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Discussion 10
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Discussion 10
There are several reasons for a stressful or a failed project within any organization. Sometimes there is only one root cause that leads to disastrous project outcomes while other times there might be a complex and entwined set of reasons. Within a group project, the lack of clear information about specified roles and responsibilities lead to confusions and mistakes. As long as all the members in a team including executive management, project managers, team members are not clear on the division of labor and time management, the project may lead to over budget and extended time consumption. Another common reason for stress among the team members is the lack of communication. People are not able to deliver their concerns or seek assistance due to competition or fear from the senior members. Personal counseling and meetings are not a usual trend among organizations and most of the communication takes place via e-mails and lacks the sense of appreciation or sympathy that is needed.
In order to improve the success ratio of any project, it is important to involve all members of a project in the documentation and report system. Everyone should have a collaborative relationship related to the updates of the performance and keeping up the books. The executives and project managers should encourage the team members, provide them with implementation details, and notice any issues the team might face during the project. There should also be sessions that allow everyone to pitch in their ideas and share their distresses about their roles. Thus, it is imperative to understand the visibility and objective of any project at hand and maintain proper coordination among all the members ADDIN ZOTERO_ITEM CSL_CITATION {"citationID":"rGd6vOuH","properties":{"formattedCitation":"(Harley-McClaskey, 2017, p. 9)","plainCitation":"(Harley-McClaskey, 2017, p. 9)","noteIndex":0},"citationItems":[{"id":700,"uris":["http://zotero.org/users/local/OnfrXiA2/items/FWGE88FH"],"uri":["http://zotero.org/users/local/OnfrXiA2/items/FWGE88FH"],"itemData":{"id":700,"type":"chapter","title":"Chapter 9: Organizational Management: Strategic Goals and Project Management","container-title":"Developing Human Service Leaders","publisher":"Los Angeles: SAGE","page":"340","ISBN":"978-1-4833-9311-7","language":"en-us","author":[{"family":"Harley-McClaskey","given":"Deborah"}],"issued":{"date-parts":[["2017"]]},"accessed":{"date-parts":[["2019",11,21]]}},"locator":"9"}],"schema":"https://github.com/citation-style-language/schema/raw/master/csl-citation.json"} (Harley-McClaskey, 2017, 9). I did not have any significant issues in any group project as I have the habit of communicating my concerns and clarifying the objectives and goals with my team members as well as my executives. It spares me all the glitches that people often face during group projects.
References
ADDIN ZOTERO_BIBL {"uncited":[],"omitted":[],"custom":[]} CSL_BIBLIOGRAPHY Harley-McClaskey, D. (2017). Chapter 9: Organizational Management: Strategic Goals and Project Management. In Developing Human Service Leaders (p. 340). Los Angeles: SAGE.
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