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Project Management

Conflicts

Project Management

Conflicts

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OutlineOutline

Introduction Objectives The Conflict Environment Conflict Resolution Understanding Superior, Subordinate, and

Functional Conflicts The Management of Conflicts Conflict Resolution Modes

Introduction Objectives The Conflict Environment Conflict Resolution Understanding Superior, Subordinate, and

Functional Conflicts The Management of Conflicts Conflict Resolution Modes

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ObjectivesObjectivesSpecific, not generalNot overly complexMeasurable, tangible, and verifiableAppropriate level, challengingRealistic and attainableEstablished within resource boundsConsistent with resources available or anticipatedConsistent with organizational plans, policies,

and procedures

Specific, not generalNot overly complexMeasurable, tangible, and verifiableAppropriate level, challengingRealistic and attainableEstablished within resource boundsConsistent with resources available or anticipatedConsistent with organizational plans, policies,

and procedures

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Type Of ConflictsType Of ConflictsManpower resourcesEquipment and facilitiesCapital expendituresCostsTechnical opinions and trade-offsPrioritiesAdministrative proceduresSchedulingResponsibilitiesPersonality clashes

Manpower resourcesEquipment and facilitiesCapital expendituresCostsTechnical opinions and trade-offsPrioritiesAdministrative proceduresSchedulingResponsibilitiesPersonality clashes

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Prioritization FactorsPrioritization Factors

The technical risks in developmentThe risks that the company will incur,

financially or competitively The nearness of the delivery date and the

urgencyThe penalties that can accompany late deliver

datesThe expected savings, profit increase, and

return on investment

The technical risks in developmentThe risks that the company will incur,

financially or competitively The nearness of the delivery date and the

urgencyThe penalties that can accompany late deliver

datesThe expected savings, profit increase, and

return on investment

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Prioritization Factors (Continued)

Prioritization Factors (Continued)

The amount of influence that the customer possesses, possibly due to the size of the project

The impact of or on other projectsThe impact on affiliated organizationsThe impact on a particular product line

The amount of influence that the customer possesses, possibly due to the size of the project

The impact of or on other projectsThe impact on affiliated organizationsThe impact on a particular product line

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Resolution ModesResolution ModesWithdrawal. Retreating or withdrawing

from an actual or potential disagreement.Smoothing. De-emphasizing or avoiding

areas of difference and emphasizing areas of agreement.

Compromising. Bargaining and searching for solutions that bring some degree of satisfaction to the parties in a dispute. Characterized by a “give-and-take” attitude.

Withdrawal. Retreating or withdrawing from an actual or potential disagreement.

Smoothing. De-emphasizing or avoiding areas of difference and emphasizing areas of agreement.

Compromising. Bargaining and searching for solutions that bring some degree of satisfaction to the parties in a dispute. Characterized by a “give-and-take” attitude.

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Resolution Modes (Continued)Resolution Modes (Continued)

Forcing. Exerting one’s viewpoint at the potential expense of another. Often characterized by competitiveness and a win-lose situation.

Confrontation. Facing the conflict directly, which involves a problem-solving approach whereby affected parties work through their disagreements.

Forcing. Exerting one’s viewpoint at the potential expense of another. Often characterized by competitiveness and a win-lose situation.

Confrontation. Facing the conflict directly, which involves a problem-solving approach whereby affected parties work through their disagreements.

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Resolution ProceduresResolution ProceduresPausing and thinking before reactingBuilding trustTrying to understand the conflict motivesKeeping the meeting under controlListening to all involved parties

Pausing and thinking before reactingBuilding trustTrying to understand the conflict motivesKeeping the meeting under controlListening to all involved parties

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Resolution ProceduresResolution ProceduresMaintaining a give-and-take attitudeEducating others tactfully on your viewsBeing willing to say when you were wrongNot acting as a superman and leveling the

discussion only once in a while

Maintaining a give-and-take attitudeEducating others tactfully on your viewsBeing willing to say when you were wrongNot acting as a superman and leveling the

discussion only once in a while

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Resolution ProceduresResolution Procedures

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Resolution ProceduresResolution Procedures

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Resolution ProceduresResolution Procedures

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The Conflict ManagerThe Conflict ManagerKnows the organizationListens with understanding rather than

evaluationClarifies the nature of the conflictUnderstands the feelings of othersSuggests the procedures for resolving

differencesMaintains relationships with disputing partiesFacilitates the communications processSeeks resolution

Knows the organizationListens with understanding rather than

evaluationClarifies the nature of the conflictUnderstands the feelings of othersSuggests the procedures for resolving

differencesMaintains relationships with disputing partiesFacilitates the communications processSeeks resolution