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Structure of this Website Lecture 3 : Dilemmas of coordination and boundaries in project team leadership The learning objective is to help the reader understand the strength and weaknesses of operating a project-team approach, and to reflect on show the project team structure requires leadership attention to integration of individual roles and tasks. This Lecture draws attention to the dilemma concealed in the project-team approach. It examines ways through which Team Leaders understand and deal with dilemmas of leading projects in practice. Of specific interest are dilemmas of coordination and control. These are generally ignored in handbooks for project-teams. The project approach maps team behaviours in rational terms. It provides excellent maps for observable sets of goal-oriented behaviours. (I.e. it concentrates on actions, a functionalist approach). This assumes that the project task is unambiguous, and divisible into non-interacting tasks. In practice, however this ignoring the practical difficulties of resource competition, and the more behavioural individual needs of team members. The approach leaves the leader with responsibility of ‘boundary spanning’ or team-members remain isolated from the environment outside the team boundaries. The project leader may wish to consider maps which encourage integration, and ‘creative’ joint problem-solving. These maps also intrude the possibility of differing leadership tasks shared around a team (distributed leadership). Box 3.1 challenges readers to reflect on their map of projects and project leadership, for reviewing after study of the Lecture contents. |  |
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