People Competency 26:
Interaction and Communication - Dealing with Developers, Upper Management, and Other Teams
Part of communications management, the people management skill of interaction contains personal exchanges with individuals through any medium. It applies at any level, but is particularly important in formal reporting and communications with sponsors, customers, and upper management. A clear understanding of at least one good personality model (e.g., Myers-Briggs Type Indicator) is required to efficiently manage the interplay among all project players. If personalities are not recognized, understood, and handled effectively, serious personnel situations can arise, adding an unneeded risk to project success. Suboptimal interaction between team members due to personality interactions may have a harmful effect on the outcome of the project. Luckily, this is an area that has received a great deal of attention since the 1940s and many techniques exist for turning negative situations into positive ones for the project.
Just as a teaser, imagine what happens to communications and interactions when a team is expanded from four to six people. The communication/interaction pathways expand from five to 16. What's the big deal? You, as the project manager, must make sure the pathways stay open.