GCCM PLANPage 2Group Communications and Conf

GCCM PLANPage | 2
Group Communications and Conflict Management Plan (GCCM
Plan)
Group 2 – The SLACKers
Evan Babiak, Jania Cruz, Jess George, Nakul Vyas, & Bradley
Riley
PMAN 638 – Project Communications Management
Dr. Rick Menking- Section 9040 – Spring 2021
Running head: Team 2 GCCM PLANPage | 1
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<1.0> <Draft>
03/18/2021
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Version History
Version #
Implemented

By
Revision
Date
Revision Made
1a
Bradley Riley
1/22/21
Structural amendments & small content
1b
Jessica George
1/22/21
Small content, team assignments section, & Appendix A
formatting
1c
Jessica George
1/23/21
Week 1 and 2 reading assignment additions & Appendix A
updates
1d
Jania Cruz
1/24/2021
Appendix A updates
1e
Bradley Riley
1/25/2021
Appendix A updates
1f
Nakul Vyas
1/25/2021
Team Introduction and Appendix A
1g
Evan Babiak
1/26/2021
Mission Statement, Minor Edits
3a

Evan Babiak
1/31/2021
Appendix A reformatting
3b
Jania Cruz
1/31/2021
Week 3 reading additions and Appendix A updates
3c
Nakul Vyas
02/01/2021
Week 3 reading summaries additions and Appendix A updates
3d
Bradley Riley
2/01/2021
Week 3 reading summary additions to Appendix A and proof-
reading correction/formatting adjustments
3e
Evan Babiak
2/01/2021
Week 3 reading summary additions to Appendix A. Stakeholder
identification section
4a
Jessica George
2/04/2021
Week 4 reading summary additions to Appendix A. Motivation
section
4b
Jania Cruz
2/06/2021
Week 4 summaries added to Appendix A
4c
Bradley Riley
2/07/2021
Week 4 reading summary (4,5,6) additions to Appendix A,
additional content
4d

Nakul Vyas
02/07/2021
Week 4 reading summaries added to appendix A
5a
Jessica George
2/13/2021
Week 5 reading summaries added to Appendix A. Additional
content added to diversity section
5b
Jania Cruz
2/15/2021
Week 5 reading summaries added to Appendix A. Additional
content added to conflict management section
5c
Bradley Riley
2/15/2021
Week 5 reading summaries added to Appendix A and
contribution of AEIOU conflict management theory & small
group dynamic details
5d
Nakul Vyas
2/18/2021
Week 5 reading summaries added to the Appendix A
6a
Nakul Vyas
2/18/2021
Week 6 reading summaries added to the Appendix A
6b
Jessica George
2/19/2021
Proofreading, edits, scanning for consistency in anticipation of
the draft submission. Content added from the schedule
document to the Team Roles section
6c
Bradley Riley
2/22/2021

Week 6 contributions, proofreading, blending of writing styles,
added to Diversity and Group problem solving
6d
Jania Cruz
2/22/2021
Week 6 reading summaries added to Appendix A
6e
Evan Babiak
2/23/2021
Week 5 & 6 reading summaries added to Appendix A, content
added to Cohesion section
7a
Jessica George
2/24/2021
7b
Jania Cruz
2/28/2021
7e
Nakul Vyas
3/11/2021
8a
Jessica George
3/2/2021
8b
Jessica George
3/5/2021
Week 9 reading summaries added to Appendix A, additions to
the Negotiation section
8c
Bradley Riley
3/6/2021
Week 8 reading summaries added to Appendix A & grammatical

changes. Cultural Negotiation discussion added under
Negotiation
8d
Jania Cruz
3/7/2021
Week 8 summary added to Appendix A
8e
Jania Cruz
3/7/2021
8f
Bradley Riley
3/8/2021
8g
Jessica George
3/9/2021
Grammar edits incorporated from professor feedback
8h
Nakul Vyas
3/11/2021
8i
Nakul Vyas
3/11/2021
8j
Nakul Vyas
3/11/2021
Mediation and Arbitration added under Team Conflict
Resolution strategy
8k
Nakul Vyas
3/11/2021
Meeting management added under Communication Management
8l

Nakul Vyas
3/11/2021
Trust added under communication management
9a
Jessica George
3/11/2021
Connections to Team SLACKers added to content sections
9b
Jessica George
3/12/2021
Week 10 summary added to Appendix A. Project
Communications Matrix added under Communications
Management section
9c
Bradley Riley
3/15/2021
Week 10 contributions as well as grammatical and content
additions throughout
9d
Bradley Riley
3/15/2021
Toulmin Model graphic & content contribution; additional
editing
10a
Evan Babiak
3/17/2021
Stakeholder Management section updated, including grid and
registry
10b
Nakul Vyas
3/17/2021
Intrinsic and extrinsic motivation graphic and conflict
resolution graphic added.
10c
Nakul Vyas
3/17/2021

Week 10 reading summary added
10d
Evan Babiak
3/17/2021
Weeks 7-10 Appendix A additions
10e
Jania Cruz
3/18/2021
Conflict Resolution graphic added
10f
Evan Babiak
3/18/2021
Team Objectives, Conversion to Word Doc, Formatting, and
APA corrections
Table of Contents
Version History2
Table of Contents5
Introduction6
Purpose of Group Communications and Conflict Management
Plan6
SLACKers Mission Statement6
Team Objectives6
Team Roles7
Stakeholder Management8
Stakeholder Identification8
Influence vs. Impact Grid9
Stakeholder Registry10
Communication Management10
Team Communications11
Team Meetings12
Team Assignments13
Document Sharing13
Meeting Management13
Interpersonal and Intrapersonal Communication Skills15
Trust
…………………………………………………………………………

……………………….16
Motivation17
Group Cohesion19
Diversity.21
Group Problem Solving & Decision Making23
Conflict Management25
Types of Conflict26
Conflict Management Styles26
Conflict Resolution27
Team Conflict Resolution Strategy27
Mediation30
Arbitration31
Toulmin Model of Argumentation33
References34
APPENDIX A37
Introduction
This GCCM Plan will outline the communication and conflict
management processes for Team 2, The SLACKers, during the
Spring semester for PMAN 638 in 2021. The GCCM will consist
of content sourced from weekly readings, as well as discussions
and decisions made by all team members within Team 2. This
document will be updated weekly and shared via the Team
Locker as the syllabus requires. All contributions will be
proofed and reviewed via a team-decided process before final
submission. This document will also discuss in detail the
conflict management styles and strategies to address the
conflict. Appendix A will showcase the highlights of the weekly
readings. Purpose of Group Communications and Conflict
Management PlanSLACKers Mission Statement
Using the Slack App to collaborate as a team productively and
effectively, The SLACKers will complete a communications
management paper and group communications and conflict
management (GCCM) plan. We will meet at least once a week
to assign work, discuss progress, and provide feedback openly
and respectfully. Meetings will be facilitated with an agenda,

along with meeting minutes to be posted in the UMGC group
locker before and after meetings, respectively. All work
developed for the team deliverables will be constructed with the
highest level of integrity and completed at the agreed-upon
times to meet semester deadlines. Team Objectives
1. Collaborate as a team using the Slack application and Google
Docs to generate a cohesive group communications and conflict
management plan .
2. Meet at least once a week at the agreed upon time of
Thursdays at 8:30pm to discuss progress, action items, and any
questions or concerns.
3. Facilitate meetings with an agenda, along with meeting
minutes of what was discussed to ensure alignment of what has
been communicated and the group’s expectations.
4. Divide required readings as a team into weekly summaries to
be completed by the following Monday and uploaded in the
group locker.
5. Add any content from readings deemed relevant to the GCCM
plan to the live Google Doc and Appendix A, which will be
discussed by the content creator in the following meeting. Team
Roles
The following team roles have been determined via collective
group discussion during Week 1 of PMAN 638. Each of these
roles has been assigned with all team members’ agreements.
These roles are an attempt to ensure team organization, quality,
and equal delegation of project duties. These roles are subject to
change in the scenario that a team member is absent or unable
to perform their duties. The Team Leader (Evan Babiak) will
notify team members if their responsibilities will change. The
roles and responsibilities are defined below:
· Team Leader - Evan Babiak
· Leads the weekly team calls and guides discussion amongst
members
· Uploads finished documents to pertinent areas once the team
has finished the assignment
· Acts as a mediator when conflict management action is needed

· Proofreader - Jania Cruz
· Reads over assignment(s) for the given week
· Makes edits throughout to make sure it reads as one cohesive
document
· Communicates with Team Leader upon completing so that they
can upload the polished document
· Team Manager - Brad Riley
· Creates agendas in advance of the team meetings and posts
them in Slack for review
· Communicates with Team Leader to make sure all topics are
covered in the agenda in advance of the team call
· Posts Google Hangouts meeting links in advance of call time
· Coordinator - Jess George
· Takes minutes during meetings and upload to Slack and Group
Locker
· Communicates with the Team Leader to make sure the group is
staying on track with the agenda
· Creates documents (such as the Weekly Reading Masterlist) to
keep the team organized and on schedule throughout the
semester
· Tech Support - Nakul Vyas
· Screen shares during meetings to show agenda, pertinent
rubrics, etc. to guide the discussion
· Designates individual reading assignments
· Uses Excel and other programs to provide visuals when
discussions occur during meetings about potential formatting
adjustments to assignmentsStakeholder ManagementStakeholder
Identification
The SLACKers will have a structured approach to identify,
prioritize, and engage all the stakeholders in this project. Tools
and techniques to identify stakeholders will include the team’s
use of expert judgment, collaborative team meetings, and an
influence versus impact grid. The outputs of this process will be
a stakeholder registry. The stakeholder registry and
identification process will be reviewed if one of the following
events occurs:

· When the project moves through a different phase of the life
cycle,
· If current stakeholders are removed, or new stakeholders
become members of the project stakeholder community,
· If there are significant changes to the organization or the
wider stakeholder community.
Stakeholder satisfaction should be seen as a project objective.
According to PMI (2017, p 505), stakeholder diversity, the
complexity of the relationships, and communication technology
are areas to consider when developing a stakeholder
management process. Regular stakeholder interactions
throughout the project reduce risk, builds trust, and supports
adjustments earlier in the process to increase the chances of
success. Influence vs. Impact Grid
Data representation in the form of stakeholder mapping can be a
useful technique in the stakeholder identification process
needed in stakeholder management. Applying an influence
versus impact grid will assist the SLACKers in building
relationships with the identified project stakeholders included
in the following grid and stakeholder registry (PMI, 2017, p
512). The groupings of this grid will pertain to the level of
influence to project outcomes, compared to the ability to cause
changes, or impact, to the project’s planning and execution.
Related sub groupings will be labeled with general action items;
these include, ‘keep satisfied’, ‘manage closely’, ‘monitor’, and
‘keep informed’. Stakeholders are plotted by their correlating
stakeholder number found in the stakeholder registry.
Influence vs. Impact Grid
Stakeholder Registry
Communication Management
Communications are one of the most important factors when it
comes to team success. Without properly outlining or
communicating the expectations of team member
communication throughout the semester, the team runs the risk
of not being able to communicate clearly. As a result,

misunderstanding, and tension can potentially occur.
Recommendations are cited below for successful group
communication implementation (See Table 1 under Team
Meetings).Team Communications
It is important to recognize that the SLACKers will be
functioning in a dispersed format. Each team member will be
contributing from their remote area. Many studies have shown
that remote or dispersed teams function worse than in-person
teams when additional considerations and expectations are made
to cater to their unique scenario. For this GCCM plan, the
SLACKers intend on utilizing data statistics gathered by
Siebdrat, Hoegl, and Ernst to identify platforms and strategies
that will directly address the teams dispersed format and equip
each team member with adequate platforms to function at a high
level. The graphic below identifies both opportunities and
liabilities that are associated with dispersed teams.
Ref: Siebdrat, F., Hoegl, M., & Ernst, H. (2009). How to
manage virtual teams. MIT Sloan Management Review, 50(4),
63.
The SLACKers have agreed to use SLACK as their primary
communication platform. SLACK is a private, cloud-based
communication platform that allows teams to categorize their
project topics with different “threads”. Each thread is labeled
on the sidebar and provides an independent chatroom for all
team members to contribute. SLACK supports the sharing of
varying file formats and maintains a record of all
communications between team members. Team Meetings
The SLACKers have agreed to hold weekly team meetings every
Thursday at 8:30 pm (EST). These meetings will be prefaced
with an agenda developed by the Team Manager and shared via
SLACK no later than 8:00 pm (EST). Team meetings will be
conducted via Google Meets and will be recorded for future
reference. During the meeting, meeting minutes/notes will be
recorded by the Coordinator. At the end of each meeting,

deliverables will be reviewed before adjourning, and all action
items will be annotated on the minutes in bold. After
adjournment, the Coordinator will post meeting minutes/notes to
both SLACK and the Team Locker.
Table 1. Project Communications Matrix
Communication
Frequency
Method
Audience
Responsibility
Deliverable review
Weekly
Google Meets
Project team
Team Leader & Team Manager
Stakeholder update
Twice per semester
Online classroom assignment submission/Email
Stakeholders
Proofreader & Team Leader
Reading assignments
Weekly
Slack
Project team
Coordinator
Document peer review
Once
Online discussion board
Outside counsel
Team Leader
Team Assignments
Due to the weekly requirement of amending Appendix A to
include pertinent summary information from assigned readings,
reading assignments will be made every week on a Thursday
night team call. A required reading master list document has
been created so that the team has one document that they can

reference to see which readings are required for the week and
how much total need to be divided up between members. This
document allows for the team to visualize the summary
requirements for the entire semester and divide the readings
accordingly so that work is evenly distributed between team
members.Document Sharing
Document sharing is another very important aspect of effective
team management. Team 2 will adopt the use of the cloud-based
Google platform for sharing different versions of deliverables.
Note: While Google Docs may be used, conversion to Microsoft
Word will still be necessary before submission. Google Docs to
Microsoft Word conversions can lead to slight changes, specific
formatting, which will need to be overseen by a proof-reader to
ensure quality work.Meeting Management
When the number of people (who may belong to the same group
or a different group) assembles at a specified date and time, to
discuss a topic with their own opinion to develop a plan of
action is known as a meeting (Brenda, 2007). Nowadays, people
are also conducting meetings via different mechanisms such as
telephone and video conferencing. Different types of meetings
are held in the business name; staff meetings, project team
meetings, process and procedure meetings, and quarterly
meetings. The project manager facilitates the project team
meeting to design, develop, and/or implement a new product,
process, or system. The process and procedural meetings are
called to communicate new processes and/or procedures to a
group of people who are affected.
The thorough planning of pre-meeting activities and skillful
leadership during the meeting itself is required to achieve
effectiveness in meetings. Before the meeting is planned, it is
important to decide whether the meeting is required or not or
whether the meeting objective can be accomplished via a phone,
video conference, or written communication. A meeting agenda
should be prepared which should include the objective and
desired outcome of the meeting. The agenda helps to call the
meeting to order, read the minutes of the previous meeting for

approval, and discuss pending action items (Brenda, 2007). An
agenda should be circulated to the participants well-in-advance
so that it gives the team an ample amount of time to review the
pre-work before the meeting. The agenda should establish the
role of the participants and should ensure that the person who
will be presenting in the meeting will be available. It is
important to designate the facilitator of the meeting and the role
of facilitator and note-taker should be rotated. For any meeting
the availability of the supplies is necessary.
To achieve effectiveness in the meeting it is important to start
the meeting on time. The team participants must introduce
themselves to each other and the facilitator should reinstate the
meeting objectives and establish the ground rules of the
meeting. The effectiveness of the meeting is achieved if the
agenda is followed, the meeting is as per the schedule, tasks are
identified and assigned (Brenda, 2007). The facilitator should
firmly draw the attention of the group if the discussion goes out
of the agenda’s scope. A motion is placed should be voted and
the majority vote is required for a motion to pass. It is
important to encourage the team members to equally participate
in the team meeting rather than the most powerful people
dominating the conversation. In case of interruptions and
conflict, the skill of the facilitator is tested and should
forcefully limit the time assigned to both parties. The facilitator
must thank the participants and shall recognize their
participation. It is advisable to get a consensus on the date,
time, and place of the next meeting.
Team SLACKers has an established weekly meeting on
Thursdays at 8:30 pm EST, and it is understood that every team
member will sign on to this meeting on time. All team members
understand the importance of respecting other people’s time,
which is why punctuality is an enforced value. An agenda is
prepped in advance of these meetings, which also helps to keep
meetings as efficient as possible. The team leader always makes
a point of thanking everyone for their time, which again
reinforces the appreciation the entire team has for people’s time

and efforts. Interpersonal and Intrapersonal Communication
Skills
Active listening is an important communication skill that allows
team members to connect with others and not dominate the
group dynamic. Within our group, we will emphasize the
importance of utilizing active listening techniques. Team
members should focus on listening with the intent of
understanding rather than just waiting for their chance to speak
(Kelly, 2014). Every team member brings valuable ideas and
insight, so team members must communicate with the intent of
showing that they value the other members’ opinions. Other
listening tactics such as asking clarifying questions to the
speaker and pausing before speaking allow for the speaker to
have space to explain their ideas fully and feel as though the
group is truly listening to their ideas (Kelly, 2014). Self-
awareness is key in being able to be a good active listener with
the group, which is why active listening is an ongoing skill that
needs to be strengthened. Active listening is one of many
essential communication techniques that helps to foster a
collaborative and respectful group dynamic.
Nonverbal communication is also an important interpersonal
communication skill to be aware of within the group. While we
are a virtual team that collaborates remotely, nonverbal
communication is still present, and it adds context to every
interaction that we have. Time awareness and paralanguage such
as tone of voice are two examples of nonverbal communication
that are present even in a virtual team setting (“Nonverbal
Delivery,” n.d.). This requires both interpersonal and
intrapersonal skills. Team members should be aware of the
message that their body language and non-verbal cues are
sending to the rest of the team members, and they should also
be paying attention to the nonverbal signals that their team
members are sending to them. Making sure that team members
show one another that they are respectful of each others’ time
by keeping calls organized and efficient is one nonverbal
example. Using a warm and welcoming tone when addressing

group members is another nonverbal cue that fosters connection
amongst the team. All of this is achievable with team members
having respect for one another, which we can illustrate through
self-awareness of our nonverbal communication in every
interaction we have. Trust
Trust can be attributed to a relationship between individuals.
Trust is an important factor for the success of the project. If the
project team is having trust in each other then the team can
collaborate effectively. If the communication channel is broken
and performance is deviating, then it is difficult to collaborate.
Cultural Intelligence (CI) is about understanding how culture
impacts communication and relationships (Woerner, 2011). CI
is required for trust to be developed in multi-cultural teams.
The intent may be interpreted differently across cultures. The
same project steps exist in multi-cultural teams: initiation, kick-
off, execution, monitoring/controlling, and closing. (Woerner,
2011). During the initiation, stage observation is a technique
that helps to determine the trust aspect of the multi-cultural
project. Obtaining a historical view will also help the project
manager to determine the trust. During the kick-off stage, the
kick-off meeting sets the tone for the combined projects.
Different people share their learnings and experiences and such
activities establish and extend the trust. During the execution
stage, the daily stand-up meetings are an event where the team
members discuss the progress and issues related to the work
which establishes trust. In the monitoring/controlling stage, it is
obvious to have conflict and risks (Woerner, 2011). The project
manager should mitigate the risk and resolve the conflict and
help to establish trust. Face-to-face conflict resolution is more
effective. During the closure stage, the project manager pulls all
the team members together to discuss what went well and what
didn’t. In conclusion, more time should be spent in closure on
trust, collaboration, and cultural issues.
Team SLACKers values how important trust is to the success of
the project team. As a result of this, team SLACKers prioritizes
clear and honest communication with one another, along with

maintaining strong interpersonal relationships. Actions such as
taking five minutes at the beginning of team calls to ask how
everyone is doing help to maintain the personal connection. By
having a personal attachment with each member, team
SLACKers creates a foundation of trust and respect for one
another. Trust allows for the team to have miscommunication
issues from time to time; however, at the end of the day, the
team understands where each person is coming from and will
therefore handle these hiccups better because of established
trust.Motivation
Motivation is a highly complex issue that helps to define how
and why people act the way that they do. It is important to
understand the two overarching theories of motivation, content
theories of motivation and process theories of motivation, to
assess a team member’s motivation needs and manage them
accordingly. Humans are multi-faceted and require differing
levels of needs and motivators. By understanding that
motivation can come from a unique combination of decision-
making and individual needs being met, we as a project team
can hope to keep all group members engaged and actively
working hard to put forth the best project possible.
Companies use extrinsic motivation to obtain customer loyalty
by mechanisms such as reward cards or airline miles. The main
issue with extrinsic motivation is it focuses on reward, not
behavior. Once a reward is removed, the behavior is
extinguished (Sullivan, 2009).
Intrinsic motivation is the drive that leads an individual to
engage in an activity without being rewarded externally for the
action. Intrinsic motivation is related to high achievement and
personal enjoyment (Sullivan, 2009).
The SLACKers intend to rely on intrinsic motivation to
successfully execute their necessary deliverables for PMAN
638. All team members have expressed rewards of intrinsic
motivation being related to self-satisfaction and eventual
personal gratification for finishing their respective degrees.

Ref: Convertize, (n.d.). Intrinsic and extrinsic motivation.
https://www.convertize.com/glossary/intrinsic-extrinsic-
motivation/Group Cohesion
Communication planning is the process that defines the types of
information delivered, the format, the audience, and the timing.
A majority of a program manager’s time is spent on
communication with their team. The first step in defining the
communication plan is analyzing what kind of information the
stakeholders need. This is called the communication
requirement analysis. Communication technology is what keeps
everyone involved in the project. Technology can take on many
forms from written to online databases. Communication
technology can be chosen by researching the amount of time
needed. The amount of time needed can assist managers in
deciding what technological communication to use (Watt,
2014). For example, projects that need communication instantly
may use emails, instant messages, or online project websites.
Projects that need intermittent input may communicate
infrequently or communicate only at scheduled intervals. Team
SLACKers will use emails and instant messages through Slack
and calls as needed if the situation requires.
There are two types of communication: Synchronous and
Asynchronous. Synchronous is communication done live such as
conference calls or Video Teleconferences. Live communication
allows for instant feedback. Asynchronous communication is
done through channels such as mail or email. Issues such as
time zones should be considered when using synchronous
communication. Asynchronous communication allows for
personal deliberation but can cause a barrier to team
cohesiveness. Managers should consider new technologies as
they can assist with the decision on how to communicate. Team
SLACKers will utilize both synchronous and asynchronous
communications. The team will utilize synchronous
communication with weekly calls every Thursday at 8:30 pm
EST. This will allow for the team to be present with one another
and work through project questions in real-time with one

another. The use of Slack allows for asynchronous
communication throughout the week. Less time-sensitive issues
that can be discussed intermittently can be addressed through
Slack.
Within-group cohesion exists factors that determine a team's
level of cohesion and how it develops. Group socialization is
the process of teaching and adjusting to group norms and
behaviors. This is vital for teams/groups to build cohesion and
feel comfortable with one another. Every new member of a team
will have multiple things to learn, but not all are categorized in
the same manner. Technical knowledge is gathered during group
socializing and specifies the purpose of the group and norms
surrounding group goals/deliverables. On the other hand, social
knowledge is gathered during group socializing and specifies
social norms and behaviors of the group and how the different
group members behave amongst each other. It is important for
new members to pay attention to group norms both related to
technical knowledge as well as social knowledge (Levine,
1994).
According to Creative Commons (2012), groups with good
cohesion will:
· Set goals easily and are more productive;
· exhibit a high commitment to achieving the purpose of the
group;
· experience fewer attendance issues;
· have group members who are willing to stick with the group
during times of difficulty;
· have members who are willing to listen to each other and offer
support and constructive criticism;
· and experience less anger and tension.
To achieve good cohesion and positive group morale, some of
the qualities that will be encouraged among group members
include participation, messages, feedback, equity, clear and
accepted roles, and motivational encouragement. Diversity
Age diversity has become challenging for many organizations.
Lower birth rates, an

increase in prosperity and health improvements have led to an
increase in the labor pool of older workers. Diversity on a team
has many benefits including a variety of ideas, knowledge, and
perspectives. This type of diversity allows for the group to
avoid the unfortunate group situation of groupthink, which is a
situation in which all members agree to the same ideas with
little room for creativity or dissenting ideas. By having a
diversity of thought and ideas, the group can explore multiple
approaches to the task at hand in hopes of finding the best
course of action. Diversity of ideas is key in having a healthy
culture of discussion within the group.
Age diversity is an important area of diversity to explore
because it increases the performance of a team by fostering
distinct ideas and thoughts on technology, protocols, and
processes. Unfortunately, age discrimination is a stereotype that
is still a large part of western society. A seasoned worker may
have accumulated years of experience in many different fields
and have extensive knowledge of the project. However, older
workers may face age discrimination and stigmatization. The
theory is often that older employees are unproductive and do
not perform as well as younger employees (Schneid, 2016).
Results of the meta-analysis show that age diversity is an
irrelevant (neither positive nor
negative) demographic distinction and should not be considered
when deciding on team composition. Managers should focus on
distinctions such as educational background, skills, experience,
and knowledge when forming a team as these distinctions are
more likely to affect the success of a team.
In addition to age, diversity can also be measured according to
group type. Some groups exist in-person, while other groups
exist from a distance and use technology as a tool to
communicate. Studies show that different complexity of project
or task determines and plays a role in the software and
technologies that are used for online-groups. Email would be an
example of technology that would be used to resolve simple
tasks or decisions, while teleconferencing, audio conferencing,

and more complex technologies are utilized as deliverables get
more complex (Jonassen & Kwon, 2001).
Within team SLACKers, we have a diversity of experiences
within the workplace due to our varied environments of work.
This allows for unique perspectives of project communications
because health care workers, for example, utilizes project
communication methods differently than non-profit work. All of
the team members bring unique perspectives as a result of this,
and the overarching topic of project management helps to
connect all of these experiences.
Due to the nature of the class, team SLACKers also has a
diversity of group types based on the team being entirely
virtual. The different methods of communicating with one
another add diversity to the project team communications
experience. Despite not being able to meet in-person, team
SLACKers has utilized different technology methods to
establish trust from afar. Through conference calls, the
SLACKers team members can communicate with one another
through verbal cues like tone of voice. This adds additi onal
context to other lines of communication, such as when team
members are communicating through Slack. The diversity of
technology methods allows for team SLACKers to establish
trust with one another, despite working in a completely virtual
setting.
Group Problem Solving & Decision Making
There are three types of leadership styles: Authoritarian,
Democratic, and Laissez-Faire. An authoritarian leadership
style seeks little to no team member input and does not actively
participate within the group. This leadership style is seen as
unfriendly and impersonal. The Democratic leadership style
welcomes group input and facilitates an atmosphere of
discussion and creativity. This style is often seen as friendly
and personal. Finally, the Laissez-Faire leadership style gives
the group the most freedom, does not always participate in the
group, and gives most of the responsibility to members
(“Leadership Styles,” 2009). To foster an environment that

encourages collaboration and group problem solving, Team 2
plans on adopting the democratic approach, emphasizing the
importance of discussion during team meetings.
Creativity is an important aspect of innovative teams that can be
used to aid in group problem-solving. A key implementation
strategy to utilize creativity as a tool in innovation is to take
inventory of how the group is currently organized, implement
changes to the current way of operating to see how it affects the
regular status quo, and then from there, the group can
permanently integrate the changes that seemed to provide
positive change within the organization (Salazar, 2009). Within
our group, we can continue to challenge how we chose to
structure role assignments and teamwork approaches week to
week to continue to adapt. A fluid approach allows for us to
constantly be problem-solving and looking for the best, most
efficient way to complete work week to week. By fostering an
environment that encourages people to feel comfortable with
suggesting changes to the status quo, we can be a group that
encourages collaborative, creative thinking.
In addition to fostering positive environments, it’s important to
understand the task at hand to avoid problems in the first place.
Many different methods have been used to identify solutions to
barriers, however, understanding the tasks at hand and the
characteristics behind those tasks is necessary to avoid future
conflict and to make the proper decisions around your group
settings as a project manager. Hirokawa, along with other
scholars, have compiled a total of six basic categories of task
characteristics: degree of interdependence, goal complexity,
data gathering/distribution demands, information processing
demands, evaluation demands, and situational demands
(Hirokawa, 1990). Conflict Management
Sources of conflict can include scarce resources, jurisdictional
ambiguities, personality clashes, power and status differences,
goal differences, or communication breakdowns (“Conflict
Management and Negotiation,” 2009). The mere presence of
conflict does not necessarily mean that it will harm the team. If

it is managed well, it can have a positive impact on the progress
of the team because it challenges the status quo and has the
potential to push group members past their current methods of
approach.Types of Conflict
While conflict may first be considered as two or more
individuals disagreeing upon a certain topic or idea, its source
may differ depending upon time, setting, and circumstances and
therefore can be categorized as such.
Procedural conflict is a conflict that emerges due to
disagreements in how the group will function from an
operational perspective. This type of conflict erupts when there
are disagreements on how a team might maintain
communications, who the team may see as their leader, or when
meetings may take place. Meanwhile, Substantive
conflictemerges due to disagreements in values, attitudes, or
ideas amongst the different team members. Lastly, Interpersonal
conflict is a conflict that emerges due to personalities or
altercations between two different people in a group. Typically,
interpersonal conflict will take place when two or more people
do not care for the other group member’s actions, which results
in confrontation that would otherwise not take place or be
viewed as non-problematic (Ellis & Fisher, 1994). Conflict
Management Styles
Client needs and wants should be included during different
phases of a project. The ability of project managers to
understand the needs of the clients is significant and should not
be ignored. Client satisfaction defines project success.
Including the client can be achieved in various ways which
include educating the client from the beginning or including the
client on selected project teams (“Conflict management and
negotiation,” 2009).
Ref: Saylor Academy.(2012). Conflict Management.
https://saylordotorg.github.io/text_human-relations/s13-03-
conflict-management.html
Conflict Resolution

Conflict resolution styles include avoidance, competing,
accommodating, compromising, and collaborating. Two sources
of dissatisfaction are unmet expectations and misunderstanding.
To avoid these a project manager must clarify expectations,
values and deal fairly with the client. Most projects will have
areas of stress. Dealing with these problems can be achieved by
establishing standards and procedures, dealing with difficult
issues early, and providing mechanisms for revisiting major
decisions and issues. Managers should nurture feelings of
satisfaction and include the client in celebrations such as
achieving a milestone (“Conflict management and negotiation,”
2009). Team Conflict Resolution Strategy
While effective communications can significantly decrease
conflict, it is important to have a plan in place in the scenario
conflict arises – storming is still part of the group growth
process. Below are recommendations for group conflict
management.
1. Once a conflict is identified, members must contact the Team
Leader privately to make them aware of the situation. In the
case the Team Leader is involved in the conflict, team members
can contact the Team Manager.
2. Team Leader (or TM) will set up private meetings with those
involved in a reported conflict to mediate issues. These
meetings will be recorded.
3. If no resolution is reached and the issue has a direct impact
on team performance, Team Leader (or TM) will document the
conflict case including recordings and involve the professor for
swift resolution and next steps.
Other methods of conflict resolution also exist. Strategies such
as the AEIOU model can be used ahead of time if an individual
is aware that an upcoming interaction may lead to conflict.
A – Acknowledge – state to the individual that you are
assuming their positive intent.
E – Express - Express your own perspective/concern
I – Identify - Clearly define your
goals/objectives/recommendations

O – Outcome - Features/benefits of your way & acknowledge
their flexibility
U – Understanding – reach an agreement & be on the same page
(Ting-Toomey, 2007)
Team SLACKers will utilize the AEIOU method as well, to
maintain trust while addressing the conflict. The AEIOU
method allows for the individual to validate the feelings and
perspective of the person that is being addressed. This is a
useful approach in increasing the likelihood that the person
needing corrective action will be more receptive to the
feedback. A core value for Team SLACKers is to foster an
environment where all team members feel valued and
empowered to contribute towards the success of the team. By
implementing the AEIOU approach, team SLACKers can
address conflict with trust and respect for all involved.
Negotiation
Negotiation is an important aspect of project teams. As
globalization continues to push our society towards a more
culturally diverse melting pot, it is important to analyze the
impacts of cultural characteristics on negotiation. Each
individual has a unique perception based on their life
experiences. Because of this, team members all come to the
table with different views and biases. Culture can impact
negotiation by causing individuals to project assumptions about
someone’s motives, or by influencing how an individual
perceives the situation as it is unfolding (Sarkar, 2010).
Dependent on the culture, some thresholds for conflict may
vary. Studies have shown that certain cultures (like the
Japanese) tend to use negotiators and offers as an information
exchange process. They expect to receive information from you
in return for their offer. Alternatively, Americans tend to reveal
more information than their Japanese counterparts. Due to these
patterns, the Japanese may take longer and more offers to get to
a final consensus.
Dependent on cultures, negotiation can be viewed
differently. Western cultures view negotiation as a business

activity, whereas regions such as Brazil may consider
negotiations more social and continue negotiations during social
events where the business is not usually discussed (Adair,
Okuma, & Brett, 2001).
Within the SLACKers team, all team members must be aware of
these invisible cultural impacts on negotiation. Each team
member has internal biases that influence how we read a given
situation. It will require self-awareness and emotional
intelligence on the part of all SLACKers team members to foster
the most constructive environment for negotiation. By actively
checking internal biases as thoughts come up during
discussions, team members can listen and discuss with an open
mind and not jump to conclusions too quickly. Our core values
are to communicate with respect and to value everyone’s
contributions towards the betterment of the group. By practicing
these mindful measures during negotiation, our team hopes to
further strengthen those principles.Mediation
Mediation is one of the resolution techniques which assists the
two parties who are involved in the conflict to find a viable
solution. The mediator is a third party who has no say in the
outcome of the case (Daniel, 2009). The difference between
litigation and mediation is that in litigation both parties have to
follow the court order and in mediation, the mediator does not
impose his/her decision on both the parties. Mediation is more
of an informal approach and is simple to process, whereas
litigation is a complex process in which both parties have to
abide by the law. Mediation and litigation both help to resolve
the conflict. The mediation technique is used to resolve the
conflict associated with litigation. Litigation is time-consuming,
costly, and complex. The resolution derived with the help of the
mediation technique does not bind both the parties until they
agree to it.
Mediation becomes effective when coupled with arbitration
(Daniel, 2009). When both the parties are not able to agree to
mediation, the mediator becomes an arbitrator who seeks
additional evidence from the witnesses. Mediation is also used

to cement the relationships between both parties and how to
deal with conflicts in the future. It is more of a guiding process
or conversation.
Mediation is the first step before arbitration where both parties
voluntarily agree to an agreement or a viable solution. When the
conflict is not resolved through negotiation, mediation is the
second step to settle the dispute in good faith.
The mediator is a catalyst between the conflicting parties and
tries to define the problem and facilitate the communication
process by removing impediments. If both the parties do not
want to settle with a mutual agreement, then the mediator must
work hard to create a perception of a greater need and if both
the parties are willing to settle the dispute then the mediator has
more leverage. If the mediator can solve the dispute and both
parties agree to draft an agreement then it becomes a legally
binding agreement, if signed.Arbitration
Arbitration is a dispute resolution technique that is used to
remove the litigation process. Before filing a lawsuit,
arbitration seeks to expedite the resolution process in a simple
and less costly manner. Unlike mediation, the arbitrator is a
private third party who seeks to hear both the conflicting parties
and makes a final determination that binds the parties. In
business or any contractual agreement, disputes are bound to
happen. Disputes can be resolved through negotiation,
mediation, arbitration, and litigation. Mediation and arbitration
are cost-effective alternatives to litigation. When the conflicting
party decides to submit the dispute to the arbitrator for a final
decision is often known as an award which is in writing and
final.
Non-binding arbitration also seeks to listen to both the party
and give an award that is not final and binding to the party. In
this case, the arbitrator's award is merely an advisory opinion.
Most of the settlement cases go to binding arbitration. Parties
may also choose to go for the court trial. Mandatory arbitration
is also known as court-ordered arbitration which is a judicial
mandate intended to resolve pending court cases. At an early

stage of the lawsuit, the court-ordered arbitration follows the
rules and process laid down by the law. Unlike mediation,
arbitration offers parties a decisive legal outcome to their
dispute without the expense and inconvenience of court
proceedings and attorney fees.
Arbitration is largely used by most businesses, government
departments, and courts as well to resolve the dispute because
arbitration is considered to be adjudicatory, not advisory. The
arbitration determination can also be challenged in the upper -
level courts. If both or one of the parties feels that the arbitrator
was biased, then it can be challenged.
The international business community is using arbitration to
resolve commercial disputes arising in the global marketplace.
In international trade, arbitration is famous to resolve disputes
because it is easier to enforce an arbitration award in a foreign
country than it is to enforce a judgment of the court.
Ref: MediateBC. (2017). Conflict resolution options.
https://www.mediatebc.com/learn/conflict-resolution-options
Toulmin Model of Argumentation
The Toulmin Model is an effective model for argumentation
because it allows the user to double-check their logic and
effectively ensure that they have a sound argument before
presenting their position to a group. Alternatively, the Toulmin
Model can be reversed and used to check the validity and
strength of an opponent’s argument and can be used to identify
shortcomings or weaknesses that could, in turn, be used to gain
the advantage when it comes to discussion, debate, or
negotiations (Hitchcock, 2006). The SLACKers plan on using
the Toulmin Model to approach challenging decision-making
scenarios. The SLACKers also plan on using this model to
ensure their arguments and proposed solutions so challenges do
not have holes. The model below was developed within the team
as an example of what type of scenario could use the Toulmin
Model and benefit.

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APPENDIX A
Week #
Reading Assignments
Person/ Readings
Topics put in GCCM
Justification
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Jess / 7, 12
- Creativity in problem solving (7)
- (7) Creativity is an important tool that can lead to innovation,
which is why it is an important topic when it comes to
discussing group problem solving
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Jania / 17, 18
Functional Roles (18)
- (18)Managers should identify team members' potential and
construct a team built around this knowledge.
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
Types of Groups (1)

- (1)A primary group is a group that meets close to all, if not
all, of one’s needs. A group that meets only some of someone’s
needs is considered a secondary group. A microgroup is a group
inside of a larger group
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
- Groupthink (1)
- (1)While working as a team has its obvious strengths, teams
can also lead to some negative outcomes if not properly
managed. Groupthink is the tendency to accept the group’s ideas
despite one’s own opinions due to fear of repercussions or too
much group cohesion.
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
- Types of leadership (1)
- (1) Leaders can take different approaches when leading a team
to success. An autocratic leader is a self-directed leader and
oversees the processes amongst the group in much detail. A
laissez-faire leader is a leader who is more hands-off, but
knowledgeable in their field. They will lean on their group
members for their expertise, but not micro-manage a process. A
team without proper skills levels necessary to perform a task
and a laissez-faire team leader can be problematic (Galanes,
2000).
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
- Active listening (2)

- (2) Active Listening is the process of giving one’s full
attention to what people are saying, asking questions to ensure
things are understood, and not interrupting while others are
sharing their information.
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
- Personality type tests (3)
- (3) Personality types can identify and differentiate how others
may behave with people that they interact with. Multiple
theories measure personality types such as the DISC acronym
and the Myers-Briggs Type Indicator.
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
Trust (3)
- (3) Trust is vital in any team’s development process. Without
trust, teams are unable to function at a high level and will
continually doubt the other member’s contributions to the
project. Trust is built over time and as group cohesion
increases.
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Brad / 1, 2, 3
- Humm Factor (3)
- The Humm Factor is a tool that is used to identify non-
recorded feelings amongst a group to identify possible issues
before they take place. It works as a survey-like process
amongst the team and stakeholders throughout the project life
cycle that can spread light on stakeholder and team members’
feelings on the project (Darnall & Caudron, 1995).

1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Nakul / 4, 5, 6
- Group Communication (4)
-(4) The messages exchanged in Group Communication are vital
to share the information, take the decision, manage conflicts,
and develop team cohesion to overcome any issues.
- It is important to create an agenda before initiating the group
discussion which reduces the differences of opinions and
conflicts.
1
1, 2, 3, 4, 5, 6, 7, 12, 14, 15, 17, 18
Nakul / 4, 5, 6
- Group Communication (4)
- (4) It is important to create an agenda before initiating the
group discussion which reduces the difference of opinions and
conflicts.
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Jess / 4, 8, 11, 20
- Active listening (11)
- (11)Active listening is a necessary interpersonal skill to
develop to foster healthy communication amongst the team
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Jess / 4, 8, 11, 20
- Nonverbal delivery (8
- (8) Even in a virtual team setting, nonverbal communication is
an important principle to be aware of as we try to navigate
healthy interpersonal interactions within our team.
2

1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Jania / 15, 18
-Age Diversity (15)
- (15) Age diversity on a team is irrelevant to success and
managers should instead focus on skill, knowledge, and
performance.
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Brad / 1, 2
- Develop Team (1)
- (1) Develop Team results in improved teamwork, enhanced
interpersonal skills and competencies, motivated employees,
reduced team attrition, and improved overall project
performance (PMI, 2017).
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Brad / 1, 2
- Tuckman’s Ladder (1)
- (1) Tuckman’s Ladder is a team development model that
breaks the formation and performance of a team into five stages
- Forming, Storming, Norming, Performing, and Adjourning
(PMI, 2017).
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Brad / 1, 2
Hofstede’s Masculine & Feminine cultures (2)
- (2) Masculine vs. Feminine cultures reflects the directiveness
and competitiveness of individuals amongst the social setting.
An example of this is the United States holds a very masculine
culture in a business setting where they are assertive and highly

competitive. Other cultures, like Sweden, value modesty and
looking out for the weakest link within a team. This requires
significant attention when conducting business (Hofstede,
1998).
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Brad / 1, 2
Edward Hall (2)
- (2) Edward Hall is often referred to as a pioneer for
intercultural communications. Hall developed eight
contributions to the study of intercultural communications.
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Nakul / 5, 6
- Listening with spirit (5)
- (5) As per Levine’s article, the vital difference between
dialogue and discussion is that dialogue is more of a
collaborative and open-ended conversation where people
question others for their reasoning to derive a new solution,
whereas in the discussion people strongly hold their positions
on the topic and take specific actions.
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Nakul / 5, 6
- (5) In a team dialogue it is important to actively and selflessly
listen to the viewpoints of others to extract the creative idea
from the dialogue.
2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Nakul / 5, 6
- Listening with the spirit (5)
- (5) Levin's article suggests that a selfless listening approach,
being open to other’s ideas, and active listening will allow the
spirit of the group to speak (Levine, 1994).

2
1, 2, 4, 5, 6, 8, 11, 12, 13, 14, 15, 18, 20
Nakul / 5, 6
- (5) If an employee in a discussion listens to other employee's
creative ideas selflessly it leads to understanding and hearing
through the words of the employee’s soul (Levine, 1994).
3
1, 2, 3, 4, 5, 11
Jania / 4, 5
-Communication Planning (4)
-(4) Communication is the process of delivering information.
There are two types of communication: Synchronous (live i.e.,
conference calls) and Asynchronous (not live i.e., mail
correspondence). Defining the communication your stakeholders
need is called the communication requirement analysis. The
kind of communication needed for a project depends on how
often and how quickly you need to be able to make a decision.
3
1, 2, 3, 4, 5, 11
Jania / 4, 5
-Understanding and Meeting Client Expectations (5)
-(5) The ability of project managers to understand the need of
the client is significant and should not be ignored. Client
satisfaction defines success. Advantages: The inclusion of the
client creates a better understanding of the project and adds a
personal investment element. Disadvantages: Clients may have
undue influence on decisions. Managers should clarify
expectations and values and establish clear standards and
procedures.
3
1, 2, 3, 4, 5, 11
Nakul / 2
PMBOK, 10.1 Plan Communication
- (2) Communication planning must be performed at the start of

the project. It should be performed while identifying
stakeholders and preparing a project management plan document
(PMI, 2017, p. 367). - (2) Every project needs to communicate
project information and an effective communications
management plan enables the project manager to identify the
informational needs of the stakeholders, method of distribution,
storage, retrieval, and the disposition of the project information.
- (2) Defining the communication plan information such as;
stakeholder information requirements, organizational charts,
stakeholder’s roles, and responsibilities, a number of the
potential communication channel, resource logistics, and when
to communicate internally and externally to the media or public
contractors helps in identifying stakeholder’s requirements.
- (2) The output of the communication management plan gives
the important elements that should be present in the
communication management plan. They are; stakeholder
information requirements, method of communication, tools, and
technology for communicating, resources responsible for
sending and receiving the information with time and budget,
escalation process should be established in case of any
conflicts, and any technology or regulatory constraints.
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Stakeholder Theory
Stakeholder Theory is an umbrella term that describes attempts
to identify, explain and prescribe an organization’s relationship
and responsibility to other actors. The stakeholder definition is
fluid and has changed over time.
Stakeholder Theory can be used in different ways:
1. Descriptive use where a theorist will use it to explain
behaviors
2. Instrumental use where a theorist will use it to understand
how to reach a certain conclusion or how to complete a specific
goal

3. Normative use where a theorist will use the theory in a
prescriptive manner to argue or debate for additional ethical
laws or principles
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Stakeholder Identification
Added stakeholder identification process to the stakeholder
management plan. A documented process on how stakeholders
will be identified and managed during the project life cycle to
create a stakeholder registry. Expert judgment, stakeholder
mapping via an influence vs. impact grid, and collaborative
meetings will output a stakeholder registry.
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Motivation and Motivation Theory
Motivation defines how and why humans act the way that they
do. Because of how complex of an issue it is, there is no one
unifying theory to explain what drives motivation. Motivation
theories are subdivided into different categories based on what
these theories believe are the principal factors that drive
motivation. To successfully motivate team members, it is
important to have an understanding of both content (or need)
theories of motivation and process (or cognitive) theories of
motivation to apply them to individuals.
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PMBOK 3.4 Project Manager Competencies
To be a successful project manager, it is important to find a
balance between the three key skill sets of technical project
management, leadership, and strategic and business
management. There is also the need to understand the difference
between and need for both leadership and management.

Leadership involves using collaboration and innovation to move
the group forward to the desired outcome. Management is a
more structural concept that involves § utilizing known actions
and behaviors to guide employees to the desired outcome.
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Leadership Theories and Studies
Leadership is a process in which one person influences others
towards a group goal. Followers must accept leaders.
Contingency is affected by workgroup context.
Transformational details how leaders inspire and motivate.
Servant leaders place followers ahead of their own needs.
Entrepreneurial leaders create scenarios and improve
performance.
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Situational and Contingency Approaches to Leadership
The Contingency model has two categories: a task oriented and
relationship oriented. Cognitive Resource Theory two traits:
Intelligence and experience. Situational. The Normative
Decision making model assesses decision-making style by the
situation determining the leadership. Path goal Theory
determines leader behaviors that increase motivation by clearing
a path to a goal. Situational Leadership theory situations
determine, and leaders guide.
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Leadership styles and Bases of Power
Authoritarian leaders make decisions and do not actively
participate in the group. Democratic leaders welcome input and
facilitate discussion and creativity. Laissez-Faire leaders give
the group all freedoms and allow decision-making within the
team.

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The Four Intrinsic Rewards that Drive Employee Engagement
Extrinsic Reward examples:
1. Pay raises
2. Bonuses
3. Additional benefits
Intrinsic Reward examples:
1. Meaningfulness
2. Choice
3. Competence
4. Progress
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Motivating Employees
Motivation is the ability to do from within. Motivation and
performance have a direct relationship. Ability refers to the key
competence required to perform a job. The need-based theory of
motivation is Maslow’s hierarchy of needs, ERG theory, Two-
factor theory, and Acquired needs theory. Maslow’s theory
shows the different needs of the employee at a different level. It
helps the leader or the project manager to identify the state of
the employee’s mind. If the employee is trying to satisfy the
esteem needs feels great when he receives praise from his
manager (Motivating employees, n.d.). The ERG (Existence,
Relatedness, and Growth) extends Maslow’s theory. ERG theory
does not rank needs in any particular order and explicitly
recognizes that more than one need may operate at a given time
(Motivating employees, n.d.). Frederick Herzberg's two-factor
theory concluded the aspects of the human environment w hich
satisfy the employees are different from the aspects that
dissatisfy the employee.
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Group Cohesion
Factors that can affect cohesiveness
1. How much group members like one another
2. How in-line personal goals are with the group goals
3. Satisfaction levels of the overall group’s performance
4. Outside factors that make group members want to stay with
the group
Every individual has different levels of importance assigned to
these factors. What may make one person want to leave may be
close to a non-issue for a different member. Differing values
and individual preferences affect someone’s opinions on the
group dynamic.
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Groupthink
Three categories of issues that can arise within a group before
they reach groupthink:
Structural faults (such as strong advocacy of certain ideas from
the leader of the group or lack of diversity within the group
when it comes to ideas and backgrounds)
High cohesiveness
External pressure to reach a decision (time pressures can force
the group to quickly pick a solution because they feel pressure
to act)
Techniques such as playing devil’s advocate can help to foster
healthy exploration of ideas and reduce the possibility of
groupthink.
Important ways to combat groupthink as a leader:
· Foster discussion and make an active effort in allowing and
even encouraging dissenting opinions
· Seek opinions outside of the immediate group
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Conflict Management and Negotiation
All conflict is not bad. Conflict avoidance is no longer the
norm. A new set of management skills called Quantum skills
include seeing, thinking, feeling, knowing, acting, trusting, and
being.
Sources include:
· Scarce resources
· Ambiguity
· Personality clashes
· Power and status differences
· Goal differences
· Communication breakdown
Styles:
· Avoidance
· Competing
· Accommodating
· Compromising
· Collaborating
5 A’s Techniques
· Assessment
· Acknowledgement
· Attitude
· Action
· Analysis
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Conflict styles of Men and Women
Men score significantly higher on competing at all
organizational levels. No evidence that conflict styles of men
and women converge at a higher organizational level. Steady
increase in assertiveness at higher organization levels.
Competing and collaborating are the two most assertive styles.
Top executives have higher levels of competing and entry levels
have higher levels of compromising. Women end up with lower

pay and fewer promotions due to low levels of competing styles.
Supervisors/managers are high in coordination and integrations.
Avoiding is equal in genders and at all levels.
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AEOIU Conflict Resolution
A – acknowledge – state to the individual that you are assuming
their positive intent.
E – Express - Express your own perspective/concern
I – Identify - Clearly define your
goals/objectives/recommendations
O – Outcome - Features/benefits of your way & acknowledge
their flexibility
U – Understanding – reach an agreement & be on the same page
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Small Group Dynamics
Group socialization – is the process of teaching and adjusting to
group norms and behaviors. This is vital for teams/groups to
build cohesion and feel comfortable with one another.
- Technical knowledge is gathered during group socializing and
specifies the specifics of the purpose of the group and norms
surrounding group goals/deliverables
- Social knowledge is gathered during group socializing and
specifies social norms and behaviors of the group and how the
different group members behave amongst each other
Procedural conflict – a conflict that emerges due to
disagreements in how the group will function from an
operational perspective. How will they maintain
communications, who is their leader, etc?

Substantive conflict – aconflict that emerges due to
disagreements in values, attitudes, or ideas amongst the
different team members.
Interpersonal conflict - a conflict that emerges due to
personalities or altercations between two different people in a
group. Typically, will be about how one individual will
approach an idea or behaves.
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Acquire Resources
The requirement of the resources for the project can be external
or internal. Through the procurement process, external
resources can be acquired whereas internal resources can be
acquired from the functional managers. Because of matrix
project requirements, collective bargaining agreements, and
internal or external reporting relationships the project
management team does not have direct control over the
resources. The project manager needs to negotiate and influence
others while acquiring the resources. If in case, resources are
not acquired on time then it may affect project schedule,
budget, quality, and risks. The project manager should prepare
the document explaining the impact of the unavailability of the
resources.
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Acquire Resources
Develop Team is the process of improving competencies, team
member interaction, and the overall team environment to
enhance project performance. The output of this process is that
it helps in improving teamwork, enhances interpersonal skills,
and competencies.
To build, motivate, inspire, and lead the project team, the
project manager should establish an open and effective

communication mechanism, create team-building opportunities,
constructively manage conflicts, and encourage collaborative
decision-making.
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Managing Conflict
To address the conflict, the leader has to keep patience, listen to
others, required goodwill and determination. The leader should
be a motivator in the conflict by explaining the benefit to the
concerned party of taking the conflict constructively rather than
in a destructive manner. a leader can attempt to prevent or
manage conflict judiciously by acting as a delegator, turning
over responsibility for various tasks to others.
Conflict resolution strategies: Avoidance, Defensiveness versus
supportiveness communication, Empathetic listening
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Cohesion
- Group climate: the relatively enduring tone and quality of
group interaction that is experienced similarly by group
members
- Task cohesion: the commitment of group members to the
purpose and activities of the group
- Social cohesion: the attraction and liking among group
members
o Ideally, groups have an appropriate balance between the two
types relative to the group purpose.
-Groups with good cohesion will: set goals easily; exhibit a
high commitment to achieving the purpose of the group; are
more productive; experience fewer attendance issues; have
group members who are willing to stick with the group during
times of difficulty; have satisfied group members who identify

with, promote, and defend the group; have members who are
willing to listen to each other and offer support and constructive
criticism; and experience less anger and tension
- Qualities that contribute to positive group climate/morale:
Participation, messages, feedback, equity, clear and accepted
roles, and motivation.
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Meeting Management
The thorough planning of pre-meeting activities and skillful
leadership during the meeting itself is required to achieve
effectiveness in meetings. Before the meeting is planned, it is
important to decide whether the meeting is required or not or
whether the meeting objective can be accomplished via a phone,
video conference, or written communication. A meeting agenda
should be prepared which should include the objective and
desired outcome of the meeting.
To achieve effectiveness in the meeting it is important to start
the meeting on time. The team participants must introduce
themselves to each other and the facilitator should reinstate the
meeting objectives and establish the ground rules of the
meeting. The effectiveness of the meeting is achieved if the
agenda is followed, the meeting is as per the schedule, tasks are
identified and assigned.
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Task Typology and Virtual Teams
A total of six basic categories of task characteristics have been
compiled: degree of interdependence, goal complexity, data
gathering/distribution demands, information processing
demands, evaluation demands, and situational demands.
Studies show that different complexity of project or task

determines and plays a role in the software and technologies
that are used for online-groups. Email would be an example of
technology that would be used to resolve simple tasks or
decisions, while teleconferencing, audio conferencing, and more
complex technologies are utilized as things get more
complicated.
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Majority Rules
Decisiveness only when there are no more than two alternatives.
Anonymity, Neutrality, Monotonicity. Dependent on
alternatives that are irrelevant. Proportional representation.
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Decision Making
- Group problem solving process:
o Step 1 – Define the Problem
§ Problem statement: The group should have a single sentence
that summarizes the problem
o Step 2- Analyze the Problem
§ Problem question- a question to guide the group as it
generates possible solutions
o Step 3- Generate possible solutions
o Step 4- Evaluate
Solution
s
o Step 5- Implement and assess the solution
o Consensus rule – all members of the group must agree on the

same decision
§ Pros- high quality decision due to time invested, higher level
of commitment, satisfaction due to shared agreement
§ Cons- Time consuming, difficult to manage ideas= and
personal conflict as ideas are debated, decision may be OK but
not ideal
o Majority rule – one-half plus one must agree before a
decision is made
§ Pros – quick, efficient, each vote counts equally
§ Cons– close decisions may reduce buy-in, doesn’t take
advantage of group synergy to develop alternatives, minority
may feel alienated
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Negotiation
Integrative agreements - parties involved in the negotiation give
up on issues that aren’t very important to them (but may be
important to the other party), and hold strong to the issues that
are important to them
· a good approach can lead to increased satisfaction for all
parties involved
Optimum mix of factors for integrative agreements
· High concern for own outcomes
· High concern for others' outcomes

· Willingness to engage in deep and deliberate processing of
information
Factors that can affect the balance of cooperative vs competitive
incentives during negotiation
· Bargaining strength
· Time pressure
· Accountability to constituents
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Inconsistency
· Fallacies of inconsistency are cases where something
inconsistent, self-contradictory or self-defeating is presented.
· Self-defeating statement means a statement that is not
logical but is close enough that it is false.
Example: children saying they are not able to be seen when
playing hide and seek and closing their eyes instead of hiding
out of sight.
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When to use conflict styles
Competing
· Emergency
· When you are right

· Trivial Issue
When you should not use competing style:
· When cooperation is important, teamwork is needed
Collaborating
· Significant issue
· Cooperation is needed
· Reasonable hope
When you should not use collaborating style:
· Time is short, the issues are unimportant
Compromising
· Time is limited
· Resources are limited
When you should not use compromising style:
· Best solution possible is needed and can’t live with the
consequences
Avoiding
· Relationship is insignificant
· Trivial Issue
When you should not use avoidance style:
· Negative feelings may linger
Accommodating

· You really don’t care
· Powerless
· When you realize you are wrong
When you should not use accommodating style:
· Resentment, acceptance
Negotiation Styles:
· Cooperative, Competitive and independent.
Sources of negotiations:
Awards, Positional Power, Sanctions, Force, Information,
Expertise, An elegant solution, charisma, commitment,
relationship, BATNA
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The Toulmin Argument
The Toulmin argument can be used to break down the
components in an argument. This breakdown can provide the
basis or steps needed to have a good constructive argument.
Claim: assertion you hope to prove
Evidence: Support
Warrant: Connection between claim and Evidence
Backing: Support
Rebuttal: objection
Qualifier: limits put on the claim

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Mediation
Mediation is one of the resolution techniques which assists the
two parties who are involved in the conflict to find a viable
solution.
The difference between litigation and mediation is that in
litigation both parties have to follow the court order and in
mediation, the mediator does not impose his/her decision on
both the parties. Mediation is more of an informal approach and
is simple to process, whereas litigation is a complex process in
which both parties have to abide by the law. Mediation and
litigation both help to resolve the conflict. The mediation
technique is used to resolve the conflict associated with
litigation.
The mediator is a catalyst between the conflicting parties and
tries to define the problem and facilitate the communication
process by removing impediments. If both the parties do not
want to settle with a mutual agreement, then the mediator must
work hard to create a perception of a greater need and if both
the parties are willing to settle the dispute then the mediator has
more leverage.
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Arbitration
Unlike mediation, the arbitrator is a private third party who
seeks to hear both the conflicting parties and makes a final
determination that binds the parties. In business or any
contractual agreement, disputes are bound to happen. Disputes
can be resolved through negotiation, mediation, arbitration, and
litigation. Mediation and arbitration are cost-effective
alternatives to litigation. When the conflicting party decides to
submit the dispute to the arbitrator for a final decision is often
known as an award which is in writing and final.
Non-binding arbitration also seeks to listen to both the party
and give an award that is not final and binding to the party. In
this case, the arbitrator's award is merely an advisory opinion.
Most of the settlement cases go to binding arbitration. Parties
may also choose to go for the court trial. Mandatory arbitration
is also known as court-ordered arbitration which is a judicial
mandate intended to resolve pending court cases. At an early
stage of the lawsuit, the court-ordered arbitration follows the
rules and process laid down by the law. Unlike mediation,
arbitration offers parties a decisive legal outcome to their
dispute without the expense and inconvenience of court
proceedings and attorney fees.
The international business community is using arbitration to
resolve commercial disputes arising in the global marketplace .

In international trade, arbitration is famous to resolve disputes
because it is easier to enforce an arbitration award in a foreign
country than it is to enforce a judgment of the court.
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Motivation
For peak performance: Performance = motivation x ability x
environment
- Motivation - the intention of achieving a goal, leading to goal-
directed behavior
- Ability - having the skills and knowledge required to perform
the job
-Environment- resources, information, and support one needs to
perform well
Acquired Needs theory:
Need for achievement
A strong need to be successful
o However, high need for achievement can dissuade people
when promoted in management – micromanagers can’t delegate

authority, managerial work ( coaching, recruiting, motivating)
waste of time
Need for affiliation
Want to be liked and accepted by others
o Managerial disadvantage- too much care in others perception
could make some functions tough
Need for power
Want to influence others and control their environment
o Can be destructive of one’s relationships if power is for
personal gain
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Cultural impacts on negotiation
4 ways culture impacts negotiation
· Conditions an individual’s perception of reality
· Blocks out info that does not fall in line with their culturally-
influenced assumptions
· Projects meaning on the other negotiating party’s actions
· Drives an ethnocentric observer to an incorrect conclusion of
motive
Both cultural and social intelligence are key to the success of
international business negotiation.

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Ethical and Cross-Cultural Negotiations
Dependent upon the culture, some thresholds for conflict may
vary. Studies have shown that certain cultures (like the
Japanese) tend to use negotiators and offers as an information
exchange process. They expect to receive information from you
in return for their offer. Alternatively, Americans tend to reveal
more information than their Japanese counterparts. Due to these
patterns, Japanese may take longer and more offers to get to a
final consensus.
Dependent upon cultures, negotiation can be viewed differently.
Western cultures view negotiation as a business activity,
whereas regions such as Brazil may consider negotiations more
social and continue negotiations during social events where the
business is not usually discussed.
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Distributive tactics
-Win/lose situation
-Information is the most important tool

-Negotiator to find resistance point
-Change what opposite side thinks about what they gain
-Bargain concrete commitment
-Smaller concessions
-Follow-up
-Give up less as time goes on so other side thinks you have
nothing left to give
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Business Negotiation Part Six: Integrative Negotiation
Integrative bargaining assumes that if the differences between
both parties can be understood, then the dispute can be
overcome with a win-win strategy. In integrative bargaining,
both parties need to share the goal of win-win. When both the
parties define what is in common between them than the
differences between two sides can be minimized. The needs of
both parties should be understood by each party to arrive at a
mutually agreeable solution.
Integrative negotiation goes through four different stages:
1. Define the common problem- Understand what is different
between both the conflicting parties.
2. Find Interests & Needs- Tries to understand more. "What do I
want" "what do you want". Understand the needs.
3. Think up solutions- Both the party brainstorms to come up

with solutions, create as many as possible. No bad ideas
4. Pick the best solution- Choose the best solution that is
maximized for each side. It does not mean one party has to
compromise. Choose the best solution from the available
solutions.
The key is to work for mutual benefit. Don’t work personally or
give any personal comment. Try to understand what you want,
why do you want, ask for an explanation to better understand
the pain areas of the conflicting parties.
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Decision Making
Avoiding Decision-Making Traps
- Overconfidence bias- when individuals overestimate their
ability to predict future events
- Hindsight bias- the opposite of overconfidence bias, occurs
when looking backward in time and mistakes seem obvious after
they have already occurred
o Problem when judging someone else’s decisions
- Anchoring- the tendency for individuals to rely too heavily on
a single piece of information
-Framing bias- the tendency of decision makers to be influenced
by the way that a situation or problem is presented
- Escalation of commitment- individuals continue on a failing

course of action after information reveals it may be a poor path
to follow
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Manage Communications and Monitor Communications
Managing Communications -process concerned with overseeing
efficient channels of sharing information based on the needs of
the project
· Necessary to maintain healthy relationships between the
project team and stakeholders
Monitor Communications - process concerned with ensuring
that the current methods of communication meet the needs of
the stakeholders and project at hand
· Analyzes the execution of the planned communications to
ensure that they have the desired effect on the project
· Can trigger subsequent changes to the current methods of
communication in order to optimize efficiency and effectiveness
on the project
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Interpersonal Skills for Project Success (podcast)
Review of 14 interview’s dynamics and highlights of key
interpersonal skills related to project management success.

Key Takeaways:
1. The ability to communicate and speak confidently
2. The use of Active Listening and Emotional Intelligence
training
3. Transactional Analysis: be aware of how you treat others and
make sure your interactions are categorized as adult to adult.
4. Be aware of violent communication and make sure you avoid
it at all costs.
5. The ability to influence others and ensure your team members
are on your side and loyal to the group objective.
6. Positive Outlook
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Culture and Communication
-Culture-shared set of attributes in a group
-Managers should know their teams culture breakdown
-Managers should understand theirs teams culture
-Cultural variables include accents, silence, gestures, eye
contact
-People are complease and unpredictable
-Proposed solutions include understanding the team is one unit,
project managers spending time understanding cultures,
intercultural workshops, diversity understanding, improving
cooperation, studying different cultures, acquiring training in

conflict management, importance of women on teams, cultural
leadership and competency, cultural coaches, multicultural
events.
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Project Leadership and the Art of Managing Relationships
The success of the project depends on how well the project
manager is managing the project and leading its team. The
project manager should understand the soft side of the team as
well. Most of the time of the project manager is spent
communicating with stakeholders. This necessitates the
importance of building and managing relationships both within
the team as well as with those affected by the team’s output.
Leaders must understand the individual member’s values, gifts,
and motivations to get the best performance from them. The
project manager should make an employee happy and valued by
improving the relationship and effectively managing the conflict
An instrument called Strength Deployment Inventory (SDI) is
the best instrument in project and work environments because it
is based on observable behaviors (Anderson, 2010). In a
pressure situation, the SDI allows the team members to quickly
validate their behavior and also provides an insight into the way
they experience and deal with the conflict.
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Enabling and maintaining trust in multicultural projects
Trust can be attributed to a relationship between individuals.
Trust is an important factor for the success of the project. If the
project team is having trust in each other then the team can
collaborate effectively. If the communication channel is broken
and performance is deviating, then it is difficult to collaborate.
Cultural Intelligence (CI) is about understanding how culture
impacts communication and relationships (Woerner, 2011). CI
is required for trust to be developed in multi-cultural teams.
The intent may be interpreted differently across cultures. The
same project steps exist in multi-cultural teams: initiation, kick-
off, execution, monitoring/controlli ng, and closing.
During the initiation, stage observation is a technique that helps
to determine the trust aspect of the multi-cultural project.
Obtaining a historical view will also help the project manager to
determine the trust.
During the kick-off stage, the kick-off meeting sets the tone for
the combined projects. Different people share their learnings
and experiences and such activities establish and extend the
trust.
During the execution stage, the daily stand-up meetings are an
event where the team members discuss the progress and issues

related to the work which establishes trust.
In the monitoring/controlling stage, it is obvious to have
conflict and risks (Woerner, 2011). The project manager should
mitigate the risk and resolve the conflict and help to establish
trust. Face-to-face conflict resolution is more effective.
During the closure stage, the project manager pulls all the team
members together to discuss what went well and what didn’t.
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Trust
Actions that can tear down trust:
o Perceptions, misunderstandings, and mistakes
o Withholding information
o Looking to point blame – lowers morale, undermines trust,
damages team productivity
o Excuse making- can damage credibility
o Allowing unhealthy alliances and hidden agendas
o Rewarding individuals at the team’s expense
o Fear-based environment
o Micromanagement
Actions that build trust:
o Personal attributes
§ Be genuine

§ Never compromise integrity or personal values
§ Lead by example
§ Know your personal weaknesses and mitigate them
o Project manager actions
§ Be consistent and predictable
§ Encourage openness and transparency
§ Don’t be afraid of difficult decisions
§ Manage expectations and share team mission
10
2, 4, 5, 6, 7, 8
Jess/7
How to Choose the Right Tools for Any Client Communication
Types of technology
Phone calls
o Pros: more personal and direct, mitigates the possibility of
miscommunication
o Cons: disruptive; best to check-in before giving someone a
call
Voicemails
o Pros: gives the person the option of listening and responding
when they are available; immediate communication, faster to do
than email
o Cons: one-way communication, may need multiple before the
two parties can successfully connect
Teleconferences

o Pros: efficient and effective for decision making; keeps all
parties updated
o Cons: can lose direction as additional participants are added
Video conferences
o Pros: face-to-face while still being remote; can see body
language and other nonverbal cues
o Cons: not everyone may have high-quality equipment; must
be conscious of lighting and background; eye contact is lost
Video-enabled web conferences
o Pros: all advantages of in-person while still being virtual
o Cons: may take time to feel comfortable with the
technology; requires planning to have all technology and people
involved ready
10
2, 4, 5, 6, 7, 8
Brad/2
How to Manage Virtual Teams
Positive approaches to managing a dispersed team include but
are not limited to:
Promotion of self-leadership across the entire team in remote
team scenarios has been shown to have a strong positive impact
on the functions of a team.
Periodic face-to-face meetings of dispersed teams have been

shown to be effective for initiating and assisting in key team-
building processes and expectations.
Building a culture around the remote team process can be
helpful. If a leader chooses to build a culture with a dispersed
team where the culture focuses on seeing people in person, it
will obviously underperform. However, a manager or team lead
that fosters a culture that encourages remote characteristics may
see that their team culture has a more positive impact versus the
previous scenario mentioned.
10
2, 4, 5, 6, 7, 8
Brad/8
Group Decision Support Systems
GDSS – Group Decision Support System – these systems
combine communication, computer and decision technologies.
These platforms utilize cloud-based or “live” software systems
that allow teams to interact in real-time instances in order to
assist in complimenting the challenges that are associated with
dispersed teams.
GDSS originated in the 70’s using telephone technology and has
grown significantly as the internet and technology have
continued to develop.

10
2, 4, 5, 6, 7, 8
Nakul/4
Synchronous and Asynchronous Communication
Synchronous communication is online communication enabled
in real time via different technologies such as instant
messaging, MS Teams, Chatterbox, etc. Asynchronous
communication is communication between a sender and a
receiver who are not logged on at the same time (e.g., e-mail,
online discussion forums).
Asynchronous communication is widely practiced in a project
environment where the email chain creates confusion and
sometimes acts as a tool to convey a message without any
further discussion.
10
2, 4, 5, 6, 7, 8
Evan/4
Task and Technology fit:
Synchronous and Asynchronous Communication
Study: Email for asynchronous communication & Group Support
System(GSS) for synchronous communication
Results:
o GSS supported groups generate more total and basic ideas
§ Little time for reflection, digestion, and thoughtfulness with
parallel communication

o Groups using email generated a higher proportion of
inferential ideas and deeper problem-solving analysis
o Number and proportion of inferential ideas were
significantly higher in less structured task than more
Key Points:
o The quality of communications is viewed as the single most
important factor in group decision making or failure
o Communication’s influence on performance depends on type
of task
o Focus on study was idea generation activity in the first two
phases of the normative decision sequence
§ Appropriate comm tech will depend on the activity and phase
the task is performed
§ less structured and ambiguous tasks require rich media
o GSS in synchronous comm allows for social/verbal cues and
non-textual feedback
o E-mails can lead to interactivity, uncertain feedback, may
hinder coordination
§ Lack of time pressure can enable more absorption of more
feedback, and algin the information symmetry for deeper
thinking and inferential knowledge
10
2, 4, 5, 6, 7, 8
Jania/6
Videoconferencing

Videoconferencing allows for synchronous, or simultaneous,
sharing of data through voice, video, digital white board, and
datafiles. Individuals can share their screens and files. Allows
access to work from home. Increases family time while reducing
commuting. Can allow for training without travel to separate
locations. Remote teaching.
Technology allows for meeting rooms, moveable equipment, and
desktop units.
Successful video conferencing includes comfort, transparency,
and proper position on camera.
1
Group Communications and Conflict Management Plan (Draft)
G3 Analytics
Oluseun (Kemi) Bello
Emma Hale
Karen Hall
Morgan Henserling
Michael Kinsella

Brandy Thompson
University of Maryland Global Campus
PMAN 638 – Project Communications Management
Dr. Rick Menking
March 21, 2021
Change History
Date changed
Change details
Reason for change
(if applicable)
Responsible for change
1/21/2021
Original Content Created
N/A
Karen Hall
1/24/2021
Content Revised
Group Review
All Members
1/26/2021
Content Added
Mission Statement

Emma Hale
2/01/2021
Content Added
Goals/Objectives Background
Oluseun Bello
2/01/2021
Content Added
Goals/Objectives
Karen Hall
2/01/2021
Content Added
Partial Input to Appendix A
Karen Hall
2/02/2021
Content Added
Introduction
Emma Hale
2/08/2021
Content Added
Team ID Bkgrd/Action Plan
Brandy Thompson
2/8/2021
Content Added
Roles/Respon Action Plan
Brandy Thompson

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