People and ProjectsPeople and Projects

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EVA 16 Conference 2011EVA 16 Conference 2011

Making Sense of Something....

Standish FindingsStandish Findings

..................Of the Project Environment..Of the Project Environment..

Time to MarketTime to MarketEmergent TechnologiesEmergent TechnologiesStandardsStandards

Team PressureTeam PressureInterInter--Team NetworksTeam NetworksInterpersonal/Skills Interpersonal/Skills CommunicationCommunication

BudgetBudgetTimeTimeQualityQuality

Professional BoundariesProfessional BoundariesPersonal Skill Personal Skill Stake holdersStake holdersPoliticsPoliticsRoleRole

Benton 2006

Projects: Conflict Costs Projects: Conflict Costs 30% of Manager30% of Manager’’s times time

For every For every ££60,000 a year 60,000 a year ££18,000 is spent on 18,000 is spent on conflict managementconflict management

Criteria of success: On Budget, of Cost and Criteria of success: On Budget, of Cost and expected functionality.expected functionality.

Source: Academy of Management Journal Source: Academy of Management Journal

Making Sense of Something....

The Effects of Failed The Effects of Failed ResolutionResolution

FirstFirst--Order Effects (quantifiable)Order Effects (quantifiable)Replacement costs, including Replacement costs, including termination costs, recruitmenttermination costs, recruitmentSecondSecond--Order Effects (harder to Order Effects (harder to quantify)quantify)Increased supervision or management Increased supervision or management activitiesactivitiesThirdThird--Order Effects (impossible to truly Order Effects (impossible to truly quantify)quantify)PassivePassive--aggressive behaviours aggressive behaviours

Passive- Aggressive Conflict

• Withholding information• Judgemental• Opting out• Authoritarian decision making• Personalises• Competitive • Dogmatic

Project Environment:Project Environment:

Project delays Project delays Missed opportunitiesMissed opportunitiesConfused communication Confused communication Inconsistent informationInconsistent informationTeams fail Teams fail Difficult to retain Difficult to retain ‘‘goodgood’’ people/maintain people/maintain good relationshipgood relationship

Psychological Environment Psychological Environment

Conflict is: RiskyConflict is: Risky

Anxiety provokingAnxiety provokingInhibits Information processingInhibits Information processingInfluenced by: Physical Habitual dimension e.g. Influenced by: Physical Habitual dimension e.g.

FightFight……OROR…….Flight.FlightCognitive Habitual tendencyCognitive Habitual tendencyAvoidanceAvoidance……!.!.……oror…………!!…………ConfrontationConfrontation

Ways to respondWays to respond……. .

Natural Reactions to ConflictNatural Reactions to Conflict

píêáâáåÖ=Ä~ÅâpíêáâáåÖ=Ä~Åâ -- leads to escalationleads to escalation-- damages relationshipdamages relationship

dáîáåÖ=áådáîáåÖ=áå -- results in poor outcomeresults in poor outcome-- rewards bad behaviourrewards bad behaviour

_êÉ~âáåÖ=çÑÑ=_êÉ~âáåÖ=çÑÑ=-- can be beneficialcan be beneficial-- often hasty & regrettedoften hasty & regretted

......The Conflict Environment......The Conflict EnvironmentCognitiveCognitiveEmotionalEmotionalStagesStagesStylesStylesPersonalitiesPersonalities

Potential Cognitive BiasesPotential Cognitive Biases

SelectivitySelectivity

AnchoringAnchoring

ConfirmatoryConfirmatory

Cognitive ResponsesCognitive Responses

Highly selectiveHighly selectiveHabitual responses (e.g. based upon the evolving Habitual responses (e.g. based upon the evolving relationship rather than the issue)relationship rather than the issue)AnchoringAnchoringFirst judgement, first impressionFirst judgement, first impressionLimited recallLimited recallLimited reliable memoryLimited reliable memory

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Response to conflict Response to conflict –– often a contest, often a contest, Win/Lose, Fight Win/Lose, Fight ----FlightFlightEffect of anger Effect of anger –– changes how process changes how process information (narrower), and changes goal to information (narrower), and changes goal to retaliation (Daly, 1991)retaliation (Daly, 1991)Emotions on one side generate emotions on Emotions on one side generate emotions on the otherthe other

Anxiety can present as:Anxiety can present as:

Position holdingPosition holdingFixating on the personalFixating on the personalNarrow range of optionsNarrow range of options

Emotional ImpactEmotional ImpactSeek ConfirmationSeek Confirmation

Making Sense of Something....

Two Classic Conflict Styles

I win you loseHard on peopleTask focused, anchored, limited optionsShort term, results orientated

Win / WinPeople are part of the solutionRelationships matterExploration of optionsLong-term perspective, flexible

Types of Conflict: Which am I Types of Conflict: Which am I dealing with?dealing with?

Task FocussedTask Focussed

Differences in views Differences in views and opinionsand opinionsBased on facts & Based on facts & reasoningreasoningIntellectual Intellectual

Relationship Relationship FocussedFocussed

Anchored in personal Anchored in personal differences differences Influenced by Influenced by history/assumptionshistory/assumptionsFeelings & emotionsFeelings & emotions

Conflict between StylesConflict between Styles

Directive FocusPace

ActionDelivery

FlexibilityDynamic interactionNew Ideas/PaceShare holder engagement

Values: ConsensusPlanning Risk analysis

More InformationMore TimeDetailsGoal Setting

S. Benton, 2009

Conflict between StylesConflict between Styles

Lack of FocusIndecisivenessDragging heels/slowMisses the point

Restriction of flexibilityNo interactionSlow, methodical pace

Violation of valuesSudden changeInterruptions or time pressure.

Lack of InformationTime wastedTask rushedDistraction

Sources of ConflictSources of Conflict

Knowing where we areKnowing where we are

•• OrientationOrientation•• PositionPosition--takingtaking•• Search for SolutionsSearch for Solutions•• Crisis/ DeadlockCrisis/ Deadlock•• SettlementSettlement•• FinalisationFinalisation

Words 7%

Tone 38% Body Language55%

Then Saying where we are...Then Saying where we are...

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Professor Stephen Benton_ìëáåÉëë=mëóÅÜçäçÖó=`ÉåíêÉråáîÉêëáíó=çÑ=tÉëíãáåëíÉê

bentons@wmin.ac.uk

Postgraduate Courses:M.Sc. Business PsychologyM.A. Psychology for Project Management

Short Courses

Emotional and Cognitive Emotional and Cognitive EnvironmentEnvironment

Negotiation is conflict (low Negotiation is conflict (low ------high)high)

UncertaintyUncertainty

AnxietyAnxiety

Real timeReal time

Conflict Shaped by:Conflict Shaped by:

Different ways of seeing thingsDifferent ways of seeing thingsPersonal preferencesPersonal preferencesPace of responsePace of responseRange of response and Range of response and Form of responseForm of response

Your competence is being questionedIntegrity in doubtHostilityGossipLack of attention to detail

Challenging your authorityClock watchingLack of commitment BullyingEscalation behind your back

What can trigger your What can trigger your Information Processing ??Information Processing ??

ACCOMMODATEConcede for the sake of the relationship

COLLABORATECreatively problem solve so both parties win

AVOIDSidestepping the issue

COMPETEBe a winner at any cost

COMPROMISESplit the difference

Ass

ertiv

enes

s

Cooperativeness

High

Mod

LowModerateLow High

‘‘CompetingCompeting’’

““My way or the highwayMy way or the highway…”…” Using whatever power seems appropriate

Standing up for your rights

For important, urgent issues where there is no room for maneuverAssertiveness and Clarity are vital here

Be hard on the problem, not the person / peopleBe hard on the problem, not the person / peopleUnderstand who you are negotiating with Understand who you are negotiating with Seek new information, and explore new perspectivesSeek new information, and explore new perspectivesDevelop new options for mutual gainDevelop new options for mutual gain

So how can we implement these under such So how can we implement these under such intense interpersonal exchangesintense interpersonal exchanges……..? ..?

Effective Conflict Resolution Effective Conflict Resolution StrategiesStrategies

Some GuidelinesSome GuidelinesWork from real Work from real understanding understanding rather than rather than assumptionsassumptionsTry to put yourself Try to put yourself in their shoes in their shoes ––people rarely think they are being people rarely think they are being unreasonable..unreasonable..Focus on the Focus on the outcomeoutcome you wantyou wantBe aware Be aware of your personal triggers of your personal triggers –– and and remember it is not personalremember it is not personalFocus on the views you Focus on the views you shareshare –– not just not just the differences..the differences..Separate the issues from the Separate the issues from the personpersonActive listening Active listening -- reflect back messages reflect back messages and feelings tooand feelings tooTry to choose the time and placeTry to choose the time and placeTake a Take a time out time out if necessary if necessary Focus on Focus on problem solving problem solving and shared and shared actionsactions

Conflict Resolution Conflict Resolution -- NegotiationNegotiation

How to make it better:How to make it better:Go back to information gatheringGo back to information gatheringAgree not to agreeAgree not to agreeHighlight the consequences of failureHighlight the consequences of failureTry a proposed solutionTry a proposed solutionCall in an outside partyCall in an outside party

Disconnect behaviours:• Becomes aggressive• Impatient• Irritable, demanding

Stress SignalsStress Signals

Irritants:• Lack of focus• Indecisiveness• Being out of control• Incompetence

Behaviour:• Allow for fast action• Take decisions or time out• Put them in control

Disconnect behaviours :• Becomes silent, withdrawn or hurt

• Judgmental, impersonal, resistant

• Stubborn and over cautious

Stress SignalsStress Signals

Irritants :• Unfair or impersonal treatment

• Violation of values• Sudden change• Interruptions or time pressure

Behaviour:• Personal contact to restore trust• Understanding sincerity• Put the task aside for another day

Conflict Resolution Conflict Resolution -- NegotiationNegotiation

More tips:More tips:Gathering InformationGathering Information

Open questionsOpen questionsProbing questionsProbing questionsClosed questionsClosed questionsHypothetical questionsHypothetical questions

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Response to conflict Response to conflict –– often fight or flightoften fight or flightReactions Reactions -- striking back, giving in and breaking offstriking back, giving in and breaking offEffect of anger Effect of anger –– changes how process information changes how process information (narrower), and changes goal to retaliation (Daly, (narrower), and changes goal to retaliation (Daly, 1991)1991)Emotions on one side generate emotions on the Emotions on one side generate emotions on the otherotherAllow other side to let off steam Allow other side to let off steam –– do not react, but do not react, but listenlisten

ACCOMMODATEConcede for the sake

of the relationship

COLLABORATECreatively problem solve

so both parties win

AVOIDSidestepping the issue

COMPETEBe a winner at any cost

COMPROMISESplit the difference

SITUATIONS SITUATIONS when they should be used when they should be used

? ?

Definitions of ConflictDefinitions of Conflict

““perceived divergence of interests, or a belief perceived divergence of interests, or a belief that the partiesthat the parties’’ current aspirations cannot be current aspirations cannot be achieved simultaneouslyachieved simultaneously”” (Pruit & Rubin, 1986)(Pruit & Rubin, 1986)

““interaction of interdependent people who interaction of interdependent people who perceived incompatible goals & interference perceived incompatible goals & interference from the other party in achieving their goalsfrom the other party in achieving their goals””(Hocker & Wilmot, 1991)(Hocker & Wilmot, 1991)