The turn around artist

Teams that spend more of their time resolving interpersonal issues than completing project work are draining the team and its organization of money, time, and energy. This article describes how inter-team conflicts hinder performance and how project managers can redirect their conflict-laden--thus, dysfunctional--teams towards delivering results. In doing so, it discusses how project managers can recognize a dysfunctional team and why great teams are successful, listing the two elements that distinguish functional teams; it identifies why teams become dysfunctional and how project managers assigned to fix dysfunctional teams can turn these teams around. It also explains the significance of creating bonds and establishing commitments, noting how one project manager diffused a difficult situation and helped a dysfunctional project team forge the relationships that enabled them to successfully deliver a once-faltering project. Accompanying this article are two sidebars: The first defines five traits--as identifi
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