Cada vez más se identifica a la deficiente gestión de los interesados como una de las causas principales de los problemas en los proyectos.
En nuestros proyectos interactuamos con personas que pueden tener distintos intereses, principios y valores, diferentes puntos de vista, distintas formas de entender el trabajo y también distintas actitudes y emociones. Estas diferencias muchas veces son las que propician el conflicto en los proyectos.
El conflicto es un proceso que se origina cuando una persona percibe que otra ha afectado o está a punto de afectar algunos de sus objetivos o intereses.
Generalmente se entiende el conflicto como algo negativo, pero por sí sólo no representa un problema. El problema se presenta cuando no se maneja de forma adecuada. Allí es donde habitualmente se origina el malestar, el estrés, y surgen los verdaderos daños económicos, sociales y emocionales.
El manejo y la resolución del conflicto es una herramienta que nos permitirá mejorar notablemente no solo nuestros proyectos, sino también nuestra vida familiar y social porque lograremos entender mejor a los seres humanos con los que tenemos que interactuar día tras día.
Debemos ser conscientes de que los conflictos siempre van a existir, por lo tanto, lo importante es la forma como reaccionamos a ellos. Como los gestionamos y como logramos comunicarnos con nuestros para que todos salgamos beneficiados.
Las habilidades de comunicación efectiva y manejo del conflicto nos permiten generar relaciones interpersonales productivas con los interesados del proyecto y por lo tanto un mejor desempeño del equipo y una mejor calidad de vida tanto en nuestro escenario laboral como personal.
2. 2
Cecilia Boggi
• Lic. en Análisis de Sistemas – UBA
• PGr. en Dirección de Empresas – UCEMA
• PMI Leadership Institute Master Class 2012
• Facilitadora Certificada de Liderazgo SDI L1
• +25 años en Proyectos de desarrollo de software
• Implementación de Oficinas de Gestión de Proyectos
(PMO).
• Miembro y voluntaria del PMI y PMIBA desde 2002.
Presidente de PMIBA en 2011
• Miembro de PMI Asunción Paraguay y Miembro
Fundadora de 4 PMI Chapters
• Voluntaria en el Ch9 de PMBOK 5th ed.
• Mentor PMI Region 13 LA Sur para 2014-2016
• Directora Ejecutiva de activePMO.
Lic. Cecilia Boggi, PMP
cecilia@activepmo.com
3. 3
Agenda
• El Conflicto en el Proyecto
• Auto-Conciencia y Conciencia de las Relaciones
• Motivaciones y Cambio de Motivación en Conflicto
• Manejar el Conflicto
• Comunicarse para prevenir Conflictos
• Conclusiones
5. 5
Conflictos en el Proyecto
• Los conflictos mal manejados pueden generar
resultados altamente indeseables:
– Tensión en las relaciones
– Pérdida de tiempo
– Desmotivación del equipo
– Bajo rendimiento del proyecto
6. 6
¿Qué es el Conflicto?
El conflicto es un proceso que se origina
cuando una persona entiende que otra ha
afectado o está a punto de afectar algunos de
sus objetivos o intereses.
7. 7
Barreras en el Manejo del Conflicto
• El miedo al conflicto nos lleva a ignorarlo
• No querer afrontar la situación
• Creer que la culpa es de los demás y no reconocer
nuestro aporte a la situación
• Pensar que la gente no cambiará aún cuando nosotros
tratemos de mejorar la situación
• Esperar que el problema se resuelva solo
8. 8
¿Víctima o Protagonista?
Locus de Control Externo
“No se puede hacer nada”
“No me aprueban el trabajo ”
“Es que yo no sirvo para estas
cosas…”
“Me hiciste enojar”
“Tuve suerte”
Locus de Control Interno
“Voy a buscar otras alternativas”
“Será que no hice el trabajo con
la calidad esperada?”
“Puedo aprender?”
“Me enojé otra vez. Qué
increíble que pierda la calma
ante situaciones como esta!”
“Valió la pena el esfuerzo.
Encontré lo que estaba
buscando”
VS
Interno /
“Protagonista”
Externo/
“Victima”
10. 10
Teoría de la Conciencia de las Relaciones
• Cuanto más conscientes somos:
– de lo que nos importa
– de lo que importa a los demás
– del impacto que provocamos en los
sentimientos de otras personas
• Más poderosos nos volvemos en el control de nuestras
relaciones interpersonales
Esta es la clave de la efectividad personal
• Elias Hull Porter (1914–1987) fue in psicólogo Norteamericano,
colega de otros notables psicólogos como Carl Rogers, Thomas
Gordon, Abraham Maslow and Will Schutz.
11. 11
Teoría de la Conciencia de las Relaciones
Cuando las
cosas van bien
y
Cuando
enfrentamos el
conflicto
22. 29
¿Cómo abordar a una persona conflicto?
Estimular el retorno de la persona a su
bienestar personal
– Evaluar la situación
– Tomar prestada la conducta apropiada
– Comunicarse con ese estilo
23. 31
Comunicación Empática y Asertiva
• Adaptar la comunicación a las exigencias del contexto
• Reaccionar adecuadamente en cada situación
• Usar un lenguaje sencillo y adaptado a la persona con la que habla
• Saber escuchar y dar feedback
• Ser capaz de ponerse en el lugar del otro
• Controlar estas aptitudes ayuda a reducir la ansiedad
26. 34
Conclusiones
Si nos conocemos a nosotros mismos y
conocemos a nuestros interesados, podremos:
Comunicarnos asertivamente y con empatía
Escuchar y generar confianza
Prevenir y manejar el conflicto
Desarrollar equipos motivados
Mejorar el desempeño del Proyecto
Lograremos mejores resultados en nuestros proyectos
a través de buenas relaciones interpersonales
“El ingrediente más importante en la fórmula del éxito es
saber cómo llevarse bien con la gente” - Theodore Roosevelt
27. 35
Preguntas y Respuestas
¡Muchas Gracias por su atención!
Lic. Cecilia Boggi, PMP
cecilia@activepmo.com
skype: ceciliaboggi
twitter: @ceciliaboggi
www.linkedin.com/in/ceciliaboggi
Notas del editor
Opiniones distintas entre especialistas de distintas áreas
Intereses encontrados entre los interesados competentes
Malos entendidos en las comunicaciones
Dos o más personas compiten por los recursos
Luchas de poder
Discusiones, agresiones, ataques, enojos…
Integrantes del equipo discuten de mal modo constantemente.
Los miembros del equipo contradicen las propuestas del líder.
Un gerente de área ataca sus ideas y al proyecto consistentemente.
Un colaborador tiene respuestas agresivas durante las reuniones.
Conflicto se refiere a una situación en la cual existen objetivos, pensamientos o emociones incompatibles, dentro o entre individuos o grupos, que conducen a desacuerdos u oposiciones
Debemos ser conscientes de que los conflictos siempre van a existir, por lo tanto, lo importante es la forma como los manejamos.
El miedo al conflicto nos lleva a ignorarlo
Aceptar las cosas como están por no afrontar la situación
Creer que la culpa es de los demás y no reconocer nuestro aporte a la situación
La convicción de que la gente no cambiará incluso aún cuando nosotros tratemos de mejorar la situación
La creencia de que el problema se resolverá solo
Barrier
Ways to Remove
Fear of interpersonal conflict
Acknowledge that although conflict can be uncomfortable, it's a fact of life. Focus on the positive outcomes of addressing conflict.
Failure to recognize that you have a problem with another person in the workplace
Notice the quality of your workplace relationships. Ask which relationships seem tense, frustrating, or unproductive. Consider acknowledging that these relationships are hampered by difficult interactions.
The belief that a difficult interaction is the fault of others
Acknowledge your role in the difficulty. Identify what you can do to improve the situation.
The conviction that other people won't change even if you try to improve the situation
Remind yourself that you're not trying to change another person—rather, you want to alter the way the two of you interact. You can do that by changing your own behavior.
Desire to accept the status quo because you're not prepared to manage the outcome of the situation
Evaluate whether the risks of the difficult interaction are worth the benefits of an improved situation. If they are, map out a plan and carry it out.
The belief that the problem will resolve itself
Remind yourself that most problems don't resolve themselves.
Reconocer y entender nuestros propios sentimientos y necesidades
Percibir y comprender las necesidades y sentimientos de las otras persona
Manejar las conductas y emociones propias
Reconocer y responder a las emociones de las otras personas
Dr, Elias Hull Porter was an American psychologist, colleague of other notable American psychologists, including Carl Rogers, Thomas Gordon, Abraham Maslow and Will Schutz, who said:
The more aware we are at what is important to us
The more aware we are at what is important to others
The more aware we are on the impact we make on each other feelings:
The more empowered we become to control the outcomes of our relationship with others.
It’s the key to great personal effectiveness
Relation Awareness Theory is about Empowering people to control the outcomes of relationship with others.
It’s the key to great personal effectiveness
Relationship Awareness Theory is quite simple.
Each person is like every other person, each person is like some other persons, each person is like no other persons.
Each person is like every other person in that each person wants to feel worthwhile as a human being
And each person has for them certain power for achieving the sense of personal self-worth.
Each person is like some other person in the power they choose as the way to achieve feeling of self-worth.
__________________
Elias Hull Porter (1914 – 1987) was an American psychologist. While at the University of Chicago Porter was a peer of other notable American psychologists, including Carl Rogers, Thomas Gordon, Abraham Maslow and Will Schutz. His work at Ohio State University and later at the University of Chicago contributed to Rogers’ development ofclient-centered therapy. Porter’s primary contributions to the field of psychology were in the areas of non-directive approaches, relationship awareness theory andpsychometric tests.
The Relationship Awareness Theory says that: the more aware we are at what make us stake, the more aware we are at what make others stake, the more aware we are on the impact we make on each other feelings, the more empowered we become to control the outcomes of our relationship with others.
And that’s what’s Relationship Awareness Theory is about Empowering people to control the outcomes of relationship with others.
It’s the key to great personal effectiveness
Relationship Awareness Theory is quite simple.
Each person is like every other person, each person is like some other persons, each person is like no other persons.
Each person is like every other person in that each person wants to feel worthwhile as a human being
And each person has for them certain power for achieving the sense of personal self-worth.
Each person is like some other person in the power they choose as the way to achieve feeling of self-worth.
The Relationship Awareness Theory is based in a basic motivational premise that states that:
All people want to feel worthwhile about themselves as human beings
We all attempt to interact with others in ways that help us feel good about ourselves.
This single idea is the key to understanding ourselves and each other.
Each person is like every other person in that each person wants to feel worthwhile as a human being
And each person has for them certain power for achieving the sense of personal self-worth.
What helps a person feel good about themselves differs
Each person is like some other person in “the power” they choose as the way to achieve feeling of self-worth.
The first premise of the Relationship Awareness Theory says that:
Behavior is driven by motivation to achieve self-worth –
The behavior is directed by motivation for personal self worth.
Behavior:
things that people do or say
Changes with time, experience, context
Motivation:
the reasons for using a behavior
It is intrinsic and permanent - no changes
This premise says that our behavior is driven by our desire to do the “right” thing.
Be aware that our beliefs regarding what is “right” may differ with what others consider “right”.
We said that: our beliefs regarding what is “right” may differ with what others consider “right”.
That because we have personal filters that influnce our perceptions of the world around us.
Another premise of the Relationships Awareness Theory says:
Personal filters influence perceptions of self and others.
Each of us have filters (how we see the world) that influence how we judge ourselves and others.
We have our own emotions, values, motives and prejudices that affect our judgment and perceptions.
This premise is really very important because we have to be aware that our “Truth” may not be the “Truth” of others.
As an example, think
“When people discover the unique motivation of themselves and others, they greatly enhance their ability to communicate more effectively”
Remember that we said that:
Each person is like every other person in that each person wants to feel worthwhile as a human being
And each person has for them certain power for achieving the sense of personal self-worth.
Each person is like some other person in the power they choose as the way to achieve feeling of self-worth.
What are the powers? The Motivational Value System (or personality types as we described previously for simplicity)
Are four primary interpersonal orientations, that find expression in a valued relating style, a way of behaving, that allows the individual to feel good about themselves as a person.
A set of values and motives that drives our behavior and that filters our perceptions (acting as a filter of what we see, we listen, we value, we consider correct or not.
When people discover the unique motivation of themselves and others, they greatly enhance their ability to communicate more effectively and handle personal and interpersonal conflict more productively.
The more aware we are at what make us stake, the more aware we are at what make others stake, the more aware we are on the impact we make on each other feelings, the more empowered we become to control the outcomes of our relationship with others.
____________________________
Altruistic–Nurturing (Blue): Concern for the protection, growth, and welfare of others
First power is the power of helping people grow = to be more today than they were yesterday.
When you may feel good about helping other in some circumstances, for some these circumstances are few and far between, while for others are almost always present.
Assertive–Directing (Red): Concern for task accomplishment and concern for organization of people, time, money and any other resources to achieve desired results
Second power is the power of directing people productively. The power of being the leader than others want to follow to.
When you may feel good about directing people in some circumstances, for some these circumstances are few and far between, while for others are almost always present.
Analytic–Autonomizing (Green): Concern for assurance that things have been properly thought out and concern for meaningful order being established and maintained
Third power is the power of shaping order from chaos, of thinking before acting, of being self-depending, self-reliant.
While we all want to do things in our particular way under some circumstances, for some these circumstances are few and far between, while for others are almost always present.
Flexible–Cohering (Hub): Concern for flexibility… concern for the welfare of the group… concern for the members of the group and for belonging in the group
And finally, the power of putting the team before self, pulling together as one, hanging glues, being flexible.
Now we all want to put the interest of the group first under certain circumstances, for some these circumstances are few and far between, and for some are almost always present.
And when we talk about empowerment people we may better say that we help to get insight into, and control over, the powers that already you have.
We all know the insight comes best not from lectures but from control experiences.
________________
Assertive–Nurturing (Red-Blue Blend): Concern for the protection, growth, and welfare of others through task accomplishment and leadership
Judicious–Competing (Red-Green Blend): Concern for intelligent assertiveness, justice, leadership, order, and fairness in competition
Cautious–Supporting (Blue-Green Blend): Concern for affirming and developing self-sufficiency in self and others… concern for thoughtful helpfulness with regard for justice
- See more at: http://www.relate4success.com/motivationalvaluesystem.html#sthash.tpfvXIe9.dpuf
First power is the power of helping people grow = to be more today than they were yesterday.
When you may feel good about helping other in some circumstances, for some people, these circumstances are few and far between, while for others are almost always present.
We all has this power but each of us has it in different frequency. For some of us it is predominant, and for others may be unussual.
Let’s describe it:
Altruistic–Nurturing (Blue): Concern for the protection, growth, and welfare of others
It is inferred that their self-worth comes from being nurturant of others without direct rewards in return.
Behavior patterns:
Trusting, optimistic, loyal, idealistic, helpful, modest, devoted, caring, supportive, accepting.
Places the enhancement of the welfare of others at the top of their priorities.
Almost no-one is without some of each motivation; however, most of us feel best about ourselves as people when we can behave in ways that are consistent with our primary orientation.
Second power is the power of directing people productively. The power of being the leader than others want to follow to.
When you may feel good about directing people in some circumstances, for some these circumstances are few and far between, while for others are almost always present.
We all has this power but each of us has it in different frequency. For some of us it is predominant, and for others may be unussual.
Assertive–Directing (Red): Concern for task accomplishment and concern for organization of people, time, money and any other resources to achieve desired results
Assertive-Directing (Red) Motivation:
It is inferred that their self-worth comes from task accomplishment and the organisation of resources to that end.
Behaviour patterns:
Self-confident, enterprising, ambitious, organizing, persuasive, forceful, quick-to-act, imaginative, challenging, proud, bold, risk-taking. Places the achievement of goals through influencing the activities of others at the top of their priorities.
Almost no-one is without some of each motivation; however, most of us feel best about ourselves as people when we can behave in ways that are consistent with our primary orientation.
Third power is the power of shaping order from chaos, of thinking before acting, of being self-depending, self-reliant.
While we all want to do things in our particular way under some circumstances, for some these circumstances are few and far between, while for others are almost always present.
We all has this power but each of us has it in different frequency. For some of us it is predominant, and for others may be unussual.
Analytic–Autonomizing (Green): Concern for assurance that things have been properly thought out and concern for meaningful order being established and maintained
It is inferred that their self-worth comes from the achievement of meaningful order.
Behaviour patterns:
Cautious, practical, economical, reserved, methodical, analytical, principled, orderly, fair, persevering, conserving, thorough. Places the achievements of self-reliance, self-sufficiency and self dependence when relating with others at the top or their priorities.
Almost no-one is without some of each motivation; however, most of us feel best about ourselves as people when we can behave in ways that are consistent with our primary orientation.
And finally, the power of putting the team before self, pulling together as one, hanging glues, being flexible.
Now we all want to put the interest of the group first under certain circumstances, for some these circumstances are few and far between, and for some are almost always present.
We all has this power but each of us has it in different frequency. For some of us it is predominant, and for others may be unussual.
Flexible–Cohering (Hub): Concern for flexibility… concern for the welfare of the group… concern for the members of the group and for belonging in the group
It is inferred that their self-worth comes from the deployment of Blue, Red or Green behaviours as the situation requires.
Behaviour patterns:
Tolerant, flexible, social, adaptable, curious, open to change, negotiation, compromise. This individual values flexibility and variety and often places being a good team member or team leader at the top of their priorities.
However, people may act out of a combination of motivations, hence three further combinations:
Assertive-Nurturing (Red-Blue) Motivation:
These people are motivated by a desire to be both helpful and enterprising. These are often people who are quite assertive about bringing to others what they need.
Judicious-Competing (Green-Red) Motivation:
These individuals are motivated by a desire to be both enterprising and cautious. These people frequently use carefully thought-out strategies to accomplish their assertive objectives.
Cautious-Supporting (Green-Blue) Motivation:
These individuals are motivated by a desire to be both autonomous and helpful. These are the people who will attempt others help themselves, but who will enter into those helping relationships with others only in so far as those relationships do not threaten their sense of autonomy.
Almost no-one is without some of each motivation; however, most of us feel best about ourselves as people when we can behave in ways that are consistent with our primary orientation.
Pensar en el trabajo o en otra situacion diferente
Percepciones (filtros)
¿Cómo podría un Azul percibir el estilo de liderazgo de un Rojo?
¿Qué pensaría un Verde del estilo de gestión de un Rojo?
¿Cómo experimentaría un centro la unión de un equipo con predominancia Verde?
¿Cómo respondería un Azul-Verde a un manejo de riesgos de un Rojo?
Conflicto se refiere a una situación en la cual existen objetivos, pensamientos o emociones incompatibles, dentro o entre individuos o grupos, que conducen a desacuerdos u oposiciones
Debemos ser conscientes de que los conflictos siempre van a existir, por lo tanto, lo importante es la forma como los manejamos.
Pensar en el trabajo o en otra situacion diferente
Percepciones (filtros)
¿Cómo podría un Azul percibir el estilo de liderazgo de un Rojo?
¿Qué pensaría un Verde del estilo de gestión de un Rojo?
¿Cómo experimentaría un centro la unión de un equipo con predominancia Verde?
¿Cómo respondería un Azul-Verde a un manejo de riesgos de un Rojo?
Pensar en el trabajo o en otra situacion diferente
Percepciones (filtros)
¿Cómo podría un Azul percibir el estilo de liderazgo de un Rojo?
¿Qué pensaría un Verde del estilo de gestión de un Rojo?
¿Cómo experimentaría un centro la unión de un equipo con predominancia Verde?
¿Cómo respondería un Azul-Verde a un manejo de riesgos de un Rojo?
Es cuando una persona socialmente hábil sabe adaptar su comportamiento a las exigencias del contexto.
Reacciona adecuadamente en cada situación.
El control de estas aptitudes ayuda a reducir la ansiedad.
Usa un lenguaje sencillo y adaptado a la persona con la que habla
Sabe escuchar y dar feedback
Es capaz de ponerse en el lugar del otro
Comunicacion empática es cuando Una persona socialmente hábil sabe adaptar su comportamiento a las exigencias del contexto y reacciona adecuadamente en cada situación. El control de estas aptitudes ayuda a reducir la ansiedad. Hay algunas habilidades sociales son básicas. Ejem: saber comunicarse verbalmente (saber usar un lenguaje sencillo y adaptado a la persona con la que habla); dominar la comunicación no verbal (postura, mirada, gestos…); saber escuchar y dar feedback (devolver información a la persona que le ha hablado) y ser empático, es decir, capaz de ponerse en el lugar del otro. Comunicación Asertiva es: Una forma de expresión consciente, congruente, clara, directa y equilibrada, cuya finalidad es comunicar nuestras ideas y sentimientos o defender nuestros legítimos derechos sin la intención de herir, o perjudicar, actuando desde un estado interior de autoconfianza, en lugar de la emocionalidad limitante típica de la ansiedad, la culpa o la rabia.
Plantea también, que la asertividad es necesaria y conveniente a causa de los beneficios que genera.
Repetir el ejercicio anterior pero utilizando palabras de la lista del color de cada uno
Conclusión:
“El ingrediente más importante en la fórmula del éxito es saber cómo llevarse bien con la gente” - Theodore Roosevelt
Podemos desarrollar nuestro liderazgo a través del desarrollo de nuestras habilidades interpersonales, lo que nos llevará a llevarnos bien con la gente, a ser un líder influyente.
La Teoría de la Conciencia de las Relaciones y el Inventarios de Despliegue de las Fortalezas - SDI® son herramientas que nos brindan la posibilidad de:
Tomar conciencia de nosotros mismos: reconocer y entender nuestros propios sentimientos y necesidades, cuáles son nuestros valores y qué nos mueve.
Percibir y comprender las necesidades y sentimientos de las otras personas, descubriendo cuáles son sus motivaciones.
Manejar nuestras conductas, nuestros comportamientos, controlando nuestras emociones por el hecho de conocer las causas de dichas emociones.
Reconocer las emociones de las otras personas y responder adecuadamente para que se sientan valoradas, auto-estimadas, en bienestar.
Comunicarnos en el mismo lenguaje, inspirar, motivar, evitar los malos entendidos que terminan en conflictos, construir y mantener relaciones interpersonales positivas.