Coaching - Project Manager as Change Agent - Revision history

Tkokotas at 17:22, 16 November 2018

2018-11-16T17:22:06Z

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			''Developed by Rikke Husum''


	Coaching is one out of many interpersonal skills that [https://www.pmi.org/about/learn-about-pmi/ PMI (Project Management Institute)], an organization that defines worldwide standards for project, program and portfolio management, recommends a Project Manager to possess <ref name="PMBOK"> ''Committee, P. M. I. S. (2004). A guide to the Project Management Body of Knowledge (PMBOK), Newtown Square, PA: Project Management Institute. Inc.'' </ref>. The standard defines coaching as a means of developing a project team to a higher level of competency and performance, applied with an individual or a team approach. Coaching is recommended in situations where a project team member is low performing due to lack of motivation, knowledge or skills <ref name="PMBOK" />.		Coaching is one out of many interpersonal skills that [https://www.pmi.org/about/learn-about-pmi/ PMI (Project Management Institute)], an organization that defines worldwide standards for project, program and portfolio management, recommends a Project Manager to possess <ref name="PMBOK"> ''Committee, P. M. I. S. (2004). A guide to the Project Management Body of Knowledge (PMBOK), Newtown Square, PA: Project Management Institute. Inc.'' </ref>. The standard defines coaching as a means of developing a project team to a higher level of competency and performance, applied with an individual or a team approach. Coaching is recommended in situations where a project team member is low performing due to lack of motivation, knowledge or skills <ref name="PMBOK" />.

Rikke at 16:54, 27 February 2018

2018-02-27T16:54:48Z

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	This article is based on a literature study within the fields of coaching in perspective of the standards for project management. Besides the academic reader, Project Managers will benefit from reading the article as it provides substantiated 'hands-on' recommendations.		This article is based on a literature study within the fields of coaching in perspective of the standards for project management. Besides the academic reader, Project Managers will benefit from reading the article as it provides substantiated 'hands-on' recommendations.

	'''Keywords:''' Change to baseline. Coaching as corrective action. Low performance. Lack of motivation. Lack of skills. Individual coaching. Facilitating a change. Intervening modes.		'''Keywords:''' Change to the baseline. Coaching as corrective action. Low performance. Lack of motivation. Lack of skills. Individual coaching. Facilitating a change. Intervening modes.

	== Change to the baseline ==		== Change to the baseline ==

Rikke at 16:53, 27 February 2018

2018-02-27T16:53:26Z

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	====Next step - be inspired by a Change Agent====		====Next step - be inspired by a Change Agent====
	By looking into change management literature, a PM can get inspired by the way a Change Agent ~~works with mindsets and attitudes while facilitating a~~ change, ~~which~~ is directly comparable to a PM applying motivation-focused coaching. Three arguments support this recommendation.		By looking into change management literature, a PM can get inspired by the way a Change Agent facilitates change, since it is directly comparable to a PM applying motivation-focused coaching. Three arguments support this recommendation.

	First, a PM and a Change Agent have comparable skills. Figure 3 shows that Change Agent skills are very similar to the interpersonal skills a PM is recommended to possess. This argues for the possibility [[File:interpersonal-skills-PM-and_CA.png\|450px\|thumb\|right\| Figure 3 Shows a similarity between skills recommended for a PM <ref name="PMBOK" /> (blue) and a Change Agent <ref name="Change" />(green)]] that a PM can act as a Change Agent.		First, a PM and a Change Agent have comparable skills. Figure 3 shows that Change Agent skills are very similar to the interpersonal skills a PM is recommended to possess. This argues for the possibility [[File:interpersonal-skills-PM-and_CA.png\|450px\|thumb\|right\| Figure 3 Shows a similarity between skills recommended for a PM <ref name="PMBOK" /> (blue) and a Change Agent <ref name="Change" />(green)]] that a PM can act as a Change Agent.
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	==Conclusion==		==Conclusion==
	This article concludes that coaching is a recommendable interpersonal skill to possess as a PM, but only applicable when PM has basic coaching knowledge and knows which pitfalls to avoid. Coaching can be applied as a corrective action when a change to baseline occurs and a project's progression is challenged due to a project team member’s low ~~performances~~. A coaching can be directional and have a tell-rather-than-ask approach when the focus is on skill development. When the focus is on motivation, the coaching is nondirectional with an ask-not-tell approach and has a high focus on unlocking potential by self-development.		This article concludes that coaching is a recommendable interpersonal skill to possess as a PM, but only applicable when PM has basic coaching knowledge and knows which pitfalls to avoid. Coaching can be applied as a corrective action when a change to baseline occurs and a project's progression is challenged due to a project team member’s low performance. A coaching can be directional and have a tell-rather-than-ask approach when the focus is on skill development. When the focus is on motivation, the coaching is nondirectional with an ask-not-tell approach and has a high focus on unlocking potential by self-development.
	The context wherein coaching is applied matters. In a personal context (e-g- Life Coaching) essential prerequisites for coaching are confidentiality, equality, and the coachee's goals and needs as the highest objective for the coaching. In a business context (e.g. Executive coaching and Workplace coaching) the conditions are rather different. Confidentiality is only present to a certain degree, there is no equality due to reference power and the project's progression is the highest objective for the coaching, not the team members personal goals or needs.		The context wherein coaching is applied matters. In a personal context (e-g- Life Coaching) essential prerequisites for coaching are confidentiality, equality, and the coachee's goals and needs as the highest objective for the coaching. In a business context (e.g. Executive coaching and Workplace coaching) the conditions are rather different. Confidentiality is only present to a certain degree, there is no equality due to reference power and the project's progression is the highest objective for the coaching, not the team members personal goals or needs.

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	==References==		==References==
	~~(Must fix: the same reference is shown multiple times)~~
	<references />		<references />

Rikke: /* Apply different intervening modes */

2018-02-27T12:00:21Z

Apply different intervening modes

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	Shortly described, the modes of intervening can help a project team member to reflect and self-develop through four different approaches		Shortly described, the modes of intervening can help a project team member to reflect and self-develop through four different approaches

	* '''Challenging mode.'''		* '''Challenging mode'''
	Challenge an undocumented belief.		Challenge an undocumented belief.
	The PM's objective is to confront the project team member and call attention to contradictions in action and		The PM's objective is to confront the project team member and call attention to contradictions in action and
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	differently, am I wrong then?)		differently, am I wrong then?)

	* '''Theorizing mode.'''		* '''Theorizing mode'''
	Apply a theorizing cause-effect approach.		Apply a theorizing cause-effect approach.
	The PM's objective is to find theories and conceptual models that are relevant to the project team members		The PM's objective is to find theories and conceptual models that are relevant to the project team members
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	can evaluate and reinterpret the situation.		can evaluate and reinterpret the situation.

	* '''Supportive mode.'''		* '''Supportive mode'''
	Allow feelings, emotions, and concerns to be expressed.		Allow feelings, emotions, and concerns to be expressed.
	The PM's objective is to support a project team member to give himself permission to talk about the feelings		The PM's objective is to support a project team member to give himself permission to talk about the feelings

Rikke: /* Change to baseline */

2018-02-27T11:59:27Z

Change to baseline

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	'''Keywords:''' Change to baseline. Coaching as corrective action. Low performance. Lack of motivation. Lack of skills. Individual coaching. Facilitating a change. Intervening modes.		'''Keywords:''' Change to baseline. Coaching as corrective action. Low performance. Lack of motivation. Lack of skills. Individual coaching. Facilitating a change. Intervening modes.

	== Change to baseline ==		== Change to the baseline ==
	Changes happen in projects. They may be initiated by project team members, stakeholder requests, complaints or a wide range of other factors, however, it is the Project Managers responsibility to manage the change and implement corrective actions <ref name="PRINCE2"/>		Changes happen in projects. They may be initiated by project team members, stakeholder requests, complaints or a wide range of other factors, however, it is the Project Managers responsibility to manage the change and implement corrective actions <ref name="PRINCE2"/>

Rikke: /* Next step - be inspired by a Change Agent */

2018-02-27T09:30:02Z

Next step - be inspired by a Change Agent

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	====Next step - be inspired by a Change Agent====		====Next step - be inspired by a Change Agent====
	By looking into change management literature, a PM can get inspired by the way a Change Agent works with mindsets and attitudes, which is directly comparable to a PM applying motivation-focused coaching. Three arguments support this recommendation.		By looking into change management literature, a PM can get inspired by the way a Change Agent works with mindsets and attitudes while facilitating a change, which is directly comparable to a PM applying motivation-focused coaching. Three arguments support this recommendation.

	First, a PM and a Change Agent have comparable skills. Figure 3 shows that Change Agent skills are very similar to the interpersonal skills a PM is recommended to possess. This argues for the possibility [[File:interpersonal-skills-PM-and_CA.png\|450px\|thumb\|right\| Figure 3 Shows a similarity between skills recommended for a PM <ref name="PMBOK" /> (blue) and a Change Agent <ref name="Change" />(green)]] that a PM can act as a Change Agent.		First, a PM and a Change Agent have comparable skills. Figure 3 shows that Change Agent skills are very similar to the interpersonal skills a PM is recommended to possess. This argues for the possibility [[File:interpersonal-skills-PM-and_CA.png\|450px\|thumb\|right\| Figure 3 Shows a similarity between skills recommended for a PM <ref name="PMBOK" /> (blue) and a Change Agent <ref name="Change" />(green)]] that a PM can act as a Change Agent.
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	And thirdly, the term 'facilitating change' which is used in change management is comparable to the process applying motivation-focused coaching. Both aims to move a person's mindset and attitude from a current stage X towards a future desired stage Y <ref name="FacilitatingChange" />. In our case stage X could be 'Team member is low performing and lacks motivation due to a change that has induced fear' and stage Y could be 'Team member is highly motivated and performs at a high level".		And thirdly, the term 'facilitating change' which is used in change management is comparable to the process applying motivation-focused coaching. Both aims to move a person's mindset and attitude from a current stage X towards a future desired stage Y <ref name="FacilitatingChange" />. In our case stage X could be 'Team member is low performing and lacks motivation due to a change that has induced fear' and stage Y could be 'Team member is highly motivated and performs at a high level".


	In terms of applying motivation-focused coaching, a PM can be inspired by the intervening modes <ref name="Change" > ''Hayes, J. (2014). The theory and practice of change management, 521. https://doi.org/10.1007/s13398-014-0173-7.2'' </ref>that a Change Agent uses.		In terms of applying motivation-focused coaching, a PM can be inspired by the intervening modes <ref name="Change" > ''Hayes, J. (2014). The theory and practice of change management, 521. https://doi.org/10.1007/s13398-014-0173-7.2'' </ref>that a Change Agent uses.

Rikke: /* Conclusion */

2018-02-27T09:26:41Z

Conclusion

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	==Conclusion==		==Conclusion==
	~~The~~ article concludes that coaching is a recommendable ~~personal~~ skill to possess as a PM, but ~~also that~~ coaching ~~shouldn't~~ be applied in a ~~business context without having basic coaching knowledge~~ and ~~paying attention~~ to ~~pitfalls~~. A PM can be ~~strengthened in~~ the ~~balancing of personal~~ focus ~~in a business context by applying four intervening modes from change management.~~		This article concludes that coaching is a recommendable interpersonal skill to possess as a PM, but only applicable when PM has basic coaching knowledge and knows which pitfalls to avoid. Coaching can be applied as a corrective action when a change to baseline occurs and a project's progression is challenged due to a project team member’s low performances. A coaching can be directional and have a tell-rather-than-ask approach when the focus is on skill development. When the focus is on motivation, the coaching is nondirectional with an ask-not-tell approach and has a high focus on unlocking potential by self-development.
			The context wherein coaching is applied matters. In a personal context (e-g- Life Coaching) essential prerequisites for coaching are confidentiality, equality, and the coachee's goals and needs as the highest objective for the coaching. In a business context (e.g. Executive coaching and Workplace coaching) the conditions are rather different. Confidentiality is only present to a certain degree, there is no equality due to reference power and the project's progression is the highest objective for the coaching, not the team members personal goals or needs.
	* Coaching is ~~by PMBOK Guide recommended as an interpersonal~~ skill ~~for a PM to possess~~. It is ~~recommended to use if a team member~~ is ~~in lack of motivations or skills~~ and ~~can be seen as~~ a ~~corrective action if a change in a project causes low performance~~.

	* Coaching applied ~~for skill development~~ (~~skill~~-~~focused coaching~~) ~~differs from~~ coaching ~~applied~~ for ~~motivation~~ (~~motivation-focused~~ coaching). ~~The latter~~ is ~~based on self-development~~ and ~~has its focus on mindset and attitude~~, ~~which can be seen as a more~~ personal ~~issue than skill development~~.

	* The article distinguishes between two contexts, a ~~personal context and a business context. Applying~~ coaching in a business context differs in three essential ways from coaching in a personal context. In a business, confidentiality is only present to a certain degree, equality and a power-free space are not present due to reference power and the project~~'s progression is the highest objective for the coaching~~, ~~not the team members personal goals or needs.~~		Based on a literature study within the fields of coaching in perspective of the standards for project management, three assumptions were given leading to each their recommendations.

	~~Focusing on low performance due to lack of motivation, the application of motivation-focused coaching in a business context was critically reflected upon. Three~~ assumptions were given leading to each their recommendations.

	* As coaching is a commonly used term, with a reference to many different categories of coaching (e.g. Executive, Life, and Workplace) it is assumed that different understandings of coaching will ~~occure~~. A recommendation stating ~~the need for~~ a clear framing of the business context, upfront, is given.		* As coaching is a commonly used term, with a reference to many different categories of coaching (e.g. Executive, Life, and Workplace) it is assumed that different understandings of coaching will occur. A recommendation stating that PM must provide a clear framing of the business context, upfront, is given.

	* As coaching in PMBOK® Guide is mentioned as a recommendable interpersonal skill, presented next to other interpersonal skills that one PM might see as a straightforward applicable skill e.g. communication, trust building, and influence, it is assumed that a PM will lack techniques and basic knowledge within the field of coaching when applying it. A recommendation ~~for getting~~ basic knowledge within the field of coaching is given (Relevant literature is listed in the Annotated Bibliography). A further recommendation ~~is to apply~~ informal coaching ~~and~~ start ~~practicing~~.		* As coaching in PMBOK® Guide is mentioned as a recommendable interpersonal skill, presented next to other interpersonal skills that one PM might see as a straightforward applicable skill e.g. communication, trust building, and influence, it is assumed that a PM will lack techniques and basic knowledge within the field of coaching when applying it. A recommendation stating that a PM must achieve basic knowledge within the field of coaching is given (Relevant literature is listed in the Annotated Bibliography). A further recommendation states that informal coaching should be applied as a start for PM to practice coaching dialog.

	* As coaching with a high personal focus (motivation-focused coaching) can be necessary to apply in a business context (e.g. team member is lacking motivation) ~~under~~ the ~~three~~ conditions ~~1. only a certain degree of confidentiality, 2. inequality, and 3. highest objective~~ for ~~the~~ coaching ~~is the project's progression~~, it is assumed that it is a challenging task for the PM to apply coaching efficiently while balancing a personal focus in a business context. A recommendation ~~for looking into~~ change management literature ~~is given,~~ and four intervening modes that a Change Agent uses to facilitating a change ~~is recommended as inspiration~~.		* As coaching with a high personal focus (motivation-focused coaching) can be necessary to apply in a business context (e.g. team member is lacking motivation) given the conditions for coaching in a business context, it is assumed that it is a challenging task for the PM to apply coaching efficiently while balancing a personal focus in a business context. A recommendation stating that a PM should get inspiration from change management literature and especially focus on four intervening modes that a Change Agent uses to facilitating a change.

	Coaching is found less applicable in countries with high power distance, in organizations corresponding to command and control paradigm control and in hazardous situations. Advice-giving can in these situations be recommendable.		Coaching is found less applicable in countries with high power distance, in organizations corresponding to command and control paradigm control and in hazardous situations. Advice-giving can in these situations be recommendable.

Rikke: /* Interpersonal skills and competencies */

2018-02-27T09:24:58Z

Interpersonal skills and competencies

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	If a change causes low performance in the project team, a corrective action could be to motivate a team member or enhance his skills. Whatever needed, a Project Manager must possess certain competencies and skills to succeed.		If a change causes low performance in the project team, a corrective action could be to motivate a team member or enhance his skills. Whatever needed, a Project Manager must possess certain competencies and skills to succeed.

	==~~Interpersonal~~ skills ~~and competencies~~==		==Project Managers competencies and interpersonal skills==
	[[File:interpersonal-skills-PM.png\|300px\|thumb\|right\| Figure 1 Infinite list of interpersonal skills recommended for a Project Manager]<ref name="PMBOK" />]]		[[File:interpersonal-skills-PM.png\|300px\|thumb\|right\| Figure 1 Infinite list of interpersonal skills recommended for a Project Manager]<ref name="PMBOK" />]]

	A PM is assigned to lead a team responsible for achieving the project objectives. To do so he must possess three specific competencies, in addition to area-specific and general management skills, to be efficient. These three competencies are knowledge of project management, the ability to perform while applying his project management skills, and personal competencies such as attitude, core personality characteristics, and leadership. <ref name="PMBOK" />		A PM is assigned to lead a team responsible for achieving the project objectives. To do so he must possess three specific competencies, in addition to area-specific and general management skills, to be efficient. These three competencies are knowledge of project management, the ability to perform while applying his project management skills, and personal competencies such as attitude, core personality characteristics, and leadership. <ref name="PMBOK" />

	Keeping the fact in mind, that a PM accomplishes work through the project team and other stakeholders, interpersonal skills are important to possess. Such skills cannot stand alone, they are to be balanced with other important project management skills, as technical and conceptual skills, in the act of analyzing situations and interacting appropriately. <ref name="PMBOK" />		Keeping the fact in mind, that a PM accomplishes work through the project team and other stakeholders, interpersonal skills are important to possess. An infinite list of interpersonal skills recommended for a PM <ref name="PMBOK" /> is shown in figure 1. Such skills cannot stand alone, they are to be balanced with other important project management skills, as technical and conceptual skills, in the act of analyzing situations and interacting appropriately. <ref name="PMBOK" />

	When a change to baseline occurs, there is a potential risk that a team member will be negatively affected by the change. In a worst-case scenario, the team members will be demotivated, his performance will be affected, the progression of the project will decrease, and the project's objectives won't be achieved. In such a situation, several interpersonal skills are relevant to possess e.g. communication, trust building, motivation, conflict management, teambuilding and coaching. However, in a situation where fear is known as the main reason for people be resistant to changes, coaching skills stand out. Handling a team member's fear - whether it is fear of poor outcomes, fear of the unknown, or fear of realization of faults with change overlooked by management and their fear of resulting problems <ref name="Change3"> ''Dent, E. B., & Goldberg, S. G. (1999). Challenging " Resistance to Change " THE JOURNAL OF APPLIED BEHAVIORAL SCIENCEMarch. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.949.8416&rep=rep1&type=pdf'' </ref>- requires dialog with a focus on regaining trust and confidence in the new situation.		When a change to baseline occurs, there is a potential risk that a team member will be negatively affected by the change. In a worst-case scenario, the team members will be demotivated, his performance will be affected, the progression of the project will decrease, and the project's objectives won't be achieved. In such a situation, several interpersonal skills are relevant to possess e.g. communication, trust building, motivation, conflict management, teambuilding and coaching. However, in a situation where fear is known as the main reason for people be resistant to changes, coaching skills stand out. Handling a team member's fear - whether it is fear of poor outcomes, fear of the unknown, or fear of realization of faults with change overlooked by management and their fear of resulting problems <ref name="Change3"> ''Dent, E. B., & Goldberg, S. G. (1999). Challenging " Resistance to Change " THE JOURNAL OF APPLIED BEHAVIORAL SCIENCEMarch. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.949.8416&rep=rep1&type=pdf'' </ref>- requires dialog with a focus on regaining trust and confidence in the new situation.

Rikke at 16:34, 26 February 2018

2018-02-26T16:34:55Z

← Older revision		Revision as of 16:34, 26 February 2018
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	Coaching is one out of many interpersonal skills that [https://www.pmi.org/about/learn-about-pmi/ PMI (Project Management Institute)], an organization that defines worldwide standards for project, program and portfolio management, recommends a Project Manager to possess <ref name="PMBOK"> ''Committee, P. M. I. S. (2004). A guide to the Project Management Body of Knowledge (PMBOK), Newtown Square, PA: Project Management Institute. Inc.'' </ref>. The standard defines coaching as a means of developing a project team to a higher level of competency and performance, applied with an individual or a team approach. Coaching is recommended in situations where a project team member is low performing due to lack of motivation, knowledge or skills <ref name="PMBOK" />.		Coaching is one out of many interpersonal skills that [https://www.pmi.org/about/learn-about-pmi/ PMI (Project Management Institute)], an organization that defines worldwide standards for project, program and portfolio management, recommends a Project Manager to possess <ref name="PMBOK"> ''Committee, P. M. I. S. (2004). A guide to the Project Management Body of Knowledge (PMBOK), Newtown Square, PA: Project Management Institute. Inc.'' </ref>. The standard defines coaching as a means of developing a project team to a higher level of competency and performance, applied with an individual or a team approach. Coaching is recommended in situations where a project team member is low performing due to lack of motivation, knowledge or skills <ref name="PMBOK" />.

	In a ~~situation of~~ change, coaching can be ~~seen~~ as a corrective action <ref name="PRINCE2"> ''Great Britain. Office of Government Commerce. (2009). Managing successful projects with PRINCE2. TSO.'' </ref> aiming to ~~get~~ a team member 'back on track' and aligned with new project objectives.		When a change to baseline occurs, coaching can be applied as a corrective action <ref name="PRINCE2"> ''Great Britain. Office of Government Commerce. (2009). Managing successful projects with PRINCE2. TSO.'' </ref> aiming to resolve a threat to a plan’s tolerances by getting a team member 'back on track' and aligned with new project objectives.

	The fact that coaching is a commonly used term, representing 1. many different categories of coaching (e.g. Executive, Life coaching, Workplace coaching), 2. coaching in different contexts (e.g. personal or business), and 3. coaching with different focus (motivation or skills), ~~complicates the application of~~ coaching in a business context. <ref name="Coaching2"> ''Molly-Søholm, T., & Jacob Storch. (2013). Ledelsesbaseret coaching. Ledelsesbaseret Coaching. L & R Business. Retrieved from https://findit.dtu.dk/en/catalog/2192969265'' </ref>. Pitfalls are identified and addressed in the recommendations.		The fact that coaching is a commonly used term, representing 1. many different categories of coaching (e.g. Executive, Life coaching, Workplace coaching), 2. coaching in different contexts (e.g. personal or business), and 3. coaching with different focus (motivation or skills), challenges a Project Manager when coaching is applied in a business context. <ref name="Coaching2"> ''Molly-Søholm, T., & Jacob Storch. (2013). Ledelsesbaseret coaching. Ledelsesbaseret Coaching. L & R Business. Retrieved from https://findit.dtu.dk/en/catalog/2192969265'' </ref>. Pitfalls are identified and addressed in the recommendations.

	A Program Manager applying coaching is highly comparable to a Change Agent facilitating a change.		A Program Manager applying coaching is highly comparable to a Change Agent facilitating a change.
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	This article is based on a literature study within the ~~field~~ of coaching in perspective of the standards for project management. Besides the academic reader, Project Managers will benefit from reading the article as it provides substantiated 'hands-on' recommendations.		This article is based on a literature study within the fields of coaching in perspective of the standards for project management. Besides the academic reader, Project Managers will benefit from reading the article as it provides substantiated 'hands-on' recommendations.

	'''Keywords:''' Coaching as corrective action~~. Individual coaching~~. Low performance. ~~Demotivated team member~~. ~~Coaching in a Business context~~. Facilitating change. Intervening modes.		'''Keywords:''' Change to baseline. Coaching as corrective action. Low performance. Lack of motivation. Lack of skills. Individual coaching. Facilitating a change. Intervening modes.

	== ~~A situation of change~~==		== Change to baseline ==
	Changes happen in projects. They may be initiated by project team members, stakeholder requests, complaints or a wide range of other factors, however, it is the Project Managers responsibility to manage the change and implement corrective actions <ref name="PRINCE2"/>		Changes happen in projects. They may be initiated by project team members, stakeholder requests, complaints or a wide range of other factors, however, it is the Project Managers responsibility to manage the change and implement corrective actions <ref name="PRINCE2"/>

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	If a change causes low performance in the project team, a corrective action could be to motivate a team member or enhance his skills. Whatever needed, a Project Manager must possess certain competencies and skills to succeed.		If a change causes low performance in the project team, a corrective action could be to motivate a team member or enhance his skills. Whatever needed, a Project Manager must possess certain competencies and skills to succeed.

	==~~Project Manager's~~ competencies ~~and interpersonal skills~~==		==Interpersonal skills and competencies==
	[[File:interpersonal-skills-PM.png\|300px\|thumb\|right\| Figure 1 Infinite list of interpersonal skills recommended for a Project Manager]<ref name="PMBOK" />]]		[[File:interpersonal-skills-PM.png\|300px\|thumb\|right\| Figure 1 Infinite list of interpersonal skills recommended for a Project Manager]<ref name="PMBOK" />]]

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	Keeping the fact in mind, that a PM accomplishes work through the project team and other stakeholders, interpersonal skills are important to possess. Such skills cannot stand alone, they are to be balanced with other important project management skills, as technical and conceptual skills, in the act of analyzing situations and interacting appropriately. <ref name="PMBOK" />		Keeping the fact in mind, that a PM accomplishes work through the project team and other stakeholders, interpersonal skills are important to possess. Such skills cannot stand alone, they are to be balanced with other important project management skills, as technical and conceptual skills, in the act of analyzing situations and interacting appropriately. <ref name="PMBOK" />

	In a ~~situation of~~ change, there is a potential risk that a team member will be negatively affected by the change. In a worst-case scenario, the team members will be demotivated, his performance will be affected, the progression of the project will decrease, and the project's objectives won't be achieved. In such a situation, several interpersonal skills are relevant to possess e.g. communication, trust building, motivation, conflict management, teambuilding and coaching. However, in a situation ~~of change~~ where fear is known as the main reason for people be resistant to changes, coaching skills stand out. Handling a team member's fear - whether it is fear of poor outcomes, fear of the unknown, or fear of realization of faults with change overlooked by management and their fear of resulting problems <ref name="Change3"> ''Dent, E. B., & Goldberg, S. G. (1999). Challenging " Resistance to Change " THE JOURNAL OF APPLIED BEHAVIORAL SCIENCEMarch. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.949.8416&rep=rep1&type=pdf'' </ref>- requires dialog with a focus on regaining trust and confidence in the new situation.		When a change to baseline occurs, there is a potential risk that a team member will be negatively affected by the change. In a worst-case scenario, the team members will be demotivated, his performance will be affected, the progression of the project will decrease, and the project's objectives won't be achieved. In such a situation, several interpersonal skills are relevant to possess e.g. communication, trust building, motivation, conflict management, teambuilding and coaching. However, in a situation where fear is known as the main reason for people be resistant to changes, coaching skills stand out. Handling a team member's fear - whether it is fear of poor outcomes, fear of the unknown, or fear of realization of faults with change overlooked by management and their fear of resulting problems <ref name="Change3"> ''Dent, E. B., & Goldberg, S. G. (1999). Challenging " Resistance to Change " THE JOURNAL OF APPLIED BEHAVIORAL SCIENCEMarch. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.949.8416&rep=rep1&type=pdf'' </ref>- requires dialog with a focus on regaining trust and confidence in the new situation.

	==Coaching==		==Coaching==
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	====Next step - be inspired by a Change Agent====		====Next step - be inspired by a Change Agent====
	By looking into change management literature, a PM can get inspired by the way Change Agent works with mindsets and attitudes, which~~, in a situation of change,~~ is directly comparable to a PM applying motivation-focused coaching. Three arguments ~~supports~~ this recommendation.		By looking into change management literature, a PM can get inspired by the way a Change Agent works with mindsets and attitudes, which is directly comparable to a PM applying motivation-focused coaching. Three arguments support this recommendation.

	First, a PM and a Change Agent have comparable skills. Figure 3 shows that Change Agent skills are very similar to the interpersonal skills a PM is recommended to possess. This argues for the possibility [[File:interpersonal-skills-PM-and_CA.png\|450px\|thumb\|right\| Figure 3 Shows a similarity between skills recommended for a PM <ref name="PMBOK" /> (blue) and a Change Agent <ref name="Change" />(green)]] that a PM can act as a Change Agent.		First, a PM and a Change Agent have comparable skills. Figure 3 shows that Change Agent skills are very similar to the interpersonal skills a PM is recommended to possess. This argues for the possibility [[File:interpersonal-skills-PM-and_CA.png\|450px\|thumb\|right\| Figure 3 Shows a similarity between skills recommended for a PM <ref name="PMBOK" /> (blue) and a Change Agent <ref name="Change" />(green)]] that a PM can act as a Change Agent.
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	====When to give advice====		====When to give advice====
	Change Management theory also present a fifth way to intervene with team members in a ~~situation of~~ change. This approach is prescriptive, as opposed to the other four approaches which are collaborative. Given its nature, the advising mode of intervening is not to be seen as a recommendable approach in regard to motivation-focused coaching. Advice-giving reduces opportunities for the project team member to develop self-directed learning skills. However, the advice-giving mode of intervening can be applied in skill-focused coaching. <ref name="Coaching1" />		Change Management theory also present a fifth way to intervene with team members when a change to baseline occurs. This approach is prescriptive, as opposed to the other four approaches which are collaborative. Given its nature, the advising mode of intervening is not to be seen as a recommendable approach in regard to motivation-focused coaching. Advice-giving reduces opportunities for the project team member to develop self-directed learning skills. However, the advice-giving mode of intervening can be applied in skill-focused coaching. <ref name="Coaching1" />

	Furthermore, the prescriptive intervening mode is mentioned, as it is important for PMs, who might prefer a coaching attitude towards project team members, to be aware of the need for clear leadership in situations where circumstances conflict with collaborative intervening modes. Such circumstances could be the three limiting circumstances mentioned earlier (high power distance, command, and control paradigm as well as hazardous situations.)		Furthermore, the prescriptive intervening mode is mentioned, as it is important for PMs, who might prefer a coaching attitude towards project team members, to be aware of the need for clear leadership in situations where circumstances conflict with collaborative intervening modes. Such circumstances could be the three limiting circumstances mentioned earlier (high power distance, command, and control paradigm as well as hazardous situations.)
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	* [http://apppm.man.dtu.dk/index.php/Motivation_in_Project_Management_from_the_Project_Manager%E2%80%99s_Perspective Motivation in Project Management from the PM’s Perspective (Fall 2016)]		* [http://apppm.man.dtu.dk/index.php/Motivation_in_Project_Management_from_the_Project_Manager%E2%80%99s_Perspective Motivation in Project Management from the PM’s Perspective (Fall 2016)]

			* [http://apppm.man.dtu.dk/index.php/%22Interpersonal_skills_of_a_Project_Manager%22 Interpersonal skills of a PM (Fall 2017)]

	== Appendix==		== Appendix==

Rikke at 16:21, 26 February 2018

2018-02-26T16:21:16Z

← Older revision		Revision as of 16:21, 26 February 2018
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	This article is based on a literature study within the ~~fields~~ of coaching ~~and change management~~ in perspective of the standards for project management. Besides the academic reader, Project Managers will benefit from reading the article as it provides substantiated 'hands-on' recommendations.		This article is based on a literature study within the field of coaching in perspective of the standards for project management. Besides the academic reader, Project Managers will benefit from reading the article as it provides substantiated 'hands-on' recommendations.

	~~Key words~~: Individual coaching~~. A situation of change~~. Low performance. Demotivated team member.		'''Keywords:''' Coaching as corrective action. Individual coaching. Low performance. Demotivated team member. Coaching in a Business context. Facilitating change. Intervening modes.

	== A situation of change==		== A situation of change==