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<p>Acknowledgments vii</p> <p>The Author xi</p> <p>Introduction 1</p> <p>One Emergence of Human Factors 11</p> <p>Two Human Factors and Team Dynamics in Project Management 17</p> <p>Three Key Elements of Team Performance: Content 27</p> <p>Four Key Elements of Team Performance: Process 37</p> <p>Five Key Elements of Team Performance: Behavior 69</p> <p>Six Secrets of Managing the Three Key Elements 91</p> <p>Seven Key Stages of Team Development 111</p> <p>Eight Moving the Team Forward: Facilitation Techniques 125</p> <p>Nine Personal Space 149</p> <p>Ten Team Conflicts 191</p> <p>Eleven How Conflicts Affect Personal Space 207</p> <p>Twelve Expanding Your Space 223</p> <p>Thirteen Managing Good and Bad Behaviors 247</p> <p>Fourteen Raising Your Game 265</p> <p>Fifteen Those Who Break Through Will Never Go Back 285</p> <p>Sixteen Hearts and Minds of Human Factors 303</p> <p>Seventeen Personal Leadership: Putting It All Together 323</p> <p>Epilogue 341</p> <p>References 343</p> <p>Index 345</p>

<p><b>The Author</b></p> <p><b>Zachary Wong, Ph.D.,</b> is a manager at the Chevron Energy Technology Company in Richmond, California. He is a highly acclaimed instructor of human factors and team dynamics at the University of California at Berkeley Extension.

<p><b>Human Factors in Project Management</B></p> <p>In TODAY’S BUSINESS ENVIRONMENT, the emphasis is on implementing strategies, projects, and timelines. While organizations are frantic to find new ways to improve performance they often ignore behavioral elements. Yet, people’s behaviors are what make or break organizational performance—not strategies, processes, and structures. <p>In <i>Human Factors in Project Management,</i> author Zachary Wong—an accomplished trainer and leader of high-performing teams for thirty years—provides a summary of “people-based” strategies, management skills, and techniques that can be applied when working in a team environment. This comprehensive resource brings together in one book new and current models in team motivation and integrates the most significant concepts in team motivation and behaviors into a single set of principles called “Human Factors.” Wong shows how these factors can be applied to the most challenging issues facing project managers today including: <ul><b><li>Motivating a diverse workforce</li> <li>Facilitating team decisions</li> <li>Resolving interpersonal conflicts</li> <li> Managing difficult people</li> <li>Strengthening team accountability</li> <li>Creating informal power</li> <li>Developing personal leadership </li></b></ul> <p><i>Human Factors in Project Management</i> takes elements from a variety of management concepts—teamwork, diversity, quality management, personality types, organizational behaviors, project management, facilitation, and team leadership—and organizes them into simple models that people can use every day to develop their interpersonal skills and work relationships <p><i>Human Factors in Project Management</i> shows how to identify the three key factors of team performance—content, process, and behavior—and offers tools, techniques, and strategies on how to use these elements to diagnose and solve relationship and team problems. <p>Wong includes information for understanding the predictable team development cycle and includes strategies for managing team conflicts and work pressures. <i>Human Factors in Project Management</i> also shows how to move a team forward, describes the best tools and techniques in facilitation, and includes illustrative stories from real people who have adopted the concepts of human factors and experienced breakthroughs in their lives.

"This book will be a benchmark for those of us seriously striving to make the most of self-managed teams. Read this one with your notepad at hand."<br /> —Norm Szydlowski, president and CEO, Colonial Pipeline Company <p>"An essential business guide for those committed to improving teamwork. Dr. Wong evaluates management styles, leadership skills, and conflict resolution, emphasizing the critical importance of positive, mutually beneficial interactions among team members as they pursue a common goal."<br /> —Elizabeth M. Whelan, president, American Council on Science and Health</p> <p>"Practical, insightful, and enlightening—a great resource for how teams should work and what to do if they don't."<br /> —Carol J. Henry, vice president, Industry Performance Programs, American Chemistry Council</p> <p>"This book is a great synthesis of many useful concepts and a must-read for anyone from the first-line supervisor to a CEO."<br /> —Jeet S. Bindra, president, Global Refining, Chevron</p> <p>"The days of the true autocrat are behind us. Here's today's how-to guide about leading and inspiring a team that cares about effort—and results!"<br /> —Stephen A. Lundin, president and CEO, Alta Bates Summit Foundation</p> <p>"Instead of a complex psychological methodology, <i>Human Factors in Project Management</i> is easy to follow with techniques that are instantly useful in furthering personal influence and improving project outcomes."<br /> —Jim O'Donnell, vice president, MSI Learning; project management instructor, UC Berkeley Extension and San Francisco State University</p> <p>"Human factors are too often overlooked as the 'soft skills' that are actually essential to develop and grow high-performance project teams—not anymore according to the words of wisdom espoused by Dr. Zachary Wong."<br /> —Ray Ju, vice president programs, PMI Diversity SIG; leadership architect, Get IT LLC</p>

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