Supportive and destructive roles in project teams can significantly impact the success of a project

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Supportive and destructive roles in project teams can significantly impact the success of a project. Here are examples of both: Supportive Role: Example: The Cheerleader The Cheerleader is a team member who constantly motivates and encourages others. They provide positive reinforcement, celebrate small wins, and maintain team morale even during challenging times. For instance, when a project faces setbacks or difficulties, the Cheerleader might say, "I know it's tough right now, but we've overcome challenges before, and we can do it again. Let's stay focused and keep pushing forward." Example: The Problem Solver The Problem Solver is a team member who excels at identifying issues and actively seeks solutions. They don't just point out problems; they offer practical and creative solutions to overcome challenges. For instance, when the project encounters an unexpected roadblock, the Problem Solver might say, "I've thought of a few alternative approaches to address this issue. Let's discuss them and choose the best one to keep the project on track." Destructive Role: Example: The Naysayer The Naysayer is a team member who habitually focuses on the negatives, doubts the feasibility of the project, and discourages others. They often say things like, "This project is too ambitious; it's bound to fail," or "We've tried something similar before, and it didn't work out." Their pessimistic attitude can demoralize the team and hinder progress. Example: The Micromanager The Micromanager is a team member who constantly hovers over others, trying to control every detail of the project. They often distrust their teammates' abilities and can create a stifling atmosphere where team members feel undervalued and unable to make decisions independently. For example, the Micromanager might repeatedly ask for progress updates, second-guess team members' decisions, and insist on being involved in every aspect of the project, which can lead to inefficiency and frustration.

Regarding personal experiences, I've witnessed both supportive and destructive roles unfold in various projects. When I observed a supportive role, I felt encouraged and motivated. It reinforced the belief that the team could overcome challenges and achieve its goals. The positivity and enthusiasm of supportive team members often helped maintain a high level of morale and kept everyone focused on the project's success. Seeing a Problem Solver in action is always reassuring. Their ability to proactively address challenges and offer practical solutions helps the team adapt and overcome obstacles. It demonstrates a strong problem-solving culture within the project team. Conversely, when I witnessed a destructive role, it was disheartening. It made me concerned about the project's prospects and created a sense of frustration among team members. It highlighted the importance of addressing negative attitudes and fostering a more constructive and collaborative team environment. Observing a Micromanager can be quite frustrating. It can stifle creativity and hinder the team's ability to work efficiently. As I watched such a role unfold, I often thought about the importance of trust within a team and how micromanagement can erode that trust over time. In both cases, it was evident how influential individual team members can be in shaping the project's culture and outcomes. As a result, project managers should be vigilant in identifying and managing both supportive and destructive roles to ensure the project's success. Addressing issues early, providing constructive feedback, and fostering a positive team dynamic can help mitigate the impact of destructive roles and maximize the benefits of supportive ones. References Tariq, S., Malik, S., & Khan, M. S. (2018). Integration of risk management and quality management: A systematic review. Total Quality Management & Business Excellence, 29(3-4) Edwards, P. J., Serra, P. V., & Edwards, M. (2019). Managing Project Risks. Wiley Professional, Reference & Trade (Wiley K&L). https://reader2.yuzu.com/books/9781119489733 Edwards, J. S., Collyer, S., & Pyke, C. (2019). Project management in practice (6th ed.). Pearson.

Kerzner, H. R. (2017). Project management: a systems approach to planning, scheduling, and controlling (12th ed.). Wiley. Highsmith, J. (2009). Agile project management: creating innovative products (2nd ed.). Addison-Wesley Professional. Cohn, M. (2014). Succeeding with agile: software development using Scrum. Addison-Wesley Professional. Gray, C. F., & Larson, E. W. (2018). Project management: The managerial process (7th ed.). McGraw-Hill Education. Pinto, J. K. (2021). Project management: Achieving competitive advantage (5th ed.). Pearson. Schwaber, K., & Sutherland, J. (2017). The Scrum guide: The definitive guide to Scrum: The rules of the game. Scrum.org. Cockburn, A. (2016). Agile software development: The cooperative game (2nd ed.). Addison- Wesley Professional. Drmahey. (2020, January 29). Total Quality Management Principles, concept and importance. Dr Aminu. https://draminu.com/total-quality-management-principles/

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