作者的补充:

First of all, thanks for the feedback.
To begin with, they are her resources. So she has full control on them. As mentioned earlier, her team is used to work at their pace and they never had anyone who imposed restrictions on them. She is the only one who is trying to bring in these new guidelines/standards. The team usually works 4-5 hours of the day and spend the rest of the time for their personal leisure. Now my friend is pretty new to the company (has been there for approx 6 mths), but the problem is that she is the only one who is trying to improve the project performances, bringing new guidelines, standards (the management expects her to bring those things), but the team is against those changes. They do not want to take orders from anyone and want to work at their own convenience. Because of this attitude of the team, several projects have went over budget and of course, the quality is horrible. So what my friend is doing is trying to correct them.
So how should she handle the team. As you mentioned, now its her performance that is at stake, as she is in minority and the team is all united. However, I would say that she has not lost control over the project. Management does listen to her but doesn’t want to openly criticize the team (you know how they are). They tell her that her steps are perfectly OK and she should move ahead with it. So she becomes the bad guy for the team as the team says that when the management is not complaining, so why do you want to implement those ideas.
So again, how should she gain the respect of the team without compromising on the quality of the project. 

网友分析二 

This is a complex issue, many personalities and agendas. It looks like she needs management support. Without that she will have a very difficult battle.

I would suggest a few things.

To get management?s attention she may need to detail the difference between her way and the way things are in terms of business performance. Trying to quantify poor quality can be a challenge, but it would be helpful in building a business case. Over budget is relatively easy to show the savings. Make a business case for doing it her way! Numbers talk when it comes to upper management.

Now if she can do that she can ?control? the team and demand performance. She does need that in her back pocket if push comes to shove. She may ultimately be held responsible for project performance even if she has ?alerted management?. She needs to CYA. Again to be kept in her back pocket.

My preference is to have the team want to follow. Even with management support that could be tough. Perhaps she can work something with management to get incentives for reaching performance and quality goals? She needs to understand the team?s drivers. It does not sound like they are very motivated.

I would prefer that than stating repercussions for not reaching performance. Perhaps there is deadwood that needs to go? But perhaps it is culture. That is hard and slow to change.

Last resort. Get authority from management to lay down the law perform or get out! It may come down to her or the team.

A lot of this depends on the details and personalities. She needs to find champions in management and within the team. She?s in a tough spot to be sure!

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