Project Coordinators (PC’s) fall under the communication unit since their primary role within the organization is to ensure smooth and effective communication across all the parties involved in the project. Besides, they help partners to address problems that may arise and strive towards a common objective. Project Expediters (PE’s) are under logistics management unit. The grouping reflects their primary duties as they are in charge of materials organization and logistics. Hence, they play a vital role in ensuring that all the supplies and personnel required for the exercise are available. Coordinators and expediters can contribute to the attainment of the project’s goals through teamwork.
There is a conflict between the two teams working on the Swanson project. The tension influences the relationship between project coordinators and expediters. The source of disconnect is due to the perception that members of one department are willingly slowing down the project for personal gain. At its current state, the project has exceeded the target budget and is experiencing delays. The teams responsible for its delivery have resolved to accusations. As a result, they have created a tense atmosphere that discourages combining of efforts towards one goal. The PC’s believe that PE’s do not have a commitment to making the project work. Besides commitment issues, there is a likelihood that differences in modes of operation have caused the disputes.
Different motivational factors are driving individual project team members. The PE’s is paid on an hourly basis, and a suggestion by the project manager to engage them is dismissed quickly. They perceive the request as an attempt to eliminate their jobs. Thus, there is a possibility that the additional overtime pay motivates them. Unlike expediters, PC’s position covers various tasks across multiple projects. Therefore, they have a lot of responsibilities to fulfill. It is likely that they desire to make the project work, but their schedule does not allow them. Successful completion of the scheme within a specified timeframe would free up their schedules. Thus, they would get an opportunity to rest or take up other exciting tasks.
Resolving the existing conflict between the PC’s and PE’s requires a strategic approach. The project manager can use a collaborative conflict resolution strategy to address the dispute. Collaborations require both teams to openly discuss issues and explore available alternatives to reinvigorating the project. The exercise would involve identification of the underlying needs and wants of the parties involved. It would also entail convincing the members to embrace teamwork in order to attain the set goals. For the approach to work, the groups need to learn how to uphold honesty and commitment to the project’s schedules.
Besides fostering collaboration among team members, the manager can motivate the teams by setting incentivized targets. A simple incentive can push the employees to achieve individual, group, and organizational goals. Given the difference in modes of payment for the two departments, it is essential to provide a monetary reward that will reduce disparity in earnings. Besides, a technique such as providing compensation across both departments for extra time spent working on the project can motivate all parties. Both expediters and coordinators ought to receive additional pay. Thus, the new technique should allocate overtime pay for all employees. Such an approach can encourage the teams to focus on project completion.