DTU ProjectLab - User contributions [en-gb]

Emotional Intelligence as a tool for Project Managers

2019-03-04T21:38:20Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

== Five Stages of Team Development ==
[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. <ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

# '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
# '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
# '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
# '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
# '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions”. <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”.<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”.<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” <ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” <ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management .<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” <ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. <ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. <ref name=J></ref> As generations arise and time progresses, it is important to understand '''WHO''' you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. <ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". <ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” <ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company". <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” <ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” <ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” .<ref name=T>Thompson, S. (2017, August 27 Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
[[File:Hands.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. <ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar .<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. <ref name=T></ref>
[[File:Eyes.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”<ref name=T></ref> and a sign of respect to your boss. <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” .<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”. <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. <ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. <ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. <ref name=T></ref>
==== Minority Women Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of the actions include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

In other words, as a project manager, you might want to consider these traits to determine what these women are trying to "say" with their body language. If ever confused about an action, do not hesitate to ask, or you might misinterpret the message.

==== Generational Traits ====
Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently:
* Veterans (1922-1943)
* Baby boomers(1944-1960)
* Gen Xers (1961-1980)
* Nexters (1981-2002)

The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” . <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” <ref name=O></ref>

== Annotated Bibliography ==
*'''Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development'''
This article explains how to be successful at the five stages of team development. It details major aspects of what it is to be a great leader of a team.

*'''Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so'''
This article talks about the importance of emotional intelligence in the careers of project managers. The author does a great job of linking the responsibilities of the project managers and how IE could be implemented.

*'''Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240. '''
This article describes cultural intelligence and its application to project managers. It also talks about the importance of having a diverse group of people working on a project. It also emphasizes on the internal and external factors of a diverse workforce

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T21:36:20Z

Yulisa:

Emotional Intelligence as a tool for Project Managers

2019-03-04T21:22:47Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

== Five Stages of Team Development ==
[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. <ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

# '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
# '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
# '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
# '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
# '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions”. <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”.<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”.<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” <ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” <ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management .<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” <ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. <ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. <ref name=J></ref> As generations arise and time progresses, it is important to understand '''WHO''' you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. <ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". <ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” <ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company". <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” <ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” <ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” .<ref name=T>Thompson, S. (2017, August 27 Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
[[File:Hands.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. <ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar .<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. <ref name=T></ref>
[[File:Eyes.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”<ref name=T></ref> and a sign of respect to your boss. <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” .<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”. <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. <ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. <ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. <ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) .<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” . <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” <ref name=O></ref>

== Annotated Bibliography ==
*'''Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development'''
This article explains how to be successful at the five stages of team development. It details major aspects of what it is to be a great leader of a team.

*'''Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so'''
This article talks about the importance of emotional intelligence in the careers of project managers. The author does a great job of linking the responsibilities of the project managers and how IE could be implemented.

*'''Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240. '''
This article describes cultural intelligence and its application to project managers. It also talks about the importance of having a diverse group of people working on a project. It also emphasizes on the internal and external factors of a diverse workforce

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T21:20:49Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

== Five Stages of Team Development ==
[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. <ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions”. <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”.<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”.<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” <ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” <ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management .<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” <ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. <ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. <ref name=J></ref> As generations arise and time progresses, it is important to understand '''WHO''' you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. <ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". <ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” <ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company". <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” <ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” <ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” .<ref name=T>Thompson, S. (2017, August 27 Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
[[File:Hands.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. <ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar .<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. <ref name=T></ref>
[[File:Eyes.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”<ref name=T></ref> and a sign of respect to your boss. <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” .<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”. <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. <ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. <ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. <ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) .<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” . <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” <ref name=O></ref>

== Annotated Bibliography ==
*'''Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development'''
This article explains how to be successful at the five stages of team development. It details major aspects of what it is to be a great leader of a team.

*'''Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so'''
This article talks about the importance of emotional intelligence in the careers of project managers. The author does a great job of linking the responsibilities of the project managers and how IE could be implemented.

*'''Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240. '''
This article describes cultural intelligence and its application to project managers. It also talks about the importance of having a diverse group of people working on a project. It also emphasizes on the internal and external factors of a diverse workforce

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T21:19:45Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

== Five Stages of Team Development ==
[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. <ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions”. <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”.<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”.<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” <ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” <ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management .<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” <ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. <ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. <ref name=J></ref> As generations arise and time progresses, it is important to understand '''WHO''' you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. <ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". <ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” <ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company". <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” <ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” <ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” .<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
[[File:Hands.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. <ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar .<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. <ref name=T></ref>
[[File:Eyes.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”<ref name=T></ref> and a sign of respect to your boss. <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” .<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”. <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. <ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. <ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. <ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) .<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” . <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” <ref name=O></ref>

== Annotated Bibliography ==
*'''Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development'''
This article explains how to be successful at the five stages of team development. It details major aspects of what it is to be a great leader of a team.

*'''Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so'''
This article talks about the importance of emotional intelligence in the careers of project managers. The author does a great job of linking the responsibilities of the project managers and how IE could be implemented.

*'''Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240. '''
This article describes cultural intelligence and its application to project managers. It also talks about the importance of having a diverse group of people working on a project. It also emphasizes on the internal and external factors of a diverse workforce

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T21:13:46Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

== Five Stages of Team Development ==
[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions”. <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”.<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”.<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” <ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” <ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management .<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” <ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. <ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. <ref name=J></ref> As generations arise and time progresses, it is important to understand '''WHO''' you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. <ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". <ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” <ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company". <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” <ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” <ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” .<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
[[File:Hands.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. <ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar .<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. <ref name=T></ref>
[[File:Eyes.png|thumb|400px|{10}x{10}|center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”<ref name=T></ref> and a sign of respect to your boss. <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” .<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”. <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. <ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. <ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. <ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) .<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” . <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” <ref name=O></ref>

== Annotated Bibliography ==

== References ==

<references />

File:Eyes.png

2019-03-04T21:08:19Z

Yulisa:

Emotional Intelligence as a tool for Project Managers

2019-03-04T20:51:10Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
[[File:Hands.png|thumb|400px|Center|Hand Gestures<ref name>https://www.businessinsider.com/body-language-around-the-world-2015-3?r=US&IR=T&IR=T?utm_source=copy-link&utm_medium=referral&utm_content=topbar&utm_term=desktop</ref> ]]
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />

File:Hands.png

2019-03-04T20:48:41Z

Yulisa:

Emotional Intelligence as a tool for Project Managers

2019-03-04T20:42:43Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: motivation, attitude, moral and ethical values, adaptability, commitment, and job satisfaction.
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T20:32:21Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The success of the project is influenced by the project manager. They are responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a '''positive attitude''' and shows '''superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

Via their constant exposure to human interaction, it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using tools such as Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the significance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over-goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and '''undermine the importance of developing a collaborative team'''. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ '''''exclusively''''' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most '''important qualities that employers look for in a project manager'''. In other words, the importance of emotional intelligence is skyrocketing in the professional market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The significance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly '''influencing, communicating, and negotiating with other departments and/or projects.'''
#They are also responsible of leading an effective team, therefore, they need to know how to manage '''future conflict, delegate work to teammates, and motivate them throughout the project.'''

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.”
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T20:25:00Z

Yulisa:

Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

This is why it is important for project managers to acquire soft skills such as '''Emotional Intelligence''' and '''Cultural Intelligence'''. This article talks about the different ways that a project manager can become an effective leader by using both tools: Emotional Intelligence and Cultural Intelligence. It gives a brief description of why emotional intelligence is important, and the different skills incorporated to become emotionally intelligent. In addition, it ties the importance of having a diverse team, and how to avoid mishaps with culturally diverse, age diverse, and gender diverse groups.

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the '''Five Stages of Team Development''', also known as '''Tuckman’s Model'''. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and undermine the importance of developing a collaborative team. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ ''exclusively'' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects.
#They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.”
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T20:10:24Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and undermine the importance of developing a collaborative team. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ ''exclusively'' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects.
#They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.”
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: '''silence, hand gestures, eye contact, and touch.'''
===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />

Emotional Intelligence as a tool for Project Managers

2019-03-04T20:08:59Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and undermine the importance of developing a collaborative team. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ ''exclusively'' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects.
#They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

[[File:EI_Framework.gif|thumb|500px|IE Framework<ref name=D></ref> ]]

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. According to Umamaheswararao, there are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.”
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to affiliate themselves with active civic duties, are multitaskers, and are hungry for success. While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to equilibrate member interactions.
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously respect others values and personal differences.
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible/adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).

Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.

Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.

Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language

Emotional Intelligence as a tool for Project Managers

2019-03-04T19:55:05Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

[[File:stages.png|thumb|500px|Five Stages of Team Development<ref name=N></ref> ]]

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and undermine the importance of developing a collaborative team. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ ''exclusively'' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects.
#They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)<ref name=J></ref>
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5).<ref name=J></ref> While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)<ref name=J></ref>
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)<ref name=J></ref>
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).

Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.

Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.

Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language

File:EI Framework.gif

2019-03-04T19:53:25Z

Yulisa:

File:Stages.png

2019-03-04T19:46:36Z

Yulisa: Five Stages of Team Development. <ref name=L></ref>

Five Stages of Team Development. <ref name=L></ref>

Emotional Intelligence as a tool for Project Managers

2019-03-04T19:38:21Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project, but a common mistake is that the team members and project manager race through the first steps and undermine the importance of developing a collaborative team. According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed, generations and workforces have changed, and the old idea that your GPA or IQ ''exclusively'' determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons:
#They operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects.
#They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.

To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)<ref name=J></ref>
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5).<ref name=J></ref> While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)<ref name=J></ref>
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)<ref name=J></ref>
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).

Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.

Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.

Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language

Emotional Intelligence as a tool for Project Managers

2019-03-04T19:28:34Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. (1) In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref name=P>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref name=P></ref>

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project. (2)<ref name= N></ref> In fact, a common mistake that takes place is that both the team members and the project manager race through the first steps and undermine the importance of developing a collaborative team. (2)<ref name= N></ref> According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed and generations and workforces have changed, the old idea that your GPA or IQ exclusively determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons. First, they operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects. They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D></ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D></ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D></ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D></ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D></ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D></ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D></ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D></ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D></ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D></ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J></ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)<ref name=J></ref>
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref name=J></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5).<ref name=J></ref> While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref name=J></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref name=J></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)<ref name=J></ref>
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref name=J></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)<ref name=J></ref>
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be a cause of “un-comfortableness and insecurity” (5).<ref name=J></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees.
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5). <ref name=J></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref name=J></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”.<ref name=J></ref> Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref name=J></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability”<ref name=J></ref> whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref name=J></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref name=O>Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.</ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref name=O></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref name=O></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref name=O></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref name=T>Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language</ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref name=T></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref name=O></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref name=T></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7)<ref name=T></ref> and a sign of respect to your boss. (6) <ref name=O></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref name=T></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref name=T></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion” in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref name=T></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref name=O></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref name=T></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to Obikunle, some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref name=O></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref name=O></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref name=O></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref name=O></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref name=O></ref>

== References ==

<references />
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).

Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.

Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.

Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language

Emotional Intelligence as a tool for Project Managers

2019-03-04T19:04:07Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. (1) In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”<ref></ref>

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholders' expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholders' ideals and project's objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1) <ref>Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).</ref>

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project. (2)<ref name= N>Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> In fact, a common mistake that takes place is that both the team members and the project manager race through the first steps and undermine the importance of developing a collaborative team. (2)<ref name=N >Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development</ref> According to Leduc, this is a brief description of each step:

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed and generations and workforces have changed, the old idea that your GPA or IQ exclusively determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to Davey-Winter, Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor ones own and others feelings and emotions, to discriminate among them, and use the information to guide ones thinking and action”. The importance for project managers to be able to use IE is for various reasons. First, they operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects. They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>

=== Perceiving ===
According to Davey-Winter, the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.”<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). <ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3).<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3).<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to Davey-Winter, those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3)<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to Davey-Winter, those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref>
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.”<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3).<ref name=D>Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so</ref> On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. Projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)<ref name=W>Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.</ref>
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> Examples of internal factors are “geographical boundaries, culture, and social class”. (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref> In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)<ref name=J>Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.</ref>
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5)<ref></ref> As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. Every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5).<ref></ref> While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)<ref></ref>
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5)<ref></ref> People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)<ref></ref>
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5)<ref></ref> As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)<ref></ref>
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be an cause of “un-comfortableness and insecurity” (5).<ref></ref> But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees (5).<ref></ref>
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5). <ref></ref>
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5).<ref></ref> Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”. Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)<ref></ref>
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability” whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5).<ref></ref> It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6)<ref></ref> Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc. <ref></ref>

Culture is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.”(6)<ref></ref> Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) <ref></ref> Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7).<ref></ref> Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7)<ref></ref> Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6).<ref></ref> In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7) <ref></ref>
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7) and a sign of respect to your boss. (6) <ref></ref> On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7).<ref></ref> In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). <ref></ref> Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion”(7) in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact”. (7)<ref></ref> Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6)<ref></ref> Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)<ref></ref>
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to (6), some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6).<ref></ref> The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) <ref></ref> They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). <ref></ref> Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6) <ref></ref>

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)<ref></ref>

== References ==

<references />
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).

Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.

Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.

Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language

Emotional Intelligence as a tool for Project Managers

2019-03-04T15:34:13Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. (1) In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholder´s expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholder´s ideals and project´s objectives. According to (1), a good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”. (1)

== Five Stages of Team Development ==
As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. (2) Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project. (2) In fact, a common mistake that takes place is that both the team members and the project manager race through the first steps and undermine the importance of developing a collaborative team. (2)

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed and generations and workforces have changed, the old idea that your GPA or IQ exclusively determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. According to (3), Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor one´s own and other´s feelings and emotions, to discriminate among them, and use the information to guide one´s thinking and action”. The importance for project managers to be able to use IE is for various reasons. First, they operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects. They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''.

=== Perceiving ===
According to (3), the skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.” Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions” (3). The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks” (3). But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”(3). Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. According to (3), those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” (3) Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. According to (3), those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.” (3)
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.” The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. According to (3), those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management (3). On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. As mentioned in (4), projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5) There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5) Examples of internal factors are “geographical boundaries, culture, and social class”. (5) In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5) As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. According to (5), every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5). While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5) People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5) As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be an cause of “un-comfortableness and insecurity” (5). But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees (5).
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5).
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5). Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”. Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability” whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5). It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6) Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc.

Culture, according to (6), is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.” Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7). Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7) Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6). In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7)
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7) and a sign of respect to your boss. (6) On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7). In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion”(7) in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact” (7) Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6) Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to (6), some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6). The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6)

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)

== References ==

<references />
Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition) - 3.1 Overview. Project Management Institute, Inc. (PMI).

Leduc, N. (2018, December 18 Published). How to successfully go through the Five Stages of Team Development . Retrieved from http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

Davey-Winter, K. (2017, August 27 Published). Emotional Intelligence for Project Managers – Nice to Have or Necessity?. Retrieved from https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

Woerner, B. (2010). Border crossing—cultural intelligence for project professionals. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management Institute.

Jada, Umamaheswararao & Jena, Lalatendu & Pattnaik, Ranjan. (2016). Emotional Intelligence, Diversity, and Organizational Performance: Linkages and Theoretical Approaches for an Emerging Field. Jindal Journal of Business, Sage Publications. 3. 1-12. 10.1177/2278682115627240.

Obikunle, O. (2002). Dealing with cultural diversity in project management: a dilemma in communication. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.

Thompson, S. (Year, Month Date Published). Article title. Retrieved from https://virtualspeech.com/blog/cultural-differences-in-body-language

Emotional Intelligence as a tool for Project Managers

2019-03-04T15:01:39Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholder´s expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholder´s ideals and project´s objectives. A good project manager is one who holds a '''positive attitude and shows superior communication skills''', which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”.

== Five Stages of Team Development ==

As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as '''Tuckman’s Model'''. Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: '''Forming, Storming, Norming, Performing, and Adjourning'''. Each stage is crucial to developing a successful project. In fact, a common mistake that takes place is that both the team members and the project manager race through the first steps and undermine the importance of developing a collaborative team.

#The first step, '''Forming''', revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, '''Storming''', can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, '''Norming''', the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, '''Performing''', everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, '''Adjourning''', is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed and generations and workforces have changed, the old idea that your GPA or IQ exclusively determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor one´s own and other´s feelings and emotions, to discriminate among them, and use the information to guide one´s thinking and action”. The importance for project managers to be able to use IE is for various reasons. First, they operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects. They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: '''Perceiving, Managing, Decision Making, Achieving, Influencing'''.
=== Perceiving ===
The skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.” Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.
=== Managing ===
The managing skill is the “ability to effectively manage, control and express emotions”. The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”. But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”
=== Decision Making ===
The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”. Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. Those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.
=== Achieving ===
The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. Those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.”
=== Influencing ===
Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.” The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management. On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. As mentioned in (4), projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)
=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5) There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5) Examples of internal factors are “geographical boundaries, culture, and social class”. (5) In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)
==== Motivation ====
''Motivation'' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5) As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. According to (5), every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5). While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)
==== Attitude ====
''Attitude'' is “a positive or negative feeling one have on objects, people, or events". (5) People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)
==== Moral and Ethical Values ====
''Moral and ethical values'' are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5) As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)
==== Perception ====
''Perception'' of working with a diverse group of people could sometimes be tabooed as very problematic and can be an cause of “un-comfortableness and insecurity” (5). But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees (5).
==== Adaptability ====
''Adaptability'' can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5).
==== Personality ====
''Personality'' “represents a stable set of characteristics that are responsible for a person’s identity” (5). Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.
==== Commitment and Job Satisfaction ====
''Commitment and job satisfaction'', in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”. Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)
==== Rational Thinking ====
''Rational thinking'' is “thinking before acting… on the basis of objective and profitability” whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5). It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6) Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc.

Culture, according to (6), is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.” Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
''Silence'' is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7). Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.
===== Hand Gestures =====
''Hand Gestures'' are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7) Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6). In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7)
===== Eye Contact =====
''Eye Contact'' can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7) and a sign of respect to your boss. (6) On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7). In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.
===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion”(7) in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact” (7) Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6) Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.
===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)
==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to (6), some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6). The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6)

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)

== References ==

https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DX0U7/viewerType:khtml//root_slug:3-the-role-of-the-project-manager/url_slug:role-project-manager?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=role-project-manager&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=1&view=collapsed&zoom=1

http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

https://www.pmi.org/learning/library/cultural-intelligence-collaboration-concepts-development-6638

https://www.researchgate.net/publication/293639896_Emotional_Intelligence_Diversity_and_Organizational_Performance_Linkages_and_Theoretical_Approaches_for_an_Emerging_Field

Emotional Intelligence as a tool for Project Managers

2019-03-04T14:02:29Z

Yulisa:

== Introduction ==
Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to company depending on the objectives or standards that the company requires. For example, project manager’s duties could range from assisting in business analysis, to follow-on activities of the project, to advancing strategic objectives, etc. In general, the project manager is “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.”

The project manager influences a big part of the success of the project. The project manager is responsible for the communication amongst stakeholder´s expectations and project objectives, has to balance budget with resources, and use communication and soft skills to equilibrate both stakeholder´s ideals and project´s objectives. A good project manager is one who holds a positive attitude and shows superior communication skills, which increases, but not limits to: “communicating predictably, creating, maintaining and adhering to communications plans and schedules, and developing finely tuned skills using multiple methods”.

== Five Stages of Team Development ==

As mentioned before, the project manager plays a very important role in organizing and managing a team that are working towards achieving certain project’s objectives. With this in mind, it is important for the manager to be aware of the Five Stages of Team Development, also known as Tuckman’s Model. Tuckman´s model addresses the five stages that a team over goes from the initiation of a project to its closure. The five stages are: Forming, Storming, Norming, Performing, and Adjourning. Each stage is crucial to developing a successful project. In fact, a common mistake that takes place is that both the team members and the project manager race through the first steps and undermine the importance of developing a collaborative team.

#The first step, Forming, revolves around breaking the ice, getting to know your team members and project manager. In this stage, there will be little to no project development, because roles have yet to be determined. In this stage, it is very important for the project manager to promote optimism, give clear goals, be directive, and figure out what each members strengths are to determine roles.
#The second step, Storming, can up rise many conflicts due to diverged ideas. Everyone will try to get their ideas and point of view across with very strong feelings. It is important that the project manager encourages participation, promotes respect, and make each teammates ideas be heard.
#In the third stage, norming, the team rules are set, teammates know their roles, and there is order. It is the project manager’s duty to delegate, reinforce team spirit, and stay involved.
#The fourth stage, performing, everyone is focused and on target. They are working as a team, and are very productive. The project manager should stay on top of task and make sure that he/she is monitoring the tasks, delegating as much as possible, optimizing processes, and celebrates milestone achievements.
#The fifth stage, Adjourning, is about the project coming to an end. Teammates are now saying goodbye and wishing the best to the rest and the project. It is highly important that the project manager now completes deliverables, analyzes the project as a whole, and celebrates success.

== Emotional Intelligence and Project Managers ==

Project Managers are in charge of creating the project plan and monitoring costs, but also have an important role in the execution of the project plan. As time has progressed and generations and workforces have changed, the old idea that your GPA or IQ exclusively determines your success rate as a project manager, has been tabooed. Currently, soft and communication skills have become one of the most important qualities that employers look for in a project manager. In other words, the importance of emotional intelligence is skyrocketing in the market. Peter Salovey and John Mayer defined Emotional Intelligence (IE) as the “ability to monitor one´s own and other´s feelings and emotions, to discriminate among them, and use the information to guide one´s thinking and action”. The importance for project managers to be able to use IE is for various reasons. First, they operate in complex environments, therefore, they are constantly influencing, communicating, and negotiating with other departments and/or projects. They are also responsible of leading an effective team, therefore, they need to know how to manage future conflict, delegate work to teammates, and motivate them throughout the project.To incorporate emotional intelligence in ones’ work ethics, there are five factors to consider: Perceiving, Managing, Decision Making, Achieving, Influencing.

===Perceiving===

The skill of perceiving is “the ability of an individual to recognize, attend to, and understand emotions in themselves and others.” Perceiving involves acquiring the skill of being able to understand and differentiate someone’s emotions, acknowledge the meaning behind these emotions, and be able to demonstrate empathy. Statistics have shown that 55% of people portray their emotions via body language, 38% through their tone of voice, and 7% through their actual words. For example, if a project manager wants to seal a deal with a contractor, but senses negative emotions from the representative, the project manager now is more aware of what his options are: whether he/she must continue with the proposal, come up with a better offer, or withdraw and look for a better contractor.

=== Managing ===

The managing skill is the “ability to effectively manage, control and express emotions”. The IE managing skill has a wide scope. Not only are managers responsible of identifying their own emotions, but also analyzing the situation, and positively implementing them in the involved circumstances. For example, one might come out of a meeting or event stressed out. If the project manager proceeds to immediately speak to their staff members, the manager is more likely to put their stress on their staff members and plummet the staff’s motivation. On the other hand, if the manager decides to cope with their own stress, for example step aside and let the stress pass, then it would be less likely that the manager will negatively affect the team’s spirits. The EISA framework states that those with a low score in managing skills tend to “mismatch emotions, cope with stress less effectively, and have more difficulty building relationships and networks”. But those with higher percentage are “more likely to appropriately express their emotions, have better coping skills, and have more meaningful interpersonal relationships and networks.”

=== Decision Making ===

The EI skill of Decision Making is “the ability to appropriately apply emotion to manage and solve problems”. Project managers, on a daily basis, have to make decisions whether it be very simple or complex ones. Project managers must be able to make decisions based on many variables. As decisions cause change, it is important to keep those possibly affected in mind. Project managers, although they must be realistic of what the matter at hands should be, they must also keep a cool head on their shoulders and stay calm when changes arise. If the project manager is not able to deliver or handle change very well, the team and project could suffer negative consequences. Those with lower decision making skills tend to make impulsive, untimely and erroneous decisions throughout the project. Those with higher scores are known to be more pragmatic and flexible during decision making.

=== Achieving ===

The EI skill of Achieving is “the ability to generate the necessary emotions to motivate ourselves in the pursuit of realistic and meaningful objectives.” Project managers must know that some things can go wrong during the project, but motivated enough to step back, analyze what went wrong, and find a different way to approach the issue. In absence of this emotional mindset, the team motivation and push for the project will crumble due to the negative emotion emitted by the project manager. Those with low scores of achieving tend to “avoid risk, be only outcome oriented, avoid emotions associated with failure, and have little task ownership.” While those with high scores are “intrinsically motivated, take pleasure in success, take responsibility and ownership, tend to be in a positive mood, and are comfortable taking moderate risk.”

=== Influencing ===

Last but not least, the EI skill of Influencing is known to be the skill that “recognize[s], manage[s] and evoke[s] emotion in others to promote change.” The project manager has a lot of power when it comes to influencing. Because the manager is constantly getting exposed to all the situations that the team phases, it is up to the manager to lead the way of his/her team. Through this, it is number one priority to keep your team in a balanced level of staying productive but also emotionally positive. Once a team is influenced with negative emotions, it is less likely the team will collaborate well, and therefore, execute a successful project. Those with low scores of influencing are less likely to enjoy group communication and prefer one on one, are not successful at managing others, and are more instructive in their style of management. On the other hand, those with higher scores are assertive, confident, and use their optimism to spark creativity.

== Introduction to Cultural Intelligence ==
Aside from Emotional Intelligence, Cultural Intelligence is a great asset to acquire to become a successful project manager. As mentioned in (4), projects today are multi-cultural collaborations. In other words, more companies, as time progresses, become more involved in international affairs. It is also important to note that culturally diverse groups or teams are more valuable because they bring different point of view and ideas to the project. Therefore, whether a project manager is leading a culturally diverse team or not, it is a priority that project managers learn to become Culturally Intelligent.(4)

=== Diversity and Diverse Workforce Factors ===
It is important to dissect the term diversity before we dive into the phases of how to manage a diverse team. Diversity is the “combination of holding and managing the aspirations of people from different culture, race, gender, age, skill, cognitive style, group, education, background, etc.” (5) There are many factors that influence and impact a diverse workforce. These are categorized into two main groups: internal and external factors. (5) Examples of internal factors are “geographical boundaries, culture, and social class”. (5) In other words, these are factors that are hard to change and therefore difficult to handle as a manager. External factors, on the other hand, work with the physiological behavior of the human being, therefore, should be kept in consideration when building a successful diverse team. There are some lead internal factors: “motivation, personality, perception, values, adaptability, attitude, commitment, job satisfaction, and rational thinking.” (5)

==== Motivation ====
'''Motivation''' is the “process that arouses, energizes, directs, and sustains behavior and performance”. (5) As generations arise and time progresses, it is important to understand WHO you are working with and how to be able to motivate them. According to (5), every era has their own motivation. For example, Millennials (born between 1980 and 2000) tend to “have a sense of belongingness to civic duty orientation, achievement orientation, and able to handle multiple tasks at a time” (5). While those born between 1943 and 1960 “look for appreciations from the others for whatever they contribute”. (5)

==== Attitude ====
Attitude is “a positive or negative feeling one have on objects, people, or events". (5) People carry unconscious and conscious attitudes. The unconscious is unaware of because “they carry repressed feelings to certain external aspects of diversity”. It is important to keep this in mind in the process of recruitment because it is important that the employees have positive attitudes in their unconscious and conscious attitude to “establish a robust and stable attachment among members”. (5)

==== Moral and Ethical Values ====
Moral and ethical values are defined as “concepts or beliefs about desirable end states or behaviors that transcend specific situations, guide selection or evaluation of behavior and events, and are ordered by relative importance.” (5) As one can imagine, your moral and ethical values are different to others; whether it be because of different factors such as background, culture, or education. Therefore, it is crucial that in a team with diversified groups of people, everyone is aware of their diversities and simultaneously “respect their moral and ethical values”. (5)

==== Perception ====
Perception of working with a diverse group of people could sometimes be tabooed as very problematic and can be an cause of “un-comfortableness and insecurity” (5). But those with emotional intelligence, will be able to adapt to diverse team members, therefore, it is important to keep EI as a crucial criteria for future employees (5).

==== Adaptability ====
Adaptability can be a very crucial aspect to have. Companies have different culture and policies, and when organizations come together, there could be a hard clash of changes. Therefore, only those whom are adaptable, can take the strike of change and be able to endure in such hardships. It is important to state that “employees trained with EI can be more flexible /adaptable and create the competitive edge to the company”(5).

==== Personality ====
Personality “represents a stable set of characteristics that are responsible for a person’s identity” (5). Different personalities such as “extroversion, introversion, agreeableness, conscientiousness, emotional stability, and openness to experience” can influence a team. Personalities tend to influence the organizational role of the employee in the team. In other words, “it shows how people are expected to behave and work” in the team.

==== Commitment and Job Satisfaction ====
Commitment and job satisfaction, in my opinion, go hand in hand. Commitment is “the state of being dedicated to a cause” and job satisfaction is “ a complex emotional reactions to the job” or “the feeling or affective responses to facets of the situation”. Both job satisfaction and commitment are achieved by having high emotional intelligence. In a diverse workforce, job satisfaction is still questioned to be a result of diversity exposure, while commitment is seen as a “value addition to organization as they are devoted toward organization… and encourage others to get involved” (5)

==== Rational Thinking ====
Rational thinking is “thinking before acting… on the basis of objective and profitability” whereas emotional thinkers “consider subjective factors as an important ingredient for judgment” (5). It is important to have both of these types of thinking in a diverse workforce to have a balanced judgment.

=== Culture and the Aspects of Dealing with a Culturally Diverse Group ===
Now that the factors of diverse workforce are defined, we can dive into the aspects of dealing with a culturally diverse team in project management.

To affectively understand how to manage a culturally diverse group of people, it is important to pinpoint the problems that “project managers' encounter especially with people that come from other cultures.” (6) Project managers are “not educated or attuned to cultural diversity”, which is a major cause of the misunderstanding amongst communicating with their team members, stakeholders, etc.

Culture, according to (6), is “a shared set of attributes of any group, by which this group organizes its living together, its environment and its solution to the questions of the society.” Different features are intertwined with the term culture. To name a few: national character, perception, thinking, language, nonverbal communication, values, behaviors, etc. (6) Many misunderstandings arise from two main points: reluctance to becoming aware of cultural diversity and “cultural arrogance”. The first being that project managers are reluctant to learn more about different cultures, while the other is when project managers find their culture superior, therefore when visiting other countries, they do not “respect the values of their adopted countries”. If ignorant to these issues, one is not aware of the differences in cultural variables, minority women expressions, and examination of generations’ composition.

Some cultural variables include: silence, hand gestures, eye contact, and touch.

===== Silence =====
Silence is perceived differently throughout the world. For example, in Nigeria, India, and Japan, among others, “feel comfortable with silence and discreetness” while Americans “talk to share feelings” as silence is “often perceived as a sign of inattentiveness or disinterest” (7). Saudi Arabians usually “lower their voices when talking…as a sign of respect” while if an American speaks to high of a volume to “signal to the Saudi Arabian person to speak up”, the Saudi Arabian will take this as screaming. In other words, silence can be different expressions along the western and eastern hemisphere. As a project manager, it is important to keep this in consideration to not step on anyone’s boundaries; whether it be ones employees, team member, or stakeholder.

===== Hand Gestures =====
Hand Gestures are another factor that can be interpreted in different ways around the globe. A few hand gestures could be very offensive to those in the western hemisphere and eastern hemisphere. For example, in Greece, Spain or Brazil the ‘OK’ sign is calling someone in a vulgar manner, a thumbs up in America or Canada is seen as doing a good job while in Greece or Middle East is seen as a vulgar gesture. (7) Some offensive gestures could include pointing fingers, waving, snapping your fingers and curling your fingers. In Greece, Nigeria, Ghana or India, waving and pointing your finger is an insult. Snapping your fingers in Belgium and France is considered vulgar (6). In East Asia, Malaysia, Singapore, and other countries, curling your finger is seen as rude. (7)

===== Eye Contact =====
Eye Contact can be very conflicting to those living in the western hemisphere and eastern hemisphere. In western countries “eye contact is a sign of confidence and attentiveness”(7) and a sign of respect to your boss. (6) On the other hand, Eastern countries view eye contact differently. In Middle Eastern countries, same-gender eye contact can be problematic and “deemed inappropriate” (7). In addition, Asian, African, and Latin American countries, “unbroken eye contact would be considered aggressive and confrontational” due to their “conscious[ness] of hierarchy”.

===== Touch =====
Touch also varies by country. There are three levels of contact: high, medium, and low. Countries with high contact such as Latin America, Southern Europe and most Middle Eastern nations “tend to stand close when speaking and make physical contact more often”(7). Those with medium contact, such as Northern European and North American countries, “stand close when speaking and will touch on occasion”(7) in comparison to low contact cultures in the Far East who “stand at a greater distance and generally avoid physical contact” (7) Its important to keep these boundaries as a project manager because a project manager is constantly, approximately 90% of the time, communicating with people while scheduling, attending meetings, planning, etc. (6) Therefore, if these boundaries are not read well and crossed, it could cause a negative effect on the project manager and company.

===== Conclusion =====
Cultural variables can sometimes be confusing because not everyone is the same or hold the same values as their countries. For example, a Colombian-American could hold more Colombian values than American ones, or vice versa. That is why it is a good idea to have this conversation with your team members to secure a healthy environment. This promotes understanding and respect along the group and could be a “door opener” in conversation. (7)

==== Minority Women and Generational Traits ====
As for minority women, it is also important to keep in mind their traits in the workforce, due to their participation in many industries nowadays. If misunderstood, project managers could run into some serious problems. According to (6), some of these include but not limit to:

*Standing up when a project manager comes to them for questions or issues.
*Looking down when a project manager is talking to them is a sign of cultural respect as supposed to shyness!
*Not interrupting when a PM is talking.
*Not complaining even when things are not going on well on the project.
*Not arguing with you: this does not necessarily mean they understand what you have said or that they are in agreement with you.

Another consideration, as mentioned above, is the “examination of… generations”. There are four generations that are dealt with currently: Veterans (1922-1943), Baby boomers(1944-1960), Gen Xers (1961-1980), and Nexters (1981-2002) (6). The first two groups are known to have “reluctance… to properly understand the difference of their teams’ varied composition”, which is a cause of most project management problems. On the other hand, Gen Xers are “culturally diverse and were born to working women.” (6) They have a higher understanding of multiculturalism and are “better able to resolve conflicts quickly” (6). Nexters are “highly cultural and may be the most productive of all the groups.” This means that cultural training is not a must, due to the fact that they have been exposed to it most of their lives. (6)

Project managers must be able to handle these four generations in coherence so that the team is both stable and productive. It is important also, to set the pace and promote respect amongst the generations. It is important to respect elders for their experience, but elders should also respect their younger peers. In effect, this will cause “productivity, effective communication, meeting deadlines, cost reduction and tension-free environment.” (6)

== References ==

https://app-knovel-com.proxy.findit.dtu.dk/web/view/khtml/show.v/rcid:kpGPMBKP02/cid:kt011DX0U7/viewerType:khtml//root_slug:3-the-role-of-the-project-manager/url_slug:role-project-manager?kpromoter=federation&b-toc-cid=kpGPMBKP02&b-toc-root-slug=&b-toc-url-slug=role-project-manager&b-toc-title=Guide%20to%20the%20Project%20Management%20Body%20of%20Knowledge%20(PMBOK%C2%AE%20Guide)%20(6th%20Edition)&page=1&view=collapsed&zoom=1

http://apppm.man.dtu.dk/index.php/How_to_successfully_go_through_the_Five_Stages_of_Team_Development

https://pmiwdc.org/article/karen-davey-winter/emotional-intelligence-project-managers-–-nice-have-or-necessity?fbclid=IwAR3eAkva03XmRVU4g6kTWC4MTFKoleVonrbAs0lehzpXfPRUlqQwTcex6so

https://www.pmi.org/learning/library/cultural-intelligence-collaboration-concepts-development-6638

https://www.researchgate.net/publication/293639896_Emotional_Intelligence_Diversity_and_Organizational_Performance_Linkages_and_Theoretical_Approaches_for_an_Emerging_Field

Talk:Crisis Management in Construction Projects

2019-02-25T13:42:05Z

Yulisa: /* Answer 7 */

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''You could expand in depth a little more on your abstract. Also, the last sentence throws off the flow of your abstract. Maybe try saying something like "Aside from offering a brief background on crisis management, the main goal of this article is to cover the various tools project managers have to prevent crises in relations to cost overrun in construction projects, and the available tools to mitigate cost after crises.'"'

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The structure is a little confusing due to the fact that it is not clearly shown what is a subcategory of what. Also, I feel like instead of just listing information, try to explain WHY its important to know that information, and how that info could alter or enhance the situation. Just a small tip''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''There are many small grammar mistakes such as miss-spelling, erroneously using "there, their, theyre, or there are". In the Theory section you forgot a period. Small things. Nothing too crazy.''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''No figures put up, but dont worry, I did the same haha. I dont know how to upload the pictures or figures onto the wiki article yet''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''I feel like it was just a lot of information but not a lot of "tying together" to represent a full argument or idea. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Ive covered these questions above''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Citation is good''

Talk:Crisis Management in Construction Projects

2019-02-25T13:41:54Z

Yulisa: /* Answer 6 */

Talk:Crisis Management in Construction Projects

2019-02-25T13:41:34Z

Yulisa: /* Answer 5 */

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''You could expand in depth a little more on your abstract. Also, the last sentence throws off the flow of your abstract. Maybe try saying something like "Aside from offering a brief background on crisis management, the main goal of this article is to cover the various tools project managers have to prevent crises in relations to cost overrun in construction projects, and the available tools to mitigate cost after crises.'"'

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The structure is a little confusing due to the fact that it is not clearly shown what is a subcategory of what. Also, I feel like instead of just listing information, try to explain WHY its important to know that information, and how that info could alter or enhance the situation. Just a small tip''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''There are many small grammar mistakes such as miss-spelling, erroneously using "there, their, theyre, or there are". In the Theory section you forgot a period. Small things. Nothing too crazy.''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''No figures put up, but dont worry, I did the same haha. I dont know how to upload the pictures or figures onto the wiki article yet''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''I feel like it was just a lot of information but not a lot of "tying together" to represent a full argument or idea. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Crisis Management in Construction Projects

2019-02-25T13:40:40Z

Yulisa: /* Answer 4 */

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''You could expand in depth a little more on your abstract. Also, the last sentence throws off the flow of your abstract. Maybe try saying something like "Aside from offering a brief background on crisis management, the main goal of this article is to cover the various tools project managers have to prevent crises in relations to cost overrun in construction projects, and the available tools to mitigate cost after crises.'"'

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The structure is a little confusing due to the fact that it is not clearly shown what is a subcategory of what. Also, I feel like instead of just listing information, try to explain WHY its important to know that information, and how that info could alter or enhance the situation. Just a small tip''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''There are many small grammar mistakes such as miss-spelling, erroneously using "there, their, theyre, or there are". In the Theory section you forgot a period. Small things. Nothing too crazy.''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''No figures put up, but dont worry, I did the same haha. I dont know how to upload the pictures or figures onto the wiki article yet''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Crisis Management in Construction Projects

2019-02-25T13:39:56Z

Yulisa: /* Answer 3 */

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''You could expand in depth a little more on your abstract. Also, the last sentence throws off the flow of your abstract. Maybe try saying something like "Aside from offering a brief background on crisis management, the main goal of this article is to cover the various tools project managers have to prevent crises in relations to cost overrun in construction projects, and the available tools to mitigate cost after crises.'"'

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The structure is a little confusing due to the fact that it is not clearly shown what is a subcategory of what. Also, I feel like instead of just listing information, try to explain WHY its important to know that information, and how that info could alter or enhance the situation. Just a small tip''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''There are many small grammar mistakes such as miss-spelling, erroneously using "there, their, theyre, or there are". In the Theory section you forgot a period. Small things. Nothing too crazy.''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Crisis Management in Construction Projects

2019-02-25T13:37:56Z

Yulisa: /* Answer 2 */

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''You could expand in depth a little more on your abstract. Also, the last sentence throws off the flow of your abstract. Maybe try saying something like "Aside from offering a brief background on crisis management, the main goal of this article is to cover the various tools project managers have to prevent crises in relations to cost overrun in construction projects, and the available tools to mitigate cost after crises.'"'

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''The structure is a little confusing due to the fact that it is not clearly shown what is a subcategory of what. Also, I feel like instead of just listing information, try to explain WHY its important to know that information, and how that info could alter or enhance the situation. Just a small tip''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Crisis Management in Construction Projects

2019-02-25T13:36:17Z

Yulisa: /* Answer 1 */

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''You could expand in depth a little more on your abstract. Also, the last sentence throws off the flow of your abstract. Maybe try saying something like "Aside from offering a brief background on crisis management, the main goal of this article is to cover the various tools project managers have to prevent crises in relations to cost overrun in construction projects, and the available tools to mitigate cost after crises.'"'

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Crisis Management in Construction Projects

2019-02-25T13:34:12Z

Yulisa: Created page with "==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''== ===Question 1 · TEXT=== '''Quality of the summary:''' Does the summary make the key focus, insights and/or contribution ..."

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Emotional Intelligence as a tool for Project Managers

2019-02-25T13:32:52Z

Yulisa: /* Emotional Intelligence and Project Managers */

Emotional Intelligence as a tool for Project Managers

2019-02-25T13:30:56Z

Yulisa:

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:24:09Z

Yulisa: /* Answer 6 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''It was very interesting. Very well put together and thought through.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Grammar was good, but I will say to be careful with comma splices and run-on-sentences. I would also stray away from the words you, me, us, and use "ones"''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Tables and figures were pretty straight forward. No further recommendations''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''This is a hard question to answer because I feel like it is a very elaborated article, but might stray away or confuse those who have no idea of the topic. So I guess it all depends on the target audience. But as this is a student assignment where you are you write an academic paper with strong arguments, it is very valid for you to assume previous exposure to the topic. Just something to think about... Maybe include more examples? ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Most of my recommendation was listed above.'

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''No recommendations. Good as is.''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:23:40Z

Yulisa: /* Answer 7 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''It was very interesting. Very well put together and thought through.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Grammar was good, but I will say to be careful with comma splices and run-on-sentences. I would also stray away from the words you, me, us, and use "ones"''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Tables and figures were pretty straight forward. No further recommendations''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''This is a hard question to answer because I feel like it is a very elaborated article, but might stray away or confuse those who have no idea of the topic. So I guess it all depends on the target audience. But as this is a student assignment where you are you write an academic paper with strong arguments, it is very valid for you to assume previous exposure to the topic. Just something to think about... Maybe include more examples? ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''No recommendations. Good as is.''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:21:07Z

Yulisa: /* Answer 5 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''It was very interesting. Very well put together and thought through.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Grammar was good, but I will say to be careful with comma splices and run-on-sentences. I would also stray away from the words you, me, us, and use "ones"''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Tables and figures were pretty straight forward. No further recommendations''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''This is a hard question to answer because I feel like it is a very elaborated article, but might stray away or confuse those who have no idea of the topic. So I guess it all depends on the target audience. But as this is a student assignment where you are you write an academic paper with strong arguments, it is very valid for you to assume previous exposure to the topic. Just something to think about... Maybe include more examples? ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:18:31Z

Yulisa: /* Answer 4 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''It was very interesting. Very well put together and thought through.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Grammar was good, but I will say to be careful with comma splices and run-on-sentences. I would also stray away from the words you, me, us, and use "ones"''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Tables and figures were pretty straight forward. No further recommendations''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:17:15Z

Yulisa: /* Answer 3 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''It was very interesting. Very well put together and thought through.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Grammar was good, but I will say to be careful with comma splices and run-on-sentences. I would also stray away from the words you, me, us, and use "ones"''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:16:20Z

Yulisa: /* Answer 2 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''It was very interesting. Very well put together and thought through.''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:11:35Z

Yulisa: /* Feedback 1 | Reviewer name: Sarantis Pavlidis */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Yulisa Gutierrez''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:11:04Z

Yulisa: /* Answer 1 */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Sarantis Pavlidis''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''I don't know if this helps, but whenever I was reading the summary/introduction, I had no idea what the article was a bout (due to ignorance), but once I read the introduction, I was able to comprehend the abstract a little better.''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Talk:Determining Measurement Methods in Earned Value Management

2019-02-25T13:06:17Z

Yulisa: /* Feedback on Abstract: */

==Feedback on Abstract:==

{|
|'''Text clarity & language'''|| The text is coherent.
|-
|'''Description of the tool/theory/concept'''|| Great, however try to make it more concise. Keep up the good work!
|-
|'''Article purpose explanation'''|| Well elaborated.
|-
|'''Relevance to curriculum '''|| Very relevant.
|-
|'''References'''|| Ensure to add references whenever necessary.
|}

==Feedback 1 | Reviewer name: ''Sarantis Pavlidis''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

==Feedback 2 | Reviewer name: ''Sandro Pina''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Answer here''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Answer here''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Answer here''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Answer here''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Answer here''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Answer here''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Answer here''

Articles Spring Term 2019

2019-02-25T12:58:35Z

Yulisa:

=Overview of 2019 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2019 Wiki Articles
|5
|Tariq
|Alsalty
|s180245
|[[Measuring Project Success Beyond The Iron Triangle]]
|-
|-
|13
|Dimitrios
|Kokkinopoulos
|s182528
|[[Due Diligence on Wind Farm Assets]]
|-
|-
|13
|Evgenia
|Chatzivasileiou
|s182299
|[[Project Sponsorship]]
|-
|-
|13
|Theodoros
|Seremetakis
|s183272
|[[Investment portfolio management]]
|-
|5
|Federica
|Menti
|S182994
|[[Getting Things Done in Project Management: The Five Phases of Project Planning]]
|-
|-
|2
|Panagiotis
|Vounatsos
|PanosVoun
|[[Epistemic vs. Aleatory uncertainty]]
|-
|-
|9
|Jack
|Frain
|Fraino12345
|[[Stakeholder Management Processes in Projects]]
|-
|-
|14
|Alexandros
|Bellos
|AlexBellos
|[[Effective Brainstorming]]
|-
|-
|Group Number Pending
|Edoardo
|Braccini
|EdoBraa
|[[Benefits Realisation Management (BRM)]]
|-
|-
|2
|Andrea
|Könnecke
|Andrea Könnecke
|[[Shannon & Weaver Model for Communication]]
|-
|-
|Group 10
|Srdjan
|Gluhovic
|srdjangluhovic
|[[Project Scope Control Management]]
|-
|-
|11
|Casper
|Claudinger
|Casper
|[[Managing projects in a functional organization]]
|-
|-
|8
|Ronglian
|Wei
|Panda Lian
|[[Conceptual levels of competence]]
|-
|-
|4
|Jesper
|Wolters
|Wolters
|[[Resource allocation and crashing]]
|-
|-
|3
|Oliwia
|Sonia
|Lubiarz
|[[Meeting Management]]
|-
|-
|1
|Francisco
|Almirudis
|Frank Almirudis
|[[Scheduling: Critical path, PERT and Gantt]]
|-
|-
|3
|Bartlomiej
|Tyczynski
|s182559
|[[Output,Outcome and Benefit]]
|-
|-
|16
|Brynja
|Benediktsdóttir
|Brynja Ben.
|[[The Periodic Table of Project Management]]
|-
|-
|16
|Jonina Thora
|Einarsdottir
|Jonina Thora
|[[Project Management Success Factors]]
|-
|-
|Group Number 5
|Pedro
|Lopes da Cunha
|PedroLopesCunha
|[[Project Management: Cost vs. Price]]
|-
|-
|1
|Sarantis
|Pavlidis
|Sarantis
|[[Types of activities]]
|-
|14
|Rikke
|Andersen
|RikkeA
|[[Cognitive Bias]]
|-
|-
|12
|Johan
|Hilsøe
|s154073
|[[Unidentified Risks]]
|-
|-
|Group Number Pending
|Mads
|Kronholm
|Mads Kronholm
|[[DMAIC]]
|-
|-
|Group 11
|Anne
|Dittmann
|Anne
|[[The importance of Organizational Structures in Portfolio Management]]
|-
|-
|12
|Thea
|Pedersen
|Thea
|[[Agile One Page Project Management]]
|-
|-
|13
|Madalina
|Grigoras
|s186465
|[[Value to whom?]]
|-
|-
|4
|Martin
|Eberholst Carlsen
|Martineberholstcarlsen
|[[Project Initiation Management in construction]]
|-
|-
|6
|Rasmine
|Søgren
|s145320
|[[Outcome]]
|-
|-
|6
|Julie
|Rostgaard Andersen
|s123790
|[[Use of Business Model Canvas to Kickstart the project management]]
|-
|-
|8
|Dilan
|Casablanca
|Dilan Casablanca
|[[Process Management of Prefabricated Housing]]
|-
|5
|Sandro
|Pina
|SandroPina
|[[Create a pitch]]
|-
|-
|11
|Kristoffer
|Glahn
|s133378
|[[Project Vision Statement]]
|-
|-
|Group Number 8
|Maria Christina
|Prokou
|Mprokou
|[[Negotiation Skills]]
|-
|-
|3
|Habib (Seyed)
|Bahrami
|Habib
|[[Project Uniqueness]]
|-
|-
|12
|Amani
|Alabdullah
|s173307
|[[Integrated Project Delivery (IPD)]]
|-
|-
|12
|Andreas
|Riposati
|Ripo
|[[Basic estimation techniques]]
|-
|-
|10
|Mark
|Christiansen
|s152736
|[[Stephen Covey's seven principles]]
|-
|-
|6
|Signe
|Bjerrum
|s141886
|[[The Triple Constraint in Project Management]]
|-
|-
|9
|Sebastian
|Walther
|Sebastian
|[[Value Canvas in Projects]]
|-
|-
|9
|Keegan
|van Kooten
|Keegan
|[[Planning Poker for Improved Project Delivery]]
|-
|-
| 8
|Hagos Zeru
|Gide
|Trhas
|[[BIM as a project management tool on construction companies]]
|-
|-
|-
|-
|7
|William
|Durant
|Mangum
|[[Crisis Management in Construction Projects]]
|-
|-
|-
|9
|Shri Tejas
|Vedula
|Tehass 7
|[[The implementation of KPIs]]
|-
|-
|9
|Casper
|Gandil Qvortrup
|CasperGandil
|[[Application of Balanced Scorecard in Portfolio Management]]
|-
|-
|12
|Veronika Zsuzsanna
|Bankó
|Veronikabanko
|[[Determining Measurement Methods in Earned Value Management]]
|-
|-
|Group Number Pending
|Mercedes
|Hachmann
|Mercedes Hachmann
|[[Design Thinking]]
|-
|-
|Group 1
|Rasmus
|Bjerg
|Rasmusbjerg
|[[Cash flow and milestone payments]]
|-
|-
|15
|Moritz
|Gutheil
|MoritzGutheil
|[[Dan Pink on Motivation]]
|-
|-
|Group 5
|Giorgia
|Scartozzi
|GiorgiaS
|[[Resource-Constrained Critical Path Method]]
|-
|-
|Group 3
|Hannah
|Kürschner
|Hannah
|[[Projects integrating Sustainable Methods]]
|-
|-
|Group 17
|Daniel
|Vorting
|s141018
|[[Product family master plan]]
|-
|-
|Group 10
|André
|Condamine
|S173349
|[[Belbin's Team Roles]]
|-
|-
|7
|Kristine
|Kaulberg
|Kristbk
|[[Governance of Project Management]]
|-
|Group Number 17
|Sai Mahesh
|Nadukuru
|Sm nadukuru
|[[Process Planning and Cost Estimation]]
|-
|-
|7
|Gustav
|Josephsen
|Gustav Josephsen
|[[Potentials of Key Performance Indicators]]
|-
|-
|11
|Rikke Louise Kjær
|Knudsen
|RikkeK
|[[Milestones in Project Planning]]
|-
|-
|2
|Heðin
|Gunnarsstein Poulsen
|hedinp
|[[Resources in Project Management]]
|-
|-
|3
|Isabel
|Wang
|isabel.w
|[[Benefits Realization Management as a key driver of Project Management Effectiveness]]
|-
|12
|Frederik
|Sørensen
|FTSN
|[[Hersey and Blanchard's Situational Leadership]]
|-
|4
|Simon
|Muurholm Hansen
|Muurholm
|[[Performance-based contracting]]
|-
|6
|Charles
|Hemmingsen
|s122801
|[[Programmification of work]]
|-
|17
|Alberto
|Tognon
|s172420
|[[Project Management in pharmaceutical industry]]
|-
|17
|Stefano
|Di Lenardo
|s190056
|[[Risk management in industry 4.0]]
|-
|5
|Arndt Johannes
|Oschinsky
|AJO
|[[The Project Charter]]
|-

|16
|Dana Rut
|Gunnarsdóttir
|s180289
|[[Project Management Reporting]]
|-

|-
|8
|Anna
|Shevchenko
|Anutka
|[[SAFe]]
|-

|-
|1
|Thomas
|Boel
|Morning
|[[Cost Control]]
|-

|-
|6
|Ole
|Moe
|s186359
|[[Prince2]]
|-

|-
|2
|Nikolaj
|Petersen
|s173344
|[[Managing habits in a project]]
|-

|-
|15
|Sofie
|Martinussen
|Sofie Martinussen
|[[Improve communication with active listening]]
|-

|-
|2
|Sophia
|Nielsen
|s114901
|[[Adaptive Project Management]]
|-

|-
|10
|Costanza
|Sesti
|Costanza Sesti
|[[Systems Theory in Project Management]]
|-
|-
|-
|7
|Mathias
|Steuch
|Msteuch
|[[SMART goals - A Project Manager Tool]]
|-
|-
|-
|16
|Marie
|Bukkholm
|s182741
|[[Resource breakdown structure]]
|-
|-
|16
|Karina
|Kindingstad
|Karina
|[[Benefits of systems engineering]]
|-
|-
|16
|Robert
|Kjønås
|RobertK
|[[Human behaviors in scheduling]]

|-
|-
|15
|Andreas
|Tuxen
|S153408
|[[Requirements management using SysML]]
|-
|-
|-
|3
|Helene
|Gravdal
|S182610
|[[Key performance indicator (KPI)]]
|-
|17
|Rajat
|Kumar
|S181289
|[[Risk Log]]
|-
|-
|9
|Osman Furkan
|Simsek
|S182730
|[[Maslow's Hierarchy of Needs and Project Management]]
|-
|1
|Søren
|Bojesen
|s135284
|[[Evolutionary purpose as motivational driver in project and programme management]]
|-
|15
|Mads Mohr
|Madsen
|s144416
|[[Application of Agile]]
|-
|-
|7
|Helena Brandt
|Rejndrup
|S145492
|[[Leadership vs. management]]
|-
|-
|Group 13
|Behzad
|Sanie
|S122919
|[[Dependency in project management]]
|-
|-
|1
|Kevin
|Lim
|s123368
|[[What is SWOT]]
|-
|-
|1
|Alexander
|Bagge
|s123908
|[[Risk identification methods]]
|-
|-
|7
|Mie Cuhre
|Anker
|s143895
|[[Optimism bias, Strategic Misinterpretation and Reference Class Forecasting (RCF)]]
|-
|-
|10
|Martin
|Kirk
|s162004
|[[Communication and Media Richness Assurance in High-performance Projects]]
|-
|-
|11
|Birita
|Poulsen
|s144296
|[[Designing Organizational Structure]]
|-
|-
|13
|Simone
|Bruhn
|s152998
|[[Gantt chart and Scheduling techniques]]
|-
|-
|14
|Rasmus
|Vedel
|S143855
|[[Conflict Resolution in Project Management]]
|-
|-
|11
|Lars Brandt
|Holst
|s180230
|[[Quality Management Systems]]
|-
|-
|4
|Tianhao
|Chen
|Tianhao
|[[Actions element]]
|-
|-
|15
|Tom
|Ruetgers
|Tom_Ruetgers
|[[Crisis management]]
|-
|-
|4
|Jokin
|Brito
|s182753
|[[A Guide to Risk Management in Construction Projects]]
|-
|-

|10
|Sune
|Baldus
|Sunebaldus
|[[SMART Goals and Objectives]]
|-
|-
|8
|Bashir
|Isse
|BJI
|[[The Stage-Gate Model/phase-gate process]]
|-
|-
|4
|Steffen
|Hansen
|s143889
|[[Context element]]
|-
|-
|8
|Maria
|Stefaniotou
|s182780
|[[Followership]]
|-
|-
|14
|Athanasios
|Fotis
|s183158
|[[Work Breakdown Structure (WBS) in Project Management]]
|-
|-
|14
|Maria
|Panousi
|s185482
|[[Stakeholder analysis]]
|-
|-
|14
|Yulisa
|Gutierrez
|s186511
|[[Emotional Intelligence as a tool for Project Managers]]

Emotional Intelligence as a tool for Project Managers

2019-02-22T20:32:10Z

Yulisa:

Emotional Intelligence as a tool for Project Managers

2019-02-22T20:29:07Z

Yulisa:

Emotional Intelligence as a tool for Project Managers

2019-02-22T20:27:21Z

Yulisa: Created page with "Project managers play a very crucial role in developing, assisting, or organizing a company’s project objectives. The role of a project manager can vary from company to comp..."