PHASE 3 – NORMING “POSSIBLE HANDLING METHODS”

Following is the simplification of the norming phase:

        “In the 3rd stage, resistance is countered in which new standards are evolved, cohesiveness and in-group feelings are developed, and new roles are considered. In the realm of the task, personal and intimate opinions are seemingly expressed. That is why, there is a norming stage" (Tuckman, 2001, p. 78).

        In the complication guide’s third phase, the team has actually agreed upon the actions that must be carried out. Members of teams have adjusted to their roles, accepted others, and developed their ideas and thoughts.

        The findings of studies on the topic of complication management, in this stage, can be adapted, utilized, and combined. Managers of complicated projects have to arrange and determine actions in cycles of projects. Nine different cycles of the project were proposed by Haas (2009) associated with different complication levels – high, middle, and low. It is significant to selectively apply and identifies them. Methods and tools are chosen by managers for managing complicated just as provided by the Navigating Complication of PMI. But an overall synthesis cannot be offered on the basis of Navigating Complication of PMI, this research, or Managing Complication of Haas. A proposal is further provided by this research for applying methods other than the present standards of project management like DSM or Data Structural Matrix.

The project team’s qualifications and the management style must be evaluated for significant factors which can optimize a complicated situation. Navigating Complication and Hass (2009) need some certain soft skills of managers and team set-up.

Following disciplines could provide support in this and Senge (1997) has outlined them:

Personal mastery – the study of consistently deepening and clarifying the personal objective or vision, concentrating on own energies, seeing reality, and developing patience.

        Mental models – ingrained generalizations, assumptions, or even pictures which affects the understanding of global and how different actions are conducted.

Shared vision – Unearthing shared pictures’ practice in terms of future that nurture genuine enrolment and commitment instead of compliance.

Team learning – discussion were members of the team seem to suspend different assumptions and enter into real and genuine thinking.

        In addition, it is explained by these disciplines which soft skills seem to support the team and manager on an abstract standard for dealing with different complicated projects and optimizing the phase of norming.