Practical Tips For Resolving Project Management Conflicts

93
PRACTICAL TIPS FOR RESOLVING PROJECT MANAGEMENT CONFLICTS SATURDAY HALF DAY EDUCATION SESSION LAKESHORE PMI CHAPTER MISSISSAUGA SEPTEMBER 26, 2015 PREPARED BY VITALIY FURSOV © THE NORNS LABORATORIES, 2015

Transcript of Practical Tips For Resolving Project Management Conflicts

Page 1: Practical Tips For Resolving Project Management Conflicts

PRACTICAL TIPS

FOR RESOLVING

PROJECT

MANAGEMENT

CONFLICTSSATURDAY HALF DAY EDUCATION SESSION

LAKESHORE PMI CHAPTER

MISSISSAUGA SEPTEMBER 26, 2015

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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AGENDA

DEFINE CONFLICT

WHY STUDY CONFLICT?

WHO IS RESPONSIBLE?

SOURCES OF CONFLICT IN PROJECT MANAGEMENT

PERSONAL CONFLICT REACTION PROFILE

TYPES OF CONFLICT

EXERCISE AND DISCUSSION

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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SCHEDULE

9:00 9:30 30 min presentation

9:30 10:00 30 min group work

10:00 10:30 30 min reports, discussion

10:30 10:45 15 min break

10:45 11:00 15 min test

11:00 11:15 15 min group work

11:15 11:30 15 min reports, discussion

11:30 11:50 20 min presentation

11:50 12:10 20 min group work

12:10 12:30 20 min reports, discussions, questionsPREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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DEFINE

CONFLICT

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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17 HORSES

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17 HORSES

3 SONS

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1/2

1/3

1/9PREPARED BY VITALIY FURSOV

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17 HORSES

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CONFLICT

: THE PROBLEM BETWEEN OPPOSING FORCES IN

THE STORY:

- MAN VS. MAN

- MAN VS. NATURE

- MAN VS. SOCIETY

- MAN VS. SELF

LITERATURE CLASS

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CONFLICT

: A STRUGGLE FOR POWER, PROPERTY, ETC.

: STRONG DISAGREEMENT BETWEEN PEOPLE,

GROUPS, ETC., THAT RESULTS IN OFTEN ANGRY

ARGUMENT

: A DIFFERENCE THAT PREVENTS AGREEMENT

: DISAGREEMENT BETWEEN IDEAS, FEELINGS, ETC.

MERRIAM-WEBSTER

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DICTIONARY.COM

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TWO MAN IN THE

SAME COUNTY

MARK HORSTMAN,

CO-FOUNDER OF MANAGER TOOLS

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© THE NORNS LABORATORIES, 2015

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PROJECT

STAKEHOLDERS NOT

AGREED UPON GOALS

AND/OR PRIORITIES

VITALIY FURSOV

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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WHY STUDY

CONFLICT?

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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THE AVERAGE AMERICAN

WORKER SPENDS 2.8

HOURS A WEEK DEALING

WITH CONFLICT IN THE

OFFICE

A STUDY OF OVER 5,000 WORKERS COMPLETED BY

CONSAULTING PSYCHOLOGISTS PRESS IN 2014:

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“CHRONIC UNRESOLVED

CONFLICT” IN THE OFFICE IS

THE DECIDING FACTOR IN 50%

OF CASES WHERE AN

EMPLOYEE CHOOSES TO LEAVE

THEIR JOB, AND IS ONE OF THE

PRIMARY CAUSES CITED IN 90%

OF TERMINATIONS

A STUDY OF OVER 5,000 WORKERS COMPLETED BY

CONSAULTING PSYCHOLOGISTS PRESS IN 2014:

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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49% OF WORKERS

SURVEYED AGREED THAT

DIFFERENCES IN

PERSONALITY TRIGGERED

MOST OF THE

INTERPERSONAL CONFLICTS

IN THE OFFICE

A STUDY OF OVER 5,000 WORKERS COMPLETED BY

CONSAULTING PSYCHOLOGISTS PRESS IN 2014:

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© THE NORNS LABORATORIES, 2015

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42% OF EMPLOYEES FELT

THAT THEIR EMPLOYERS

NEEDED TO DO A BETTER

JOB OF ADDRESSING

PERSONAL CONFLICT IN

THE WORKPLACE

A STUDY OF OVER 5,000 WORKERS COMPLETED BY

CONSAULTING PSYCHOLOGISTS PRESS IN 2014:

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WHO IS

RESPONSIBLE?

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

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© THE NORNS LABORATORIES, 2015

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PROJECT MANAGERS MAY BE RESPONSIBLE FOR

CAUSING CONFLICT

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© THE NORNS LABORATORIES, 2015

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SOURCES OF

CONFLICT IN

PROJECT

MANAGEMENT

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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SOURCES OF CONFLICTS IN PROJECT MANAGEMENT

Knowledge Areas

Project Management Process

Groups

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SOURCES OF CONFLICTS IN PROJECT MANAGEMENT

Knowledge Areas

Project Management Process

Groups

Initia

tin

g

Pla

nn

ing

Exe

cu

tin

g

Monitoring

&

Co

ntr

olli

ng

Clo

sin

g

Project Integration

Project Scope Mgmt

Project Time Mgmt

Project Cost Mgmt

Project Quality Mgmt

Project Human Resource Mgmt

Project Communication Mgmt

Project Risk Mgmt

Project Procurement Mgmt

Project Stakeholder MgmtPREPARED BY VITALIY FURSOV

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1. DIFFERENT STAKEHOLDER INTERESTS

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2. PROJECT MANAGER MANAGEMENT STYLE

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3. PROJECT TEAM HISTORY

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4. SCOPE CHANGES

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5. SCHEDULE CHANGES

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6. PROJECT FAILURE (OR CANCELLATION)

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7. DECLINED CHANGE REQUESTS

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8. DISAGREEMENTS WITH VENDORS

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9. DISPUTES OVER PROJECT MANAGEMENT

METHODOLOGY

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10. DISAGREEMENT OVER COMMUNICATION

METHODS

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CONFLICT

REACTION

PROFILE

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

SELF-ASSESSMENT

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© THE NORNS LABORATORIES, 2015

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1. _____ I CAN BE

SWAYED TO SOMEONE

ELSE’S POINT OF

VIEW.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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2. _____ I SHUT DOWN

PEOPLE WHO I

DISAGREE WITH.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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3. _____ I ADDRESS THE

ISSUE AT HAND

DIPLOMATICALLY AND

DO NOT ATTACK THE

INDIVIDUAL.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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4. _____ I THINK THAT

OTHERS TRY TO

“BULLY” THEIR WAY

WITH ME.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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5. _____ I EXPRESS MY

THOUGHTS AND

BELIEFS TACTFULLY

WHEN THEY DIFFER

FROM THOSE JUST

EXPRESSED.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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6. _____ RATHER THAN

OFFER MY OPINION

WHEN I DISAGREE

WITH SOMEONE, I

KEEP IT TO MYSELF.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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7. _____ I LISTEN TO

OTHER PEOPLE’S

POINT OF VIEW WITH

AN OPEN MIND.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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8. _____ I LET MY

EMOTIONS GET THE

BEST OF ME.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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9. _____ I RAISE MY

VOICE TO MAKE MY

POINT.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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10. _____ I TEND TO

BELITTLE OTHER

PEOPLE WHEN

MAKING MY POINT.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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11. _____ I LOOK FOR

WAYS TO NEGOTIATE

AND COMPROMISE

WITH OTHERS.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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12. _____ I HAVE BEEN

TOLD I AM TOO

PUSHY.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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13. _____ I MAKE SURE

I HAVE MY OPINION

HEARD IN ANY

CONTROVERSY.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

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© THE NORNS LABORATORIES, 2015

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14. _____ I THINK

CONFLICT IN

MEETINGS IS

NECESSARY.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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15. _____ I AM THE

MOST VOCAL IN

MEETINGS WHEN

TRYING TO GET MY

POINT ACROSS.

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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SCORING: ADD THE TOTAL SCORE FROM

QUESTIONS 1, 2, 4, 6, 8, 9, 10, 12, 13, 14, 15

SUBTRACT THE SUM OF THE SCORE FROM

QUESTIONS 3, 5, 7, 11

TOTAL:

A: 1-4

B: 5-10

C: 11+

CONFLICT REACTION PROFILE SCORE

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© THE NORNS LABORATORIES, 2015

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GROUP

WORK

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SCORE 1-4

GROUP A

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© THE NORNS LABORATORIES, 2015

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1-4: "PASSIVE" YOU MAY BE SUCH A

PUSHOVER THAT YOU ALLOW

DIFFICULT PEOPLE TO WALK ALL OVER

YOU.

YOU MAY BENEFIT FROM LEARNING TO

STAND UP FOR YOUR IDEAS AND

OPINIONS IN A DIPLOMATIC AND

TACTFUL WAY.

WHAT DOES YOUR SCORE MEAN?

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© THE NORNS LABORATORIES, 2015

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SCORE 5-10

GROUP B

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5-10: “ASSERTIVE”

YOU ARE PROFESSIONALLY ASSERTIVE

WHEN DEALING WITH PEOPLE,

PARTICULARLY DIFFICULT PEOPLE.

CONTINUE TO BE OPEN TO LISTENING

TO DIFFERENT POINTS OF VIEW, AND

EXPRESS YOUR IDEAS AND OPINIONS

APPROPRIATELY.

WHAT DOES YOUR SCORE MEAN?

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© THE NORNS LABORATORIES, 2015

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SCORE 11+

GROUP C

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© THE NORNS LABORATORIES, 2015

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11+: "AGGRESSIVE"

YOU MAY BE SO COMBATIVE THAT

PEOPLE MIGHT AVOID INTERACTING

WITH YOU.

YOU MAY BENEFIT FROM LEARNING TO

LISTEN AND EXPRESS YOUR OPINIONS

MORE EFFECTIVELY.

WHAT DOES YOUR SCORE MEAN?

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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TYPES OF

CONFLICT

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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4 TYPES OF CONFLICT

Conflicts

Interpersonal

Process

Direction

External

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© THE NORNS LABORATORIES, 2015

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HOW MUCH DO MY PERSONAL BIASES AND PREJUDICES

AFFECT THIS SITUATION?

INTERPERSONAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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IDENTIFY 3 BEHAVIOURS THAT YOU COULD CHANGE -

COMMIT TO FOLLOWING THROUGH ON THESE CHANGES

FOR AT LEAST 3 MONTHS

INTERPERSONAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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ASK THE OTHER PERSON INVOLVED HOW YOU COULD

DEFUSE THE EXISTING CONFLICT THAT MIGHT SEEM

BRUTALLY HONEST

INTERPERSONAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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HOW DO YOU THINK THEY VIEW YOUR COMMITMENT TO

REDUCING CONFLICT? WHY?

INTERPERSONAL CONFLICT

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5 STRENGTHS OF THE OTHER PERSON & 5 WAYS THAT

IMPROVING THIS RELATIONSHIP WOULD BENEFIT YOU

INTERPERSONAL CONFLICT

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HOW MUCH CONTROL DO I HAVE OVER

THIS 'PROCESS CONFLICT'?

PROCESS CONFLICT

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IDENTIFY THE ROOT CAUSE OF THE PROBLEM

AND ANALYZE THE IMPROVEMENT

OPPORTUNITY

PROCESS CONFLICT

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© THE NORNS LABORATORIES, 2015

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TALK TO THE "OWNER" OF THE PROCESS AND

CLARIFY THE PROBLEM

PROCESS CONFLICT

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© THE NORNS LABORATORIES, 2015

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SUGGEST A WORKABLE SOLUTION AND

ACTION PLAN

PROCESS CONFLICT

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© THE NORNS LABORATORIES, 2015

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FOLLOW-THROUGH ON THE PLAN AND

EMPOWER THE "OWNER" OF THE PROCESS

PROCESS CONFLICT

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© THE NORNS LABORATORIES, 2015

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AM I CLEAR ON THE DIRECTION OR VISION?

DIRECTION CONFLICT

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CLARIFY THE DISCREPANCY TO BE EASILY

DESCRIBED IN NEUTRAL WORDS AND TAKE

ACTION

DIRECTION CONFLICT

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© THE NORNS LABORATORIES, 2015

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ASK PERMISSION TO ADDRESS THE

DISCREPANCY WITH THE OTHER SIDE IN A

FRIENDLY, NON-CONFRONTATIONAL WAY AND

GAIN AGREEMENT

DIRECTION CONFLICT

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© THE NORNS LABORATORIES, 2015

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USE "I" AND "WE" MESSAGES RATHER THAN

"YOU" MESSAGES

DIRECTION CONFLICT

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© THE NORNS LABORATORIES, 2015

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MAKE AUTHENTIC COMMITMENTS

DIRECTION CONFLICT

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© THE NORNS LABORATORIES, 2015

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HOW MUCH CONTROL DO I HAVE OVER THIS

FACTOR?

EXTERNAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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CHOOSE TO FIGHT BATTLES THAT ARE WORTH

THE PRICE

EXTERNAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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PUT YOUR ENERGY INTO THINGS YOU "CAN

DO" RATHER THAN COMPLAIN ABOUT WHAT

YOU "CAN'T DO"

EXTERNAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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DO SOMETHING GOOD FOR OTHERS

EXTERNAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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MAINTAIN PERSPECTIVE AND A SENSE OF

PURPOSE

EXTERNAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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TALK TO SOMEONE YOU TRUST

EXTERNAL CONFLICT

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© THE NORNS LABORATORIES, 2015

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EXERCISE

AND

DISCUSSION

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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1/2 1/3 1/9

17 HORSES

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1/2 1/3 1/9

17 HORSES

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1/2 1/3 1/9

18 HORSES

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© THE NORNS LABORATORIES, 2015

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1/2 1/3 1/9

18 HORSES

9 6 2

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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1/2 1/3 1/9

18 HORSES

9 + 6 + 2

17PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015

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THE ATTITUDE OF NEGOTIATION AND

PROBLEM SOLVING IS TO FIND THE

PROVERBIAL "18TH HORSE" OR

"COMMON GROUND"

ONCE THE "COMMON GROUND" IS

FOUND, THE ISSUE IS RESOLVED

MORALE

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© THE NORNS LABORATORIES, 2015

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TO REACH A SOLUTION, THE FIRST

STEP IS TO BELIEVE THAT THERE IS A

SOLUTION

MORALE

PREPARED BY VITALIY FURSOV

© THE NORNS LABORATORIES, 2015