Applied Psychology for Project Managers: A Practitioner's by Monika Wastian, Lutz Rosenstiel, Michael A. West, Isabell

By Monika Wastian, Lutz Rosenstiel, Michael A. West, Isabell Braumandl

This booklet deals a necessary guide for undertaking managers, venture administration places of work (PMO’s), running shoes and experts, addressing the mental facet of undertaking administration. Written via prime students in organizational psychology and by way of most sensible specialists in venture administration, it covers all significant mental subject matters which are key to venture luck. The booklet good points committed chapters on management and teamwork, together with digital and intercultural cooperation, dedication and motivation of undertaking groups. It provides a mental point of view to body of workers administration, decision-making, details and information administration and conversation in venture paintings. strength, influencing strategies and different facets of stakeholder administration are coated, in addition to venture training, innovation and creativity, self-management and the administration of conflicts, hazards and crises.

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Additional resources for Applied Psychology for Project Managers: A Practitioner's Guide to Successful Project Management

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Com # Springer-Verlag Berlin Heidelberg 2015 M. Wastian et al. 1007/978-3-662-44214-2_2 19 20 M. Schneider et al. environment. In the beginning, the project seemed very important – however, the amount of support that it actually received from higher levels of management did not seem very strong in the eyes of the employees who planned and conducted that project. For example, budgets were cut and political sensitivities came into play which could not be managed. That caused some ‘highs’ and ‘lows’.

Thus, the following can be recommended: " The project leader must clarify, know, and understand the motives, interests, and expectations of important stakeholders. This is essential in order to prevent the risk that an individual stakeholder might not see his/her interests represented and therefore boycott the project. Project leaders should therefore identify and analyze stakeholders as early on in the process as possible. , basic motives and needs, personality, hidden agendas, dynamics in communication, cognitive aspects), seeking the support of psychological project coaches is recommended.

Guillaume " In order to promote the mobilization and integration of knowledge, process losses have to be reduced, while process gains have to be facilitated at the same time. Detrimental and favorable effects can also occur during collective problem solving. , a team leader or a popular team member) with ineffective strategies dominates the group or when the group’s attention is constrained to particular aspects of the task that are of little relevance. At the same time, the group may benefit when members point out incorrect or partial solutions (error correction) or when their approaches to solving a problem complement each other.

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