1. What is Team Building?
Definition & Purpose
Team Building is the process of improving the competencies, team member interactions, and overall team environment to enhance project performance. It is a continuous activity throughout the project life cycle.
Team building includes formal activities (workshops, training) and informal activities (lunches, team outings) that strengthen trust, communication, and collaboration.
Why It Matters in PMP
- A high-performing team delivers projects on time, within budget, and with quality.
- Poor team dynamics = scope creep, missed deadlines, rework.
- The PM is responsible for creating an environment where the team can perform at its best.
- PMP exam heavily tests situational judgment on team issues.
💡 EXAM TIP: The PMP exam almost always chooses the answer that develops the team first rather than escalating immediately. Prefer team-building solutions over punitive ones.
📌 Scenario: A team member consistently misses deadlines. As PM, what do you do FIRST?
→ Have a private, one-on-one conversation to understand the root cause before any formal action.
→ Have a private, one-on-one conversation to understand the root cause before any formal action.
2. Tuckman's Ladder Model HIGH FREQUENCY
The 5 Stages
Bruce Tuckman's model describes how teams develop over time. The PMP exam tests this model extensively.
| Stage | Characteristics | Team Feel |
|---|---|---|
| 1. Forming | Team meets; roles unclear; polite, cautious | Excited but uncertain |
| 2. Storming | Conflicts emerge; power struggles; ideas clash | Tense, frustrated |
| 3. Norming | Rules established; trust grows; roles clear | Cooperative, settling |
| 4. Performing | High performance; interdependent; self-directed | Motivated, productive |
| 5. Adjourning | Project ends; team disbands; lessons learned | Reflective, closure |
PM Actions per Stage
| Stage | PM Role | Leadership Style |
|---|---|---|
| Forming | Provide direction, clarify roles, set expectations | Directing |
| Storming | Coach through conflict, facilitate resolution | Coaching/Supporting |
| Norming | Enable collaboration, reinforce ground rules | Supporting |
| Performing | Delegate, remove obstacles, empower team | Delegating |
| Adjourning | Recognize contributions, capture lessons learned | Servant leadership |
💡 EXAM TIP: If the question says the team is "arguing about processes," they are in Storming. The PM should facilitate, NOT punish.
📌 Scenario: Your new project team has just been introduced. Members are asking "What exactly is my role?" Which stage are they in?
→ Forming. PM action: Clarify roles and responsibilities, share the project charter.
→ Forming. PM action: Clarify roles and responsibilities, share the project charter.
📌 Scenario: Two senior developers are arguing about which framework to use. They refuse to compromise. What stage?
→ Storming. PM action: Facilitate a conflict resolution meeting; explore collaborative solutions.
→ Storming. PM action: Facilitate a conflict resolution meeting; explore collaborative solutions.
💡 EXAM TIP: Teams can revert to earlier stages when new members join or major changes occur. Know this — exam questions set traps with "the team was performing but now is fighting."
3. Team Charter MUST KNOW
A Team Charter is a document created by the project team that establishes the team values, agreements, and operating guidelines.
Key Components
- Team Values: Honesty, respect, punctuality, accountability
- Communication guidelines: How often to meet, channels used (email, Slack, meetings)
- Decision-making criteria: Who decides what; voting vs. consensus
- Conflict resolution process: Steps to resolve disagreements
- Meeting guidelines: Start/end on time, agenda required
- Team agreements: Working hours, response time expectations
When is it Created?
The Team Charter is developed early in the project, ideally during the Plan Resource Management process, and is updated as needed throughout the project.
💡 EXAM TIP: When a question asks "how do you prevent future conflicts about working norms?" → the answer is Team Charter.
💡 EXAM TIP: The Team Charter is created BY the team (not just the PM). This is a key distinction — it promotes ownership and buy-in.
📌 Scenario: Team members are constantly having misunderstandings about communication. What should the PM create to prevent this?
→ Team Charter with clear communication guidelines.
→ Team Charter with clear communication guidelines.
4. Team Development Tools & Techniques
Training
- Formal training (classroom, online), informal mentoring, coaching
- PM identifies skill gaps and arranges training to close them
- Training is both planned and responsive to emerging needs
Colocation (War Room)
Colocation (also called "war room" or "tight matrix") places team members in the same physical space to improve communication and team cohesion.
- Enables spontaneous collaboration and quick decisions
- Reduces communication latency
- Best for complex, fast-moving projects
Virtual Teams
When team members are geographically dispersed, virtual tools (video calls, collaboration platforms) replace physical colocation. Extra effort needed for trust and communication.
Recognition & Rewards
- Recognize and reward individual and team achievements
- Rewards should be fair, meaningful, and timely
- Non-monetary rewards (public recognition) are often more powerful than monetary ones
- Avoid zero-sum rewards (only one winner) — they damage teamwork
💡 EXAM TIP: The exam favors team-based rewards over individual rewards when the question is about promoting collaboration. Individual recognition is fine for individual excellence.
💡 EXAM TIP: Team Building activities should be planned (not just happen by accident). The PM proactively schedules activities to build cohesion.
Other Techniques
| Technique | Description |
|---|---|
| Personnel Assessment Tools | Personality tests (MBTI, DISC) to understand team dynamics |
| Team-Building Activities | Workshops, off-sites, problem-solving games |
| Ground Rules | Agreed norms of behavior (part of Team Charter) |
| Meetings | Regular touchpoints to align, resolve issues, share progress |
5. Conflict Management HIGH FREQUENCY
5 Conflict Resolution Techniques (Thomas-Kilmann)
| Mode | Also Called | When to Use | PMP Preference? |
|---|---|---|---|
| Collaborate / Problem-Solve | Confronting | Best long-term; all parties win (Win-Win) | ✅ PREFERRED |
| Compromise | Reconcile | Both parties give up something; lose-lose | ✅ Good secondary option |
| Accommodate | Smooth / Appease | Keep harmony short-term; doesn't solve root cause | ⚠️ Temporary only |
| Avoid | Withdraw | When issue is trivial or cooling off needed | ⚠️ Rarely best |
| Force | Direct | Emergency decisions; one party wins, other loses | ❌ Last resort |
Conflict Resolution Scenarios
📌 Scenario 1: Two team leads can't agree on technical approach. Project deadline is not imminent. What's the BEST action?
→ Collaborate (Problem-Solve): Bring both together, analyze options, find a Win-Win solution.
→ Collaborate (Problem-Solve): Bring both together, analyze options, find a Win-Win solution.
📌 Scenario 2: There's an emergency system outage and a critical decision must be made NOW.
→ Force/Direct: PM makes the call immediately — no time for consensus.
→ Force/Direct: PM makes the call immediately — no time for consensus.
📌 Scenario 3: Two team members argue about a trivial office scheduling issue that doesn't affect the project.
→ Avoid/Withdraw: Not worth the PM's time; let them work it out.
→ Avoid/Withdraw: Not worth the PM's time; let them work it out.
📌 Scenario 4: A stakeholder insists on an unrealistic deadline. After negotiation, both agree to a slightly extended but still tight timeline.
→ Compromise: Both parties gave up something.
→ Compromise: Both parties gave up something.
Sources of Conflict (PMBOK)
- Schedules — Most common source of conflict
- Project priorities
- Resources
- Technical opinions
- Administrative procedures
- Cost
- Personality clashes — Least common source
💡 EXAM TIP: Know the ORDER: Schedules → Priorities → Resources → Technical → Admin → Cost → Personality. Exam may ask "most common" or "least common."
Conflict is NORMAL
Conflict is inevitable on projects and not always bad. Healthy conflict can lead to better decisions. The PM's job is to address it proactively, not suppress it.
💡 EXAM TIP: The exam distinguishes between functional (productive) conflict and dysfunctional (destructive) conflict. Address conflict early — don't let it fester.
6. Emotional Intelligence (EI) NEW PMP FOCUS
Emotional Intelligence is the ability to identify, assess, and manage one's own emotions and those of others. High EI is essential for effective team building.
5 Components of EI (Goleman)
| Component | Description | PM Application |
|---|---|---|
| Self-Awareness | Know your own emotions | Recognize when you're stressed; don't project onto team |
| Self-Regulation | Control your emotions | Stay calm under pressure; respond, don't react |
| Motivation | Inner drive to achieve | Lead by example; set high standards |
| Empathy | Understand others' feelings | Listen actively; validate team concerns |
| Social Skills | Manage relationships | Build trust; resolve conflicts diplomatically |
💡 EXAM TIP: When a PM question involves "how to handle a frustrated team member," the EI answer is: listen actively and show empathy FIRST before problem-solving.
📌 Scenario: A team member reacts angrily in a meeting. As PM, you:
→ Acknowledge their feelings privately after the meeting. Ask what's going on. Show empathy. Then discuss the behavior.
→ Acknowledge their feelings privately after the meeting. Ask what's going on. Show empathy. Then discuss the behavior.
7. Leadership Styles
The PMP exam expects you to know when to apply different Leadership styles based on team maturity and situation.
| Style | When to Use | Tuckman Stage Match |
|---|---|---|
| Directing (Tell) | New, inexperienced team; crisis; low skill/low will | Forming |
| Coaching | Team has some skill but needs guidance; building confidence | Storming |
| Supporting | Team has skills but lacks confidence; high skill/low will | Norming |
| Delegating | High-performing team; experts; high skill/high will | Performing |
Servant Leadership
Servant Leadership — the PM serves the team, removing obstacles and enabling them to do their best work. This is the dominant leadership philosophy in Agile and the PMP exam.
- Focus: "How can I help my team?" not "How do I control my team?"
- Actions: Remove blockers, shield team from distractions, provide resources
- Mindset: Team success = PM success
💡 EXAM TIP: In Agile contexts, the PM/Scrum Master is ALWAYS a servant leader. Exam questions about "what should the PM do when the team is blocked?" → Remove the obstacle (servant leadership).
Transformational vs. Transactional
| Type | Focus | Motivation |
|---|---|---|
| Transformational | Inspire, innovate, create vision | Intrinsic; growth, purpose |
| Transactional | Manage tasks, reward/punish outcomes | Extrinsic; bonuses, penalties |
💡 EXAM TIP: PMP exam prefers Transformational leadership for long-term team development. Transactional is fine for short-term or compliance-based work.
8. Virtual Teams
Virtual teams have members in different locations, time zones, and sometimes cultures. They present unique team-building challenges.
Challenges of Virtual Teams
- Time zone differences → scheduling meetings
- Cultural differences → communication styles, holidays, norms
- Lack of face-to-face interaction → harder to build trust
- Technology dependency → connectivity issues
- Isolation → team members may feel disconnected
PM Strategies for Virtual Teams
- Establish clear Team Charter with communication guidelines
- Use video calls (not just email/chat) for relationship building
- Be inclusive of all time zones when scheduling meetings
- Create virtual social opportunities (coffee chats, team games)
- Celebrate wins publicly and frequently
- Establish clear response-time expectations
💡 EXAM TIP: For virtual teams, the exam often tests: "How do you build trust without face-to-face?" → Regular video calls + clear communication agreements + inclusive scheduling.
📌 Scenario: Your team spans US, India, and Germany. Meetings are always scheduled at 9 AM EST (which is midnight in India). What should you do?
→ Rotate meeting times to share the inconvenience equitably. Show cultural sensitivity and fairness.
→ Rotate meeting times to share the inconvenience equitably. Show cultural sensitivity and fairness.
9. Team Performance Assessment
The PM must continuously assess and improve team performance using the Team Performance Assessment.
What Gets Assessed?
- Skills improvement (technical and soft skills)
- Team competencies (collaboration, communication)
- Team member turnover rate
- Cohesiveness (how well the team works together)
- Achievement of performance goals
Indicators of High Team Performance
- Reduced conflict
- Faster problem-solving
- Proactive communication
- Team members help each other without being asked
- High morale and low absenteeism
💡 EXAM TIP: Team performance assessment leads to updates in Enterprise Environmental Factors (EEF) and may trigger additional training. The OUTPUT of Develop Team is the Team Performance Assessment.
Process Output Summary
| Process | Key Outputs |
|---|---|
| Acquire Resources | Physical resource assignments, project team assignments, resource calendars |
| Develop Team | Team performance assessments, change requests, EEF updates |
| Manage Team | Change requests, project management plan updates, EEF updates |
10. Motivation Theories HIGH FREQUENCY
Maslow's Hierarchy of Needs
People are motivated by unfulfilled needs, starting from the lowest level:
- Physiological — Food, water, shelter (salary, safe workspace)
- Safety — Job security, safe environment
- Social (Belonging) — Teamwork, friendship, belonging
- Esteem — Recognition, achievement, status
- Self-Actualization — Reaching full potential, meaningful work
💡 EXAM TIP: You must satisfy lower needs BEFORE higher ones motivate. A team member worried about job security cannot be motivated by recognition awards.
Herzberg's Two-Factor Theory
| Hygiene Factors (Dissatisfiers) | Motivators (Satisfiers) |
|---|---|
| Salary, job security, working conditions | Achievement, recognition, responsibility |
| Company policies, supervision quality | Growth, advancement, meaningful work |
| Hygiene factors DON'T motivate — they just prevent dissatisfaction. Motivators truly drive performance. | |
💡 EXAM TIP: "My team gets a good salary but isn't motivated" → Herzberg. Fix hygiene factors first, then add motivators. Salary alone doesn't motivate.
McGregor's Theory X and Theory Y
| Theory X | Theory Y |
|---|---|
| People dislike work; must be controlled | People enjoy work; self-directed |
| Requires micromanagement | Requires empowerment and autonomy |
| External motivation (carrots/sticks) | Internal motivation (purpose, growth) |
💡 EXAM TIP: PMP exam strongly favors Theory Y managers who trust and empower their teams.
McClelland's Theory of Needs
| Need | What Drives Them | PM Implication |
|---|---|---|
| Achievement (nAch) | Challenging tasks; personal excellence | Give stretch goals; avoid routine work |
| Affiliation (nAff) | Relationships; teamwork; belonging | Assign to collaborative team roles |
| Power (nPow) | Influence; leadership; control | Give leadership responsibilities |
Expectancy Theory (Vroom)
Motivation = Expectancy × Instrumentality × Valence
- Expectancy: "If I try hard, will I succeed?"
- Instrumentality: "If I succeed, will I be rewarded?"
- Valence: "Do I value the reward?"
💡 EXAM TIP: If ANY factor is zero, motivation is zero. The team must believe effort leads to success, success leads to reward, and the reward is desirable.
11. Power & Influence
A PM must understand different types of Power and use the right type at the right time.
| Power Type | Source | Effectiveness |
|---|---|---|
| Expert Power | Knowledge & expertise | ✅✅✅ Highly effective, lasting |
| Referent Power | Respect; personal relationships | ✅✅✅ Highly effective, lasting |
| Reward Power | Ability to give rewards | ✅✅ Effective; can create dependency |
| Legitimate Power | Formal authority / job title | ✅ Limited; positional only |
| Penalty/Coercive Power | Ability to punish | ❌ Short-term; damages relationships |
💡 EXAM TIP: The exam consistently favors Expert and Referent power. PMs who rely on legitimate or coercive power are weak PMs in PMP world.
📌 Scenario: A PM on a matrix project has no formal authority over team members. How should they influence the team?
→ Use Expert Power (demonstrate knowledge) and Referent Power (build relationships and trust). Do NOT use coercive power.
→ Use Expert Power (demonstrate knowledge) and Referent Power (build relationships and trust). Do NOT use coercive power.
12. RACI Chart (Responsibility Assignment Matrix)
The RACI Chart assigns roles and responsibilities for every task.
| Letter | Stands For | Meaning |
|---|---|---|
| R | Responsible | Does the work; multiple people can be Responsible |
| A | Accountable | Final authority; only one per task |
| C | Consulted | Provides input; two-way communication |
| I | Informed | Kept in the loop; one-way communication |
💡 EXAM TIP: Accountable = ONE person only per task. Multiple Responsible is OK. Exam traps you with "should the PM assign two people as Accountable?" → NO.
Example RACI
| Task | PM | Engineer | Client | Sponsor |
|---|---|---|---|---|
| Design Review | A | R | C | I |
| Budget Approval | C | I | I | A/R |
| Site Inspection | A | R | I | I |
💡 EXAM TIP: RACI is part of the Resource Management Plan. It prevents confusion and reduces conflicts over "who should have done that."
13. Resource Management Plan
The Resource Management Plan describes how project resources will be acquired, allocated, managed, and released.
Contents
- Team roles and responsibilities (RACI)
- Project organization charts
- Team charter (values, norms, agreements)
- Training needs and plans
- Recognition and reward systems
- Compliance considerations
- Safety considerations
- Resource release criteria
Project Organization Structures
| Structure | PM Authority | Resource Control |
|---|---|---|
| Functional | Little to none | Functional Manager controls |
| Matrix (Weak) | Limited | Functional Manager controls |
| Matrix (Balanced) | Moderate (shared) | Shared between PM and FM |
| Matrix (Strong) | High | PM controls |
| Projectized | Full | PM controls fully |
💡 EXAM TIP: In a matrix organization, team members have TWO bosses (PM and Functional Manager). This creates role confusion — the Team Charter and RACI help resolve it.
14. Key PMBOK Processes — Resource Management
Team building spans three key processes in PMBOK's Resource Management Knowledge Area:
| Process | Process Group | Key Inputs | Key Tools | Key Outputs |
|---|---|---|---|---|
| Plan Resource Management | Planning | Project Charter, Scope, Schedule, EEF, OPA | Expert Judgment, Data Representation, Org Theory | Resource Mgmt Plan, Team Charter |
| Acquire Resources | Executing | Resource Mgmt Plan, Resource Requirements | Pre-assignment, Negotiation, Acquisition, Virtual Teams | Project Team Assignments, Resource Calendars |
| Develop Team | Executing | Resource Mgmt Plan, Project Team Assignments | Training, Team Building, Colocation, Recognition, Assessment | Team Performance Assessment, Change Requests, EEF Updates |
| Manage Team | Executing | Resource Mgmt Plan, Team Assignments, Performance Reports | Observation, Conflict Mgmt, EI, Interpersonal Skills | Change Requests, PM Plan Updates, EEF Updates |
| Control Resources | Monitoring & Controlling | PM Plan, Resource Requirements, Work Performance Data | Data Analysis, Problem Solving, Negotiation | Work Performance Info, Change Requests, PM Plan Updates |
💡 EXAM TIP: Develop Team = build skills and cohesion. Manage Team = track performance and resolve issues. They are DIFFERENT processes. Exam tests your ability to distinguish them.
15. Agile Team Building NEW PMP FOCUS
The PMP exam is 50% Agile. Agile team building differs from traditional approaches.
Self-Organizing Teams
Agile teams are self-organizing — they decide HOW to do the work themselves. The PM/Scrum Master does not assign tasks.
- Team collectively owns the work
- No task assignments from above — team pulls work from backlog
- Encourages creativity and accountability
Cross-Functional Teams
Agile teams have all skills needed to complete the work. No waiting for external specialists.
- Reduces handoffs and delays
- Everyone contributes to team success
- Promotes T-shaped skills (deep in one area, broad across others)
Agile Ceremonies for Team Building
| Ceremony | Team Building Value |
|---|---|
| Daily Standup | Regular sync; builds accountability and transparency |
| Sprint Planning | Team owns the plan; commitment builds ownership |
| Sprint Review | Celebrate achievements; stakeholder engagement |
| Retrospective | Team improves together; psychological safety; key for continuous improvement |
💡 EXAM TIP: Retrospective is the #1 Agile team building tool. When the exam asks "How does the Agile team continuously improve?" → Retrospective.
💡 EXAM TIP: In Agile, the PM role becomes servant leader / facilitator. The team IS the expert. PM removes blockers, doesn't direct work.
Psychological Safety
Psychological Safety — team members feel safe to speak up, take risks, and admit mistakes without fear of punishment. Google's Project Aristotle found this is the #1 predictor of high-performing teams.
📌 Scenario: A developer is afraid to mention a bug they caused for fear of being blamed. The PM should:
→ Create psychological safety by responding constructively (treat it as a learning moment, not a punishment). Focus on fixing the bug and preventing recurrence.
→ Create psychological safety by responding constructively (treat it as a learning moment, not a punishment). Focus on fixing the bug and preventing recurrence.
16. 📋 Master Cheat Sheet
🏁 Tuckman's Stages (mnemonic: "Forming Storms Normally Performs Adjourns")
- Forming → Directing leadership
- Storming → Coaching; facilitate conflict
- Norming → Supporting; reinforce norms
- Performing → Delegating; empower team
- Adjourning → Recognize; capture lessons
⚔️ Conflict Resolution Preference Order
Collaborate → Compromise → Accommodate → Avoid → Force💪 Power Types — Best to Worst
Expert = Referent > Reward > Legitimate > Coercive (Penalty)🧠 Motivation Theories Quick Reference
- Maslow: Hierarchy — fulfill lower needs first
- Herzberg: Hygiene prevents dissatisfaction; motivators drive performance
- McGregor X: Control people | Y: Trust & empower people
- McClelland: Achievement, Affiliation, Power
- Vroom: Motivation = E × I × V (all 3 must be > 0)
📊 RACI Rules
R = Multiple OK | A = ONE only | C = Input | I = FYI🔑 Most Tested Keywords
Tuckman Stages, Conflict Modes, Servant Leadership, Team Charter, RACI, EI, Psychological Safety, Self-Organizing Teams, Retrospective, Motivation Theories📌 Source of Conflict (Most → Least)
Schedules → Priorities → Resources → Technical → Admin → Cost → Personality🏆 Agile Team Essentials
Self-Organizing + Cross-Functional + Servant Leader PM + Retrospectives + Psychological Safety17. 🧪 Practice Quiz
Click an answer to reveal the result and explanation.
Q1. Your project team has just been assembled and members are still getting to know each other. Team members keep asking about expectations. Which Tuckman stage is this?
A. Storming
B. Forming
C. Norming
D. Performing
Q2. Two team members are in a heated disagreement. There's enough time to resolve it properly. What's the BEST conflict resolution technique?
A. Forcing
B. Avoiding
C. Collaborating
D. Smoothing
Q3. Which type of power is MOST effective and long-lasting for a project manager?
A. Legitimate
B. Coercive
C. Expert
D. Reward
Q4. In Herzberg's Two-Factor Theory, which of the following is a MOTIVATOR (not a hygiene factor)?
A. Salary increase
B. Job security
C. Achievement and recognition
D. Better working conditions
Q5. Who creates the Team Charter?
A. The Project Sponsor
B. The PM alone
C. The Project Team (collectively)
D. The PMO
Q6. In the RACI matrix, how many people can be assigned as "Accountable" for a single task?
A. Only one
B. Two or more if needed
C. As many as needed
D. None; PM is always accountable
Q7. What is the most common source of conflict on projects?
A. Personality clashes
B. Cost disagreements
C. Schedules
D. Technical disagreements
Q8. In Agile, what is the PRIMARY mechanism for continuous team improvement?
A. Daily Standup
B. Sprint Planning
C. Retrospective
D. Sprint Review
Q9. A PM allows the team to decide how to organize their work and who takes which tasks. This is an example of:
A. Theory X management
B. Transactional leadership
C. Self-organizing team
D. Functional organization
Q10. Vroom's Expectancy Theory says motivation is zero if which factor is zero?
A. Only Expectancy
B. Only Valence
C. Only Instrumentality
D. Any of the three factors
18. 🎯 Exam Tips Master List
- ✅ Develop Team vs. Manage Team: Develop = build skills/cohesion. Manage = track/resolve performance issues.
- ✅ Best conflict resolution = Collaborate (Win-Win). Avoid and Force are last resorts.
- ✅ Team Charter = created by the team, not the PM alone. Promotes ownership.
- ✅ Storming is normal and necessary. Don't try to skip it.
- ✅ Agile PM = Servant Leader. Remove obstacles; don't assign tasks.
- ✅ Psychological Safety is prerequisite to high-performing Agile teams.
- ✅ Salary alone doesn't motivate (Herzberg). Add recognition, growth, challenge.
- ✅ RACI Accountable = ONE person only per task.
- ✅ Most common conflict = Schedules. Least common = Personality.
- ✅ Expert + Referent power = most effective. Coercive = least preferred.
- ✅ Colocation improves team performance and communication significantly.
- ✅ Recognition should be fair, timely, and meaningful. Avoid zero-sum rewards.
- ✅ Virtual teams need MORE structured communication than co-located teams.
- ✅ Team performance assessment is the key output of Develop Team process.
- ✅ Theory Y (people want to work) = PMP exam's preferred managerial assumption.
- ✅ McClelland's Power need ≠ coercive power. Power-motivated people like to influence, lead, and impact.
- ✅ Retrospectives drive continuous improvement — always held at END of sprint.
- ✅ EI (Emotional Intelligence) = listen and empathize FIRST before solving problems.
19. 🔑 Keyword Index
Click any keyword below for a quick definition:
Team Building
Storming
Team Charter
Colocation
Collaborate
Compromise
Accommodate
Avoid/Withdraw
Force/Direct
Emotional Intelligence
Leadership
Servant Leadership
Power Types
RACI Chart
Resource Mgmt Plan
Plan Resource Mgmt
Team Performance Assessment
Self-Organizing Team
Retrospective
Psychological Safety
Maslow's Hierarchy
Herzberg Two-Factor
McGregor Theory X/Y
Vroom Expectancy
McClelland's Needs
Tuckman's Ladder
Ground Rules
Matrix Organization
Sources of Conflict