Communication

• Communication plan


  Document that outlines how when and who information will be exchanged between parties involved in a project, shares objectives, systems and channels of communication
• Benefits of a communication plan


  • Adaptable depending on importance- eg if you are dealing with a stakeholder with high influence they need direct and detailed communication
  • Helps to manage conflict- both parties know who and when they will get information, helping to address challenges and conflicts
  • Enhances stakeholder engagement- providing information without overload, shows willingness to open and honest communication, makes stakeholders feel less isolated so more likley to have a positive outlook on the company and use them again in the future
• Stakeholder analysis

  You decide upon their priorities concerns and impact in order to make the communication plan

  Eg if you have a neutral stakeholder who could have a big impact but is low engaged, you would focus on sharing the benefits of the project and what they could gain
• Stakeholder influence


  How much power they have to impact the project's success or failure
• Stakeholder support


  How invested they are in the project's success and how much they are willing to contribute
• Positive factors affecting communication


  • Choice of channel
  • Eye contact
  • Listening deeply
  • Avoiding interruptions
  • Asking open ended questions
  • Providing support
  • Transparency
  • Genuine care and interest
• Negative factors affecting communication


  • Language barriers
  • Overload of info
  • Lack of feedback
  • Delayed response
  • Lack of clarity
  • Use of tone
  • Misinterpretation
• Sources of conflict within a project

  • Priorities- in concept phase over scope
  • Technical issues - deployment phase
  • Personality conflicts
  • Poor planning
  • Lack of communication- definition stage- what is the project meant to achieve
  • High stress environments
  • Poor working conditions
  • Lack of resources
  • Insufficient funding
• Ways to address conflict


  • Avoid it
  • Accommodate
  • Compromise
• Avoidance


  Avoid the conflict altogether, may be appropriate when the issue is more easily resolved

  Eg if there is clashing personalities you might change the seating plans
• Accommodation


  Accept the conflict and make changes accordingly

  Best when you think the change is ethically and morally right

  Eg management decides to not let and employee get time of during a religious festival
• Compromise


  Used when you think the other party is correct or they can have a big impact

  best for maintaining relationships

  eg stakeholder conflict over schedule, you would allow for some additional time without delaying the product launch, then make a new GANT chart
• Thomas Kilmann Conflict Mode Instrument


  Model with two approaches - assertiveness and cooperation, ways of dealing with conflict
• Assertive approach


  Best used when you feel a threat to your concerns, need a faster decision, it is ethically and morally right to take a stance, or you have authority

  Can lead to backlash and damaged relationships
• Co-operative

   When they attempt to cater to other concerns, bets used when their opinion may be right, when it’s a long term relationship, when conflicting party is undertaking and likely to come to a compromise, reduces further issues

  May take longer to resolve and docent work on people who are stubborn
• ZOPA- Zone of Possible Agreement- shows you the buyer and sellers idea, and both their worst and best outcome with a possible agreement zone in the middle, helps to understand ways of reaching agreement without compromising relationships.

  Eg- a company buying materials
•  Win-Win- mutual gain for both parties, identify what the other party wants, which you can easily offer. In return, ask for something important for you, but easy for the other person to offer, both parties come away happy good for both sides in longer-term contractual arrangements

  eg a stakholder who wants you to advertise they are helping out your compnay, so you ask to be involved in their next relevant project
• BATNA- Best alternative to a negotiated agreement – use this if the zone for potential agreement gets so small that the seller and buyer cannot reach an agreement, uses senior management and a sponsor, try and get this approved prior to the meeting otherwise you run the risk of being unable to follow through on our plan and having to walk back into the negotiation with a significantly weakened position
• explain how to plan and conduct negotiations


  Prepare Beforehand, collecting data, find common ground, plan more than 1 solution, listen carefully, respect each POV enhance a collaborative environment and be willing to compromise