Project Management Week 8 Project Conflict

8/3/2019 Project Management Week 8 Project Conflict

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Project Management8. Managing Project Conflict


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Week 8


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QWhy is learning about conflict management relevant?

ATo help develop and facilitate leadership, team building, performance

management, and conflict management skills in an IT environment


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Required reading:Darling, J., & Walker, W. (2001).Effective conflict management.

Leadership and Organization

Development Journal, 22(5), 230-

242. Retrieved February 10, 2006

from:http://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%

202001.pdf

Recommended reading:Cadle & Yeates,

2004, Ch 23.
http://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdf


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Nature of Conflict

Responding to Conflict

Handling Grievances

Emotional Stress


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4

Nature of Conflict


Handling Grievances

Emotional Stress 4


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Conflict is a form of relating or

interacting where we find ourselves

(either as individuals or groups) under

some sort of perceived threat to our

personal or collective goals.

These goals are usually to do with our

interpersonal wants. These perceived

threats may be either real or imagined(Condliffe, 1991, p3).

Conflict


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Sources of Conflict(Bisno)

Project Sources of Conflict(Thamhain & Wilemon)


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BiosocialPersonality and interactional

Structural

Cultural and ideological

Convergence


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Bisnos Sources of Conflict(Condliffe, 1991, p6)


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Structural


Convergence


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Structural


Convergence

Project Sources of Conflict(Thamhain & Wilemon)

Project schedules

Project priorities

Workforce


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(Nicholas, 2001, p519)


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(Nicholas, 2001, p519)


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Components of

Conflict


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Values: ideas and feelings about right and wrong (difficult to resolve)

Components of Conflict


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Interests: things that motivate eg. managers and workers have different

interests



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Emotional: feelings that accompany human interactions eg. anger, fear,reject, and loss



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Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss

Interests: things that motivate eg. managers and workers have different interests

Values: ideas and feelings about right and wrong (difficult to resolve)


When you have to deal with conflict

tackle the emotional issues firstthen address values and interests


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Consequences of conflict


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Good Consequencesof Conflict


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It can produce

constructive social change


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It gives people the

opportunity to test

their capacities


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development of group and

organization cohesion


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Bad Consequences ofConflict


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Violence


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breakdown of relationships


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polarization of views into static positions


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A breakdown of

collaborative ventures


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destruction of

communication


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Groupthink


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Groupthink is a tendency for strong conformity pressures within

groups to lead to the breakdown of critical thinking and encourage

premature acceptance of questionable decisions

Groupthink


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Lack of conflict is a sign of over conformity.


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It is unhealthy when there is no conflict


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You need

diversity ofopinion


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Consequences of conflict


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Nature of Conflict


Handling Grievances

Emotional Stress


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Conflict Handling StylesAvoiding

Compromise

Competition

Accommodation

Collaboration


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Which conflict handling

style will you use?


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style will you use?

Project Managers may have a preferred

style for managing conflict


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style will you use?

Project Managers may have a preferred

style for managing conflict

You should use different styles dependingon the problem and get there by using

your ability to read situation


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avoiding

accommodation

competition

compromise

collaboration

Avoiding


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Characteristics

ignoring conflicts and hopingtheyll go away

putting problems under

consideration or on hold

use of secrecy to avoid

confrontation

appeal to bureaucratic rules

Avoiding

When to use

Trivial, small/unimportant issue no perceived chance of

resolution

To allow a cool down period

To allow others to resolve the

situation

Compromise


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Characteristics

negotiation

looking for deals and

trade-offs

finding satisfactory or

acceptable solutions

When to use

goals are important, but not worth effort

opponents with equal power are committed

to mutually exclusive goals

achieve temporary settlements to issues

arrive at solutions under time pressure

back-up to collaboration or competition

Compromise

Competition


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Characteristics

create win-lose

situations

use of power plays

forcing submission

When to use

quick, decisive action is vital, very

important

unpopular actions eg. cost cutting

issues are vital to company welfare

against people who take advantage of non-

competitive behavior

Competition

Accommodation


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Characteristics

giving way

submission and

fulfillment

When to use

find you are wrong

issues more important to others than yourself

maintain cooperation

build social credits for later on

minimize loss

harmony and stability are important

allow team members to learn from their mistakes

Accommodation

Collaboration


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Characteristics

problem-solving carriage

tackle differences

sharing ideas and information

seeing problems and conflicts as

challenges

When to use

find an integrative solution when

both sets of concerns are

important

objective is to learn

2 Methods for Resolving Conflict in a team


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g

Role Clarification Technique (RAT)

Intergroup Conflict Resolution


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Role Clarification Technique (RAT)

This is a systematic procedure which involves all team members

understanding the requirements of their of own and everyoneelse's position, duties and expectations

Youll need to clarify roles for team and individuals; for example

via questionnaires (or for project teams - RAM matrices!)


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Intergroup Conflict Resolution

Each group should prepare list of what they would like the other

groups to start doing, stop doing, and continue to do.

This list narrows he scope of the dispute and makes it easier to work

on the core problems.


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Nature of Conflict


Handling Grievances

Emotional Stress


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What is a Grievance?


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A grievance is any behaviour or action of another member ormembers of a team, which has or is likely to have an unreasonable

negative impact on the ability of a team member to undertake their

duties


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Most grievances are never raised with management

Why?


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Lack of trustOur complaintsare trivialized

No actiongets taken! They only take

defensive

action


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What you should do?


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Listen

Discuss

Plan


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Nature of Conflict


Handling Grievances

Emotional Stress


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Stress


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What is Stress?

A pattern of emotional states and physiological reactions occurring in

situations where individuals perceive threats to their important goals

that they feel unable to meet

(Greenberg & Baron, 1993, p257).


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Effects of Stress

Physical illness

Lack of sleep

Reduction in task performance

Poor quality decision making

Causes of Stress in Projects


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Causes of Stress in Projects

Long hoursTight schedules

Transient work forceHigh risks

Work overloadRole uncertaintySocial relations


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A Stress Survey

How many of these for you

in the last year?


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(Greenberg & Baron, 1993, p238)


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Stress Management

1. Organizational Level

2. Individual Level

Stress Management at


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Stress Management atthe Organizational

Level

setting reasonable work plansand schedules

delegating responsibility and

increasing independence

clarifying responsibilities,authority, and performance

criteria

clarifying goals, procedures, anddecision criteria

giving consideration andsupport in leadership


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Stress Managementfor the Individual

stress management program

relaxation training

diversions from work-related

problems


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Review

1. Conflict is the opposition of people or forces that develops into anaggressive state or action.

2. Sources of IT project conflict includes; schedules, priorities and

workforce issues.

3. Conflict can be good and bad.

4. Conflict handling styles include; avoiding, compromise,competition, accommodation, and collaboration.

5. Grievance handling strategies include; listen, discuss, and plan.

Not dealing with grievances can be harmful to projects.

6. Work environment improvements and reducing stress is essential

to a teams health and the success of the project.


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References

Condliffe, P. (1991). Conflict management A practical guide. Collingwood,

Vic.: RMIT.

Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd.,

NSW: Allyn and Bacon.

Nicholas, J. (2001). Project management for business technology Principles

and practice (2nd ed.). Upper Saddle River, N.J.: Prentice-Hall.


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Photo credits

Helico assbach _uncommon bootloadJames

Gordon

orionoirSteve9091 Destinys AgentKarthik

Sudhir

bfickkodama BryonReale

Photos come care of Flickr, CC and generouscommunity members.

Most photo credits are in the notes section of thepage itself. Some are below.
http://flickr.com/photos/helico/http://flickr.com/photos/assbach/http://flickr.com/photos/uncommon/http://flickr.com/photos/bootload/http://flickr.com/photos/jamesdale10/http://flickr.com/photos/jamesdale10/http://flickr.com/photos/orionoir/http://flickr.com/photos/ststeve/http://flickr.com/photos/destinysagent/http://flickr.com/photos/karthiksudhir/http://flickr.com/photos/karthiksudhir/http://flickr.com/photos/ficken/http://flickr.com/photos/kodama/http://flickr.com/photos/breal/http://flickr.com/photos/breal/http://flickr.com/photos/kodama/http://flickr.com/photos/ficken/http://flickr.com/photos/karthiksudhir/http://flickr.com/photos/karthiksudhir/http://flickr.com/photos/destinysagent/http://flickr.com/photos/ststeve/http://flickr.com/photos/orionoir/http://flickr.com/photos/jamesdale10/http://flickr.com/photos/jamesdale10/http://flickr.com/photos/bootload/http://flickr.com/photos/uncommon/http://flickr.com/photos/assbach/http://flickr.com/photos/helico/


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Project Management Week 8 Project Conflict

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