My goal while serving as a project manager on training development engagements is to deliver the agreed-upon solution on time, within budget, and ultimately to the client's satisfaction. Regularly scheduled status meetings, weekly status reports, and ongoing communication go a long way towards ensuring client satisfaction. I am sure that we all have war stories of difficult projects. It is rare that a project will go in a straight line without some challenge to the delivery schedule or project scope, and then there are times when, for whatever reason, a breakdown occurs and the teamwork that existed at the onset of the project is severely tested.

A couple of years ago I completed a two-year management program offered by Enterprise Design out of Petaluma California. The program offered a comprehensive approach to effective management, strategic design, and developing extraordinary client relationships. One of the central themes of the program was the concept of blending. Below is a typical project event which illustrates blending:

During a client status meeting an issue arises questioning the scope of the engagement. The client believes that changes they are requesting are consistent with the agreed-upon proposal. You, as the vendor, have assessed that the requested changes are clearly outside the scope of the project. Sound familiar?

The challenge for successful conclusion is to reach a consensus on how to move forward. Blending can help. Blending has several components and assumptions:

• Assessments are opinions, which may or may not be based on agreed to facts. In many cases, each party will have their assessments and supporting evidence. A good example would be any major political discussion where both sides have their assessments and facts or "grounding" to support their positions.
  
  
• Assessments need to be acknowledged and respected (although not necessarily agreed to).
  
  
• In order to move forward, a story or narrative on how to proceed needs to be created together between both parties. Otherwise, the project is severely jeopardized.
  
  
• Key to designing a shared narrative for moving forward together is to recognize and acknowledge shared commitments.

Blending can be represented as:

The concept of blending is effective in resolving disputes, differences of opinion, and conflicts. It works well in project scenarios and when dealing with managers, co-workers and staff. In his book, The Anatomy of Change: A Way to Move Through Life's Transition (1993, North Atlantic Books), Dr. Richard Heckler writes, "Blending is not acquiescence or weak-hearted submission. It is an active participation that empowers us during change or crisis.When we blend with someone, we see the world from their point of view. For one thing it creates an alternative to simply having winners or losers in confrontational situations."

2003 - 2004 Ross Squire. Printed with Permission.

About the Author
Ross Squire is the President of KnowledgeStaff. Ross has been involved in the learning and content design and delivery industry for close to twenty years. At various points in his career, Ross has been responsible for overseeing Marketing, Sales, Client Services, Project Direction, and Recruitment operations. Ross is a frequent speaker and author on topics related to career development, instructional technology, and technical writing industries.

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