Vinsamlegast notið þetta auðkenni þegar þið vitnið til verksins eða tengið í það: http://hdl.handle.net/1946/28986
Uncertainty is an inevitable part of life and as a result also of projects. There are many forms of uncertainty in projects and modern approaches for managing uncertainty are based largely on measurability and engineering. The form of uncertainty that can be most corrosive for a project team however is communicational uncertainty, and this is especially true for international teams. International teams are often knowingly assembled with a degree of diversity and can achieve high levels of performance if this diversity is managed without losing the varying perspectives.
By developing our emotional intelligence through experiential learning exercises we may become more aware of our cognitive biases and attribution errors. We can learn to appreciate them as natural human reactions to a lack of knowledge (uncertainty) and part of what it is to be human. We can gain a sufficient understanding of them so that we may better regulate and not allow them to hinder our communication with others. The scientific waterfall approach to management is slowly shifting toward a more human approach. Trust, which accepts and includes uncertainty, is the basis of good communication and trust is what international teams should strive to build.