Project management leaders are always looking for ways to boost synergy within their teams. Unfortunately, this can sometimes lead to near-constant meddling. Not to be confused with micromanaging, the sort of meddling I’m talking about revolves around the team’s various personalities, not its overall effectiveness. But leaders who want their PMO to resemble one big happy family should realize it’s actually detrimental to the team when they involve themselves in every disagreement. Below are some of the problems teams often encounter when members aren’t able to forge their own solutions for balancing personality differences and overcoming strife.
A lack of productive conflict may result in unimaginative problem-solving efforts. We’ve said it before: conflict isn’t always bad. In fact, sometimes it can be very good. If the team’s leadership imposes its will in an attempt to quell arguments—determining a specific course of action or a preferred solution to a particular problem, for instance—any potential innovations that might have arisen from the conflict-discussion-resolution process are lost.
Too much interference allows underlying problems to fester. Sometimes, seemingly minor issues can grow significantly worse if those involved aren’t able to butt heads and successfully devise a way forward that works for them. When this happens, whatever put them at odds in the first place may actually continue unchecked. If others in the group also become embroiled in the situation, morale in the PMO could quickly drop.
Personality clashes could consume project management time. Once the PMO’s leadership decides to take on anything but the most difficult personnel conflicts, the entire team may learn to depend on having these types of issues solved for them. And if managers are focused on individual-level conflict resolution or confrontation avoidance, high-level efforts such as mentoring and the championing of strategic initiatives could suffer in the long term.
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