Accurate Self-assessment
a. Aware of strengths and weaknesses
b. Reflective
c. Open to feedback
d. Able to show a sense of humor about themselves
9. Self Confidence: A strong sense of one’s self worth and capabilities.
10. Techniques to Improve Your Self-Awareness
a. Keep a Feelings Journal
b. Track Emotions
c. Conduct a physical inventory
d. Check face in the mirror
e. Paired sharing
f. Quiet time
g. Track reactivity
h. Backtrack
i. Meditation
j. Make a personal action plan
OUR BRAIN & THATS NOT FAIR
1. 3 Areas of Our brain
a. Neocortex (Large outside part):
i.
Rational thought, language, imagination, flexible
b. Limbic Brain (In middle of brain):
i.
Emotional memories, processing emotions, value judgements, influences
behavior
c. Reptilian Brain (at base of skull):
i.
Breathing and heartbeat, instinct, evolved first
2. Amygdala (part of the limbic brain)
a. Memories of emotional events
b. Strong powerful emotional responses
c. Fight, freeze, or flight
d. Built for survival and designed to outpace and override rational thought
3. Amygdala Hijacking:
a. Emotions of fear, nervousness, anxiety, indignation, unfairness
b. Handling: bite tongue, dont hit send, count to 10
c. Will feel rational, want to find people to agree with you
4. Self Awarness Techniques
5. Similar Situation - Similar emotions: it is just your brain making a shortcut based on past
experiences
6. Emotional Reactions within our brain ARE THE SAME (in real, remembered, imagined,
or perceived situations)
TRIGGERS
1. Breakdowns
a. Big: criticizing others, slamming doors, sarcasm, venting tirades
b. ‘Small’: withdrawal, giving up, withholding info, playing the victim, chickening out
2. Stressors and triggers
a. Other people’s moods and attitudes, pre-thinking, dwelling, perceived criticism
illness, workload, uncertainty
3. Pre-thinking:
a. Being driven/held back by emotions formed by what we imagine might occur
which causes fear, anxiety, and breakdown.
4. Prospective Hindsight
a. Consiously imagining a future state looking back at something undesirable that
you imagine could happen then take steps to reduce the risk of that undesirable
situation.
5. ANTs (Automatic Negative Thoughts): triggered by an event, a place, person, or other
stimuli
a. Self doubt, labelling, guilt, thinking you know what someone else is thinking
7 RED FLAGS
1. The 7 Red Flags
2. Self Confidence: a strong sense of one’s self worth and capabilities
HW 2
1. When you are stressed you release cortisol are are more foggy-brained
2. Prospective hindsight
3. Dopamine from texts or likes = addicted to phone and we need to find a balance
4. No cell phones during or before meetings.
Leadership competency profiles
1. IQ: critical analysis and judgement
2. MQ: Managing resources, empowering
3. EQ: motivation, sensitivity
Other Vocab
- Transactional style: focuses on supervision, organization and performance (competitive
advantage) - from the industrial revolution
- Transformative style: knows how to encourage, inspire, and motivate employees to
perform in ways that create meaningful change
Module 3
What is a project?
1. Projects: temporary activities to produce unique results
2. Project Management: getting things done through other people
3. Vision: mental picture of a desired future state.
Structured PM and the WBS
1. Formal PM - ‘good’:
a. Breaks complex into small
b. Brings in enough detail
c. IDs risks and hazards
d. Aids in establishing contingency plans
e. Provides a record of plans and decisions etc
2. Formal PM - ‘peril’
a. Too focused on documentation, planning, milestones, and reporting
b. Onerous tasks
c. Ignores tasks related to critical relationship building
d. Limits autonomy
3. Project Preparations:
a. Define the project: objectives, scope, stakeholders, limitations (budget, scope,
time)
b. Define the team: people, roles, responsibilities
4. Objective statement: What you will do, by when, to do what, for what cost
5. Define project norms
a. Meetings, communication, decision making process, concerns and crisis
handling, how to check in, issue escalation process (project charter)
6. Waterfall PM
a. “Traditional”; complex projects, long time frames, predictable, stable
requirements
7. Agile PM
a. Short time frames (sprints), changing requirements
8. Triple constraints
a. Scope, time, cost (budget)
9. Project Life cycle
a. Conception and initialization
b. Definition and planning
c. Project launch and execution
d. Project performance and control
e. Project close
- ‘IPEPC’ (Initialization,Planning,Execution,Performance,Close)
10. WBS
a. From large to small chunks
b. Divy up work
c. Improve estimations
d. Explain the scope
e. Task Orientation: Easier to produce
f. Deliverable Orientation: more powerful
i.
Interdependency
ii.
8/80 rule for commercial application of WBS
iii.
Define terms, dont let scope creep happen
iv.
Many members should be included
v.
Elements in a given level is 100% of the project
Reading: chapter 4
1) Emotional Intelligence Model for project management
a) Self-Awareness Precedes Self-Management
2) Self Control
a) The ability to remain composed in spite of our emotional state
b) Negative feelings can cripple a team
c) Self-Control is for all emotions
d) Self-Control helps us avoid emotional breakdowns
e) Emotional hijacking
3) RESPOND DONT REACT
a) Thinking brain and amygdala
i)
Angry Tirades
ii)
Door Slamming
iii)
Email letter bomb
iv)
Withdrawal and isolation
v)
Holding grudges and getting even
vi)
Criticising
vii)
Sarcasm and inappropriate humor
viii)
Playing the victim
4) Emotional breakdowns may be preceded by emotional triggers
5) Moods and attitudes of others
a) Who, why, cut the cord, dont take it personallty
6) Prethinking/Foreshadowning
a) ID the pattern
b) Interrupt the foreshadowing with logic
7) Dwelling
a) Become aware
b) Get clear
c) Recharge
d) Break the link
e) Tease yourself
8) Hot Words and Hot buttons
a) Give yourself a checkup
b) Get a second opinion
c) Go beyond the hot button
9) Criticisim and blame
a) My own worst enemy
b) Look ahead
c) Check it out
d) Feedback
e) Doesn’t change anything
f) Set a mistake quota
10) Physical Environment
11) Illness and Fatigue
12) Stinking Thinking
a) All or nothing thinking
b) Always and Never
c) Being Negative
d) Filling in the Blanks
e) Should Statements
f) Personalization and Blame
13) IDing stinking thinking
a) Journal, help from friend
14) Other reasons
a) Managing fear to release that energy elsewhere
b) Harnessing anger (anger is power)
15) Techniques for Self-control
a) Know thyself
b) Use HALT (Hungry, Angry, Lonely, Tired)
c) Evaluate your physical environment
d) Take care of yourself and stay healthy
e) “Sharpen the saw”
f) Avoid long work weeks
g) Get support
h) Reduce stress level
i) Talk it out with someone
j) Give yourself a time out
k) Write a letter you won’t send
HW 3
1. Contingent motivators (money) only work well when there is a simple group of
rules/tasks and a known end goal
2. Autonomy: we want to direct where our lives go; Mastery: when we decide for ourselves
that we want to get better at something; Purpose: to serve the larger picture instead of
ourselves
3. ROWE: Results Only Work Environment
4. Incivility: we havent been paid attention to in a positive way so we can miss anything
unusual. Incivility takes up mental resources
5. Empathetic Listening: listening without judgement
a. Make the speaker feel valued and important
b. Improve the depth of communication
c. Understanding the underlying emotions, which adds richness to the conversation
d. Building trust and communication with the other
Module 4
Reading: chpt 5 - Social Awareness
1. Intro to Social Awareness
a. Understand verbal and nonverbal communication
b. Understanding motivations to align with objectives
c. Improving understanding of stakeholders and politics
d. Providing feedback
2. Experts on social awareness
a. Appraisal and expression of emotion, utilization of emotion
3. Empathy
a. To read the spoken and unspoken thoughts and feelings of others
b. Ability to appreciate the thoughts and feelings of others and why they have them
c. Capacity to respect and value people from diverse backgrounds and cultures
4. Why is Empathy Difficult
a. Self-Orientation
b. Results First
c. Tough Stuff
d. We are smarter than others
5. Empathetic Listening
a. Let others speak
b. Maintain eye contact
c. Give the speaker your full attention
d. Playback and summarize
e. Orient to emotions
f. Try on their shoes
g. Suspend our judgement
6. Seeing others clearly
7. Seek the best in others
8. Determining what others are feeling
a. Ask ourselves what we are feeling
b. Listen for emotion words
9. Barriers to Seeing others clearly
a. Filters and biases
b. Imposition our own autobiography
c. We take shortcuts for efficiency
d. We make others ‘bad’
10. How to see others clearly
a. Recognize our own biases
b. Practice studying others
c. Practice looking for the best in others
d. Use the emotional asseessment checklist
11. Organizational Awareness
a. “Ability to read the currents of emotions and political realities in groups”
12. Key power relationships
a. Who are the decision makers?
b. Who has influence on the decisions made?
c. Who gets advice from who?
d. Who in the organization or team has worked together before or at another
company.
13. Understanding values and culture of the organization
a. Promotions? rewards/punishments? Reactions to challenges? Mistakes? Rules
about starting early and working late? Bonuses? Who has been fired?
14. Emotional Boundaries
a. “Good fences make good neighbors”
b. Warnings of emotional boundary issues
i.
Moods and feelings of others
ii.
Pleasing others
iii.
Victim-like behavior
iv.
Cannot express wants and needs
c. Respect emotional boundaries
i.
Set limits
ii.
Respond appropriately
iii.
Take responsibility
iv.
Let them be
v.
You cannot fix other people (exercise in futility)
d. Better communications around boundaries
15. Techniques for improving social awarness
a. Improve empathetic listening skills
b. Take a class on listening
c. Track emotions during team meetings
d. ID emotional red flags in others
e. Mirror emotions (describe back)
f. Go to school
g. Track own emotions
h. Dissect the organizational culture
Intro to Social Awareness
1. Team norms to improve social awareness
Subconscious naming
1. What names might you attribute to events or people on your team
2. They change reality
3. Thoughts and emotions can be formed from words
4. Abolish the P word
Attribution
1. The study of the mechanisms and processes involved with the assignment of an
assumed reason for what we see/think we saw
2. Process
a. observation/event
b. Interpretation: labelling
c. Attribution: assign a logical reason for what you decided you saw
d. Response: you think or do something based on the attribution
3. Internal Attribution: assign the cause of events/behaviors to be due to something within
the person
4. External Attribution: we assign the cause of events/behaviors to something outside the
person
5. Attribution bias/errors: usually we think of others with internal and ourselves with external
Empathy and Social Awareness
1. “When dealing with people, remember you are not dealing with creatures of logic, but
creatures of emotion.”
2. Co-creation: both people play a role in the quality of the working relationship
a. No one party is solely responsible for the working relationship
b. Both must work together
3. People who are difficult to work with:
a. Critic, bullies, narcissist, dishonest, ‘cavemen’, jerks
4. Tips for dealing with difficult people
a. Seek to understand
b. Set and enforce limits
c. Dont lower your standards
d. Dont try to fix them
e. Documentation
5. Empathy
a. Lets the speaker know they are valued and important, communicate deeper,
appreciate emotions, build trust
6. Sympathy: refers ot feelings of loyalty or unity
a. Implies sharing
7. Empathy is not easy
a. Self-Orientation
b. Results Driven
c. Awkward, undeveloped skills
d. Shut up
e. ‘I’m smarter’
8. AEIOU
a. Appreciative
b. Empathetic
c. Inquisitive
d. Open-Minded
e. Understanding
9. Do not multitask, do not phub
10. Stay in the moment
a. Seek knowledge
11. Empathize, don’t relate
12. Summarize only when appropriate
13. Watch for emotions
14. Interpreting other’s emotions
a. Must be done but not easy
HW 4
1. WBS used for breaking a project into more manageable parts
Module 5
Reading: chpt 5 cont
HW5
1. Only 10% of happiness can be predicted from the external world
2. Optimism levels predicts 75% of job successes
3. Happiness advantage: more positive = brain performs significantly better
4. Solitude and being away from phones is needed to improve your listening/conversational
skills.
Groups_Teams_Motivation
1. “A leader is best when people barely know he exists, when his work is done, his aims
fulfilled, they will say: we did it ourselves.”
2. Groups and Teams
a. All teams are groups
b. Groups: common goals, methods, tools, process, interests. May help each other
a bit. EXIST TO MEED THE NEEDS OF THE MEMBERS
c. Teams: may have different skills, roles, methods. Share a common goal and are
depended on each other. EXIST TO ACCOMPLISH SOMETHING THE
MEMBERS CANNOT WITHOUT THE TEAM
3. Project team meetings (time for)
a. Relationship building, open-ended disc, active problem solving within the
meeting, healthy conflict
4. Matrix organization
a. Function similar to a group. The group exists to help the members do their job.
Department manager provides standard methods and training.
5. Project team: to accomplish some project
a. One fails, all fail
b. Trust, must be confident team members will play well
6. Different group culture/mentalities
a. Eng: product is what we make and the features in it
b. Marketing: branded item that brings profits and secure market share
c. Manufacturing: whatever is boxed and shipped
d. Sales: value it brings to the customer
7. Motivational Factors
a. MBWA (Management By Walking Around)
i.
Learn when people are available
ii.
Choose your emotional state
iii.
Dont sidle
8. Herzberg’s Factors
a. Motivators: recognition, achievement, advancement, growth
b. Hygeine: salary, benefits, working conditions
9. Safe Environment
a. Resonant Project Leaders: manage and direct feelings (emotions) to help the
team meet its goals
b. Dissonant Project Leaders: poorly aware of feelings (emotions)
c. Safe: expectations and standards clear, conflicts addressed, accountability
d. Unsafe: lack values, lack rules, complaining, uncertainty
10. 8 Keys to creating a safe environment
a. Lead by example
b. Be optimistic
c. Establish team values
d. Enforce the rules
e. Stand up to management
f. Hold others accountable
g. Keep it fun
h. Recognize individuals
11. Broken Window Theory
Q12 and 17+ Tips for Distributed Teams
12. Fundamentals: feel belonging, know WIIFM (Whats in it for me?), highly engaged
13. Gallup Q12: relationship between engagement and work outcome
a. Foundation of trust and support
b. Basic needs from the workplace are neededddd
14. Distributed teams:
a. Loneliness, collaboration and communication more difficult
15. Communication needs
a.
16. Tips for distributed teams:
a. Call for assistance, opinions, personal connection
b. Teammates work in subgroups
c. Make a common enemy
d. Less progress report meetings
e. Measure/monitor how often people are connecting
Vision, Mission, Goals, and Milestones
Dancing in the moonlight: written by cornellian sherman kelly played by buffalongo in ithaca
while recovering from an attack by gang members in St. Croix later called “King Harvest”
1. Vision: Mental image of the desired future state
a. What will the future ___ be like?
2. Mission: an operation intended to carry out specific objectives (purpose)
a. What, how, why, for whom
3. Goals: Expected and/or desired outcomes
a. Goals are objectives
4. Milestones: checkpoints along the way
a. Mark the completion of a stage or a change in focus/resources
b. Point in time, measurable progress, for progress, time, or money
5. Task: smaller action item
a. A to do
SMART Goals
1. SMART Goals:
a. Specific
b. Measurable
c. Achievable
d. Realistic/Relevant
e. Time-based
Module 6
Reading: chpt 6 - Relationship Management
1) Relationship Management
a) Projects are a team effort
b) PMs often lack direct authority
c) PMs compete for resources
d) PMs need to negotiate
e) PMs are communicators
2) Relationship and leadership
a) Inspirational
b) Influence
c) Develop others
d) Conflict management
e) Building bonds
f) Teamwork and collaboration
3) PM framework for emotional intelligence
a) Stakeholder relationships
i)
Increase likelihood of success
ii)
Provide currioning to weather storms
iii)
Provide environment that is emotionally satisfying
iv)
Steps
(1) ID project stakeholders: project manager, customer, members,
sponsor, influencers
(2) collect and analyze info: priority, role, position, objectives
(3) develop relationship strategies
(4) manage the relationship
b) Developing others
i)
Interpersonal and management skills
ii)
Formal and informal training
iii)
Team-building
iv)
Ground rules
v)
Co-location
vi)
Recognition
c) Truthtelling
i)
Providing your reaction
ii)
Saying no
iii)
Using I like/I dislike statements
iv)
Using i need/i want statements
v)
Stating beliefs or judgements
vi)
Getting clear
vii)
Keep short accounts
4) Trustworthiness
5) Co-Creation
6) Working with difficult people
7) Managing relationships on projects (12ish things)
a) Apply emotional intelligence basics
b) Stakeholder managment tool
c) Regular 1-1 meetings
d) Out to lunch
e) icebreakers/teambuilding
f) Become a coach/mentor
g) Recognize others
h) Assessment instruments
i) Practice truth-telling
Communication Modes
1. IM/Email:
a. Fast, many people, two-way, clarification, details and attachments
b. No tone, emotional context miss-conveyed, often interrupting
c. If you are emotional , dont use email/IM
2. Reports/Shared Files:
a. Can choose words carefully, permanent record, later touching base
b. One-way, no feedback mechanism or agreement, does not encourage questions
c. Proof-read, avoid surprises
3. Video calls
a. Two way, allow for some feedback & collaboration, visual communication clues
b. Coordinate schedules, some parties have video off
4. Phone calls
a. Some feedback, can do it while traveling, two-way
b. Lack facial and body language
5. In person 1:1
a. Benefits from feedback, increase understanding, for emotionally loaded
conversations
b. Limit amount of time, may require travel
c. Allow time for relationship building,
6. Let the team build the agenda
7. PUTFP (pick up the f phone)
8. Group meetings/group presentations
a. Good for vision reinforcement, brainstorming, relationship building
b. Inconvenient or poorly timed, could be a waste of time,
c. Share development of agenda, more focus on audience concern
9. Timing: frequent communication back to the PL is usually better but timing of
communication out from the PL should be managed carefully
10. Make time for ALL STAKEHOLDERS
TRUTHTELLING
1. Competing for human resources: justify the resources they require and articulate their
value… need to keep excited and engaged
2. Main role is communicator and relationship builder
3. Three competencies of relationship management for PMs
a. Stakeholder relationships
b. Developing others
c. Truth telling
4. How do you respond to expectations?
a. Upholder, obliger, questioner, rebel
5. 12 techniques for managing relationships on a project
6. You need courage.
7. Working with difficult people
a. Seek to understand, foster empathy
b. Dont flex on standards
c. Set and reenforce limits
d. Document more
e. Get help
f. Beware of negative labels
g. Look for strengths
h. Be consistent
Network Diagrams and Critical Path
1. AoA - nodes are events/milestones, arrows are tasks
2. AoN - nodes are tasks, arrows are dependencies
3. Critical Path
4. Float
5. Network Diagram
6. Precedence: order of tasks
7. Prerequisite
8. Slack
HW6: Project Network, Precedence etc
1. Float in gant charts
Module 7
Multiple Emotions
1. Multiple Escalated Emotion Senarios
a. Can affect the future behaviors and performance
Team Stages
1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning
6. Regular team monitoring is needed during forming, storming, and adjourning
Belonging
1. Sense of belonging needed for morale, creativity, and motivation
2. Maslows Heirachy of needs:
a. Self-actualization
b. Esteem
c. Love and Belonging
d. Safety needs
e. Physiological needs
3. Drexler Sibbet Team performance model
a.
b. Orientation, Trust, Goal Classification, Commitment, Implementation, High
Performance, Renewal
Stakeholder Management
1. ID key stakeholders
a. Priority, current position, role, objectives, communication style
SPARE: Sex, politics, abortion, religions, economics
FORDS: family, occupation, recreation, dreams, serving