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Using punishment, threats, or other negative approaches to get people to do things they do not want to do. |
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A conflict-handling mode in which decision makers incorporate different viewpoints and insights to develop consensus and commitment. |
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Using a give-and-take approach to resolve conflicts; bargaining and searching for solutions that bring some degree of satisfaction to all the parties in a dispute |
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Facing a conflict directly using a problem-solving approach that allows affected parties to work through their disagreements. |
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People who fill in for project managers in their absence and assist them as needed. |
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Listening with the intent to understand. |
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Using one’s personal knowledge and expertise to get people to change their behavior. |
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An approach that causes people to do something for a reward or to avoid a penalty. |
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Using a win-lose approach to conflict resolution to get one’s way. |
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Conformance to the values or ethical standards of a group |
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An approach that causes people to participate in an activity for their own enjoyment. |
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Getting people to do things based on a position of authority. |
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Matching certain behaviors of another person. |
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Myers-Briggs Type Indicator (MBTI) |
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A popular tool for determining personality preferences. |
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Organizational breakdown structure (OBS) |
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A specific type of organizational chart that shows which organizational units are responsible for particular work items. |
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A state in which not enough resources are available to perform the assigned work during a given time period. |
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The ability to influence behavior to get people to do things they would not otherwise do. |
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Charts that show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders. |
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A relation of harmony, conformity, accord, or affinity. |
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Getting others to do things based on a person’s own charisma. |
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A column chart that shows the number of resources assigned to a project over time. |
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A technique for resolving resource conflicts by delaying tasks |
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The amount of individual resources an existing schedule requires during specific time periods. |
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Responsibility assignment matrix (RAM) |
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A matrix that maps the work of a project, as described in the WBS, to the people responsible for performing the work, as described in the organizational breakdown structure (OBS). |
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Using incentives to induce people to do things. |
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Deemphasizing or avoiding areas of differences and emphasizing areas of agreement. |
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A document that describes when and how people will be added to a project team and taken off it. |
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People responsible for managing the subprojects of a larger project. |
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An approach in which the whole is greater than the sum of the parts. |
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Building individual and group skills to enhance project performance. |
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A model that describes five stages of team development: forming, storming, norming, performing, and adjourning. |
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Retreating or withdrawing from an actual or potential disagreement. |
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