Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/ Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/

1. 34 | month 2010 | conStruction manager
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conStruction manager | april 2011 | 35
ContinuingProfessionalDevelopment
Peoplemanagement
• Creating strong relationships within teams
• Understanding motivational value systems (MVS)
• ApplyingMVS to strengthen project performance
The art of building
a winning team
The construction industry is built on
relationships which will be tested in the
next few years due to the ongoing slump
in public and private sector spending.
In addition, recent reports, such as last
December’s Cost Review from
Infrastructure UK have highlighted the
inefficiency and high cost of delivering
major projects, particularly in rail, roads
and infrastructure, leading to an industry
drive to deliver 10-30% efficiency
savings. This will require a different
mindset and way of working for many.
Project managers will often be at the
sharp end of these changes, needing to
deliver even when there are multiple
technical challenges and relationships are
under strain. It is therefore critical that
project managers develop strong
and sustainable relationships to allow
them to influence others and deal
effectively with these challenges. This
will require them to understand:
• the impact they have on the feelings
of others;
• what makes others “tick” and how they
react in certain circumstances;
• what makes them tick as individuals.
This increased awareness will allow
project managers to create more effective
personal and professional relationships. In
a project context, this will allow you to
manage risk more effectively, to adapt
project management to suit the project,
Donnie MacNicol and Keith Robinson explain
how management models can help build productive
relationships and manage conflicts effectively
CPD
deal more easily with conflict and engage
with stakeholders. Each of these three
areas will be discussed later in this article.
Building self-awareness
But first we will discuss a model that can
help facilitate self-awareness. This model
is one of several we use with individuals,
teams and organisations to provide a
vocabulary and common basis around
which performance can be improved.
The Strength Deployment Inventory
(SDI), developed by US psychologist Elias
Porter, is a self-development tool based
on relationship awareness theory (RAT).
It has been in use for 40 years worldwide
in all sectors and industries. The theory
helps people build productive
relationships and manage conflict by
providing a window into the motivation
that drives others.
We use the SDI extensively in both
public and private sector organisations.
A worldwide “community of practice” for
project managers is now being developed
around the common structure and
language of SDI, around which
relationships can be strengthened, in
locations from California to China.
The underlying assumption of the
inventory is that “all human beings need
to interact with others in a way that
makes them feel good about themselves”.
SDI looks at our motivations in good times
as well as when faced with conflict.
The SDI distinguishes our underlying
motivations by introducing four main
motivational value systems (MVS), which
describe how we seek to be valued by
ourselves, others and in all life situations
(see Figure 1, overleaf).
Developing awareness of different
individuals’ MVS offers opportunities to
improve relationships, increase the
effectiveness of our delivery processes
and highlight the way we deal with
conflict. With the challenges facing the
construction industry, this is a valuable
business advantage that should be
embraced by all, helping the industry to
innovate and build the alliances that are
so critical for success.
The four MVSs dictate that we seek to
Successful teams
— such as Alex
Ferguson’s Manchester
United — are built
on good people
management
Getty

2. This led to multiple layers
of management doing the job
of those below, leading to
inefficiency and creating a
source of conflict.
Red goes to green
As we tend to perceive others’
behaviours through our own
MVS, this often prevents us
from appreciating the
strength and opportunity that
diversity within a team can
provide. This insight provided
the senior management team
with the opportunity to
borrow other members’
behaviours to help identify
new decision-making
strategies. For example, a Red
may borrow Green behaviours
when looking for alternative
options and seeking evidence,
rather than just focusing
purely on delivery.
Finally, as it’s a truism
that “people like people
who are like themselves”,
this has also led the
senior team to review its
recruitment policy, ensuring
that there is diversity within
the professional team.
Donnie MacNicol,
Team Animation
Management consultant Team
Animation has worked with a
£30m medium-sized specialist
construction contractor over a
number of years to improve
the performance of
individuals through coaching,
and the effectiveness of
teams using the SDI. We have
also helped improve
decision-making around their
investment strategy, as well
as the relationships they have
with alliance partners.
We also assisted the senior
management team to develop
the collective capability of the
board. The SDI provided an
objective and impersonal way
for the directors to discuss
their different motivations
and the impact these had on
relationships and performance.
Lack of influence
The senior management team
had four strong Reds, all
directly involved in the
operational delivery of
projects, the strongest of
which was the managing
director. The other three
members of the senior team
(each of which had a different
MVS) regularly challenged
decisions but, as their focus
was not shared by the Reds,
36 | april 2011 | conStruction manager
ContinuingProfessionalDevelopment
Peoplemanagement
conStruction manager | april 2011 | 37
be recognised for being:
• of genuine help to others — Blue;
• focused on achieving results — Red;
• self-reliant and orderly — Green;
• part of an effective group – Hub.
Our behaviour may vary due to
circumstances and the environment,
but our individual MVS will remain as an
anchor when things are going well. It is
therefore important to understand a
person’s intention and motivations as
this allows us to relate more effectively
to them and their actions.
Using the MVS diagram allows project
teams or management groups to view
each others’ motivational value systems
so that they can see their diversity,
explore this as a source of strength, and
highlight how these same differences
may lead to misunderstanding and conflict
with others. Alternatively, for a team
which has similar MVSs, this may identify
an opportunity to view situations from a
different perspective, improving
innovation and decision-making.
Exploring the MVSs within a team is
particularly useful at the start of new
projects or when conflict arises within a
team or between different teams.
Similarly, it can be helpful in developing
senior management teams and project
boards, who may not have the opportunity
to meet regularly, but must function
effectively when they do. Given the
importance of the decisions made by
these groups, this should be a primary
area of focus at the start of any project.
Below are four ways in which these
awareness skills can help you with
common challenges on a project.
1. Engaging the team in the
management of risk
Planning for future eventualities,
including the identification and
management of risk (as either a threat
or an opportunity), is a core project
management skill. There are infinite
variations in the way people perceive risk,
and assess its impact and probability
before identifying appropriate courses of
action. It is therefore critical that the
project manager appreciates these
project team helped the project office
manager identify the need to adopt a less
systematic and inflexible approach to
project management. The bulk of the
team had a Hub MVS, and did not feel the
group was consulted enough or that the
project management style was flexible
enough. A “command and control” regime
and rigid comprehensive monitoring and
reporting meant that factual information
on the project was available, but little was
identified or discussed around the
engagement of the team towards
achieving the end goal.
3. Identifying and dealing with conflict
Relationship awareness theory defines
conflict as a reaction to a perceived
threat to self-worth. So, typically,
people are willing to go into conflict
about things that are important to them.
This allows you to identify their conflict
“triggers”. For example, for a Green MVS
individual this may be working in an
unstructured way without reference to
supporting information.
It is important to view conflict, when it
surfaces and is dealt with in an effective
manner, as a positive. Conflict can serve
as a safety valve, act as the spur needed
for change and potentially end
unproductive associations.
In the case study (see box, right) we
facilitated a series of Strength Deployment
Inventory workshops with a construction
company’s key supply chain partner to
resolve a crisis in their relationship. These
workshops allowed both organisations to
understand why, in part, conflict had arisen
through misunderstanding each others’
motives. For example, when a decision was
made to delay an element of one
organisation’s work that resulted in
Nailing its colours to the mast
Exploringthemotivationalvalue
systemswithinateamisparticularly
usefulatthestartofnewprojectsor
whenconflictariseswithinateamor
betweendifferentteams.
Using the Strength Deployment Inventory, Team Animation
helped improve performance at a specialist contractor,
starting with boosting the board’s communication skills
ARedmay
borrowGreen
behaviours
whenlooking
foralternative
optionsand
seeking
evidence.
differences and implements a process
that engages the different team
members.
For example, when first identifying risk,
a person with a Hub MVS will be
motivated to involve the team on an
ongoing basis, so that the risks are owned
by the team. If risk on a project is
managed by an individual with a Green
MVS, then the identification, recording,
assessment and ongoing management is
likely to be done in a far more structured
and analytical manner than if a person
with a different MVS had the
responsibility. A Red MVS, meanwhile,
may take on the role of identifying risks
and then delegating responsibility to
team members in developing mitigation
plans. This may appear to be effective
from a time perspective, but would not
engage the team to own risk.
2. Adapting the style of project
management
The project manager should identify the
type of project (based on factors such as
the complexity of the task, and the pace
and capability of the team) and also the
culture of the organisation before
considering the appropriate style of
project management, for instance
“command and control” or “open and
trusting”. These two considerations will
most effectively support the team in
delivering success.
On a recent client assignment, we
worked with a team charged with
delivering a programme that was key to
the organisation’s future. The style of
project management was having a
detrimental effect on relationships and,
in turn, performance. Using SDI and
understanding the motivations of the
Hub
Concern for
flexibility and
adapting to other people.
Focused on the group, making
sure everyone is included.
Provides alternative
viewpoints and considers
multiple topics
simultaneously.
they could not exert
influence, leaving them
feeling isolated and unvalued.
One such decision resulted
in the use of considerable
resources on a procedural
mapping project that brought
no real benefit, which was
identified as a risk by the
non-Red members of the
senior management team.
Recognising that a
“personal weakness” is no
more than the overdoing or
misapplying of a personal
strength, the senior team
experienced a number of
“a-ha!” moments. One
included the impact of having
a Red-focused leadership
style and the way it was
stifling the development
of all layers of management.
Blue
Concern for the protection,
growth and welfare of
others. Helps others make a
difference in their lives
Wants to engage and build
rapport with others
Green
Concern for
assurance that things
have been properly
thought out, for meaningful
order being established
and maintained.
Thinks things
through and is
self-reliant
Red
Concern for task
accomplishment, the
organisation of people, time,
money and other resources
to achieve desired results
Motivational Value Systems: which one describes you?
© Personal Strengths
Alex Ferguson (left) and Martin O’Neill have shown how good management can bring success
Getty

3. 38 | april 2011 | conStruction manager
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FeatureDetailsContinuingProfessionalDevelopment
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CPD test paper
People management
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disruption to the other, no rationale was
provided. Opposing project managers who
were not communicating and had become
hostile to each other, realised during the
workshop process that thinking their
opposite number was intentionally
delaying the project was illogical: in reality
they were doing what they believed was
in the best interests of the project.
Another useful insight from relationship
awareness theory is that we approach
conflict with a predictable sequence of
motivational changes and related
behaviours. Initially, we tend to focus
on the problem, the other person and
ourselves. If the conflict is not resolved,
then we enter a second stage where our
behaviour changes and we tend to focus
only on the problem and ourselves (not
the other person). If still not resolved,
then at the third stage the individual
focuses only on self-preservation.
Conflict is rarely resolved at this stage.
Therefore it is critical that we identify
conflict early on, something that is not
as easy as it sounds. A Green MVS
individual, for example, may withdraw
and become quiet, which may be
perceived as acceptance. Also the change
in an individual from things going well to
being in conflict may be subtle, resulting
in no obvious change in behaviour. This
does not mean they are not in conflict —
just that it’s not obvious. The answer is to
listen carefully and openly discuss their
feelings towards the situation by first
sharing yours.
4. Engaging with stakeholders
including sponsors
Strong relationships with stakeholders
often characterise successful projects.
The project manager must understand
their motivation, which is shaped by the
stakeholder’s role on the project and the
culture of their organisation.
Understanding how each stakeholder
views success is critical, both in terms of
what is delivered and in the way it is
achieved. For example, if the project
manager was a Red MVS and the project
sponsor a Blue MVS, it would be important
for the project manager to understand
that they may appear pushy and
insensitive if conversations with the
sponsor focus on the delivery of
outcomes. In this scenario, a project
manager might be well advised to listen
to not only what is being said, but how it
is being said.
Donnie MacNicol is visiting fellow at
Kingston Business School, and a
director of management consultant
Team Animation. Keith Robinson is
managing director for Integrated
Systems and Strategies and a Visiting
Professor at University College London.
1. The Strength Deployment Inventory is a
self-development tool based on:
Relationship awareness theory
Motivational Value Systems
Self-awareness theory
Freudian psychoanalysis
2. If your motivational value system is Blue, you will
typically seek recognition for being:
Self reliant and orderly
Focused on achieving results
Part of an effective group
Of genuine help to others
3. Relationship awareness theory defines conflict as:
A perceived threat to to self-worth
A perceived threat to an individual’s company
A perceived threat to colleagues
A perceived threat to an individual’s job
4. If a conflict is not resolved at the first stage,
an individual will focus on:
The problem and themselves
Self preservation
The problem, the other person and themselves
The other person only
5. In a conflict situation an individual with a
Green MVS may:
Become aggressive and antagonistic
Withdraw and become quiet
Exhibit no outward change
Seek a resolution with superiors
Good managers will
reap the rewards of
a motivated and
focused team
Alamy