DQ 5 Answer First of all, as a project manager, I should immediately find an alternative to those who resigned in order not to affect

the process or the quality of the work, or the morale of the team members. This can be done either by re-delegating the tasks which these 9 ex-workers had, or by issuing an immediate announcement for a vacant position in order to prevent the work from stopping or even delaying further. Yet, what is most important is to prevent new resignations from happening. After all, given that the resignations happened, I cannot reverse them or undo them as a project manager. What I can do is to prevent further resignations from taking place. After all, when individuals from important positions resign, this may indicate a problem within the team and organization which I should address. So here what I can do is to prevent further resignations from happening. This can be done according to the article: Keeping Valued Team Members (2013) Identifying the warning signs: instead of receiving the resignation when it is too late, it is better for the project manager to be on the look-out for important changes in the behaviours of some members of the team. Among these signs include: disengagement from the team, whether having a lot of sick leaves or being mentally absent. Then, impatience, whether it was with tasks or people, and finally, the venting of negative feelings in side conversations (Keeping Valued Team Members, 2013). However, we should also pay attention for sudden surges in productivity. I remember in one of the companies I once worked for, a co-worker increased her productivity greatly during the last month of her work. She did that because she wanted to impress a manager in another department (to where she was moving) and she was very anxious to leave her position with a clear conscience and good reputation. Identify the possible underlying problems: So as a project manager when I realize that there are such sudden changes, I should talk to the team member and ask him or her to be honest and comfortable in talking to me

about the problem. Then I would see if there is any possible way to fix it, putting in mind that my team members should feel satisfied, happy and valued in their area of work. Among the theories I should take into consideration are Herzberg's Motivators and Hygiene Factors. According to Herzberg, people become dissatisfied with their jobs when certain "hygiene factors" are not being fully provided. (Keeping Valued Team Members, 2013) As for addressing my team, I would emphasize on the broad goal of the project, which we should all adhere to and follow, regardless of the circumstances, and I would also work on motivating and encouraging the members by re-enforcing the confidence and belief in themselves, the team and the project as a whole (Keeping Valued Team Members, 2013). Those are the basics of raising the morale. Yet, this sure needs a change in leadership style. Given my position and the situations circumstances, I believe what is needed is a transformational leadership. According to Charon (2003), this kind of leadership works on motivating and inspiring followers and encouraging to give more initiatives. Such kinds of leaders have the ability to create a vision and they are able to create a sense of purpose among the members of the team (Charon, 2003). Such leaders also work on addressing the basic needs of these team members, from security to self-fulfillment. They bring charisma, inspiration, intellectual stimulation, and individualized considerations (Charon, 2003) References Charon, L. d. 2003. A transformational leadership development program: Jungian psychological types in dynamic flux. Organization Development Journal, 21(3), 9. Keeping Valued Team Members, 2013. Mindtools. [Online]. Available: http://www.mindtools.com/pages/article/newTMM_38.htm