module 3 session 3.5 visual 1 module 3 building the team session 3.5 conflict management: managing...

Module 3 Session 3.5 Visual 1

Module 3

Building the Team

Session 3.5 Conflict Management: Managing Conflict


Instructional ObjectivesWhen the session is over the learners will be able to:

1. Define conflict, conflict management, conflict resolution, and confrontation

2. List at least three typical sources of conflict in a project

3. Describe the dynamics of conflict

4. Distinguish between positive and negative forms of conflict on a project

5. Compare the advantages and disadvantages of at least three different approaches to managing conflict

6. Use collaboration (problem solving) as a strategy for conflict management


Conflict

A disagreement between two or more people

Sources Goals

Interests

Perceptions

Values

Misunderstanding

Poor communicationLOW

HI

Intensity


Is Conflict in Organizations Good or Bad?

School of Thought Viewpoint

Management Action

Traditional View Conflict is bad Prevent

HR View(Human Relations)

Conflict is natural

Resolve

“Tool View” Can be goodor bad

Manage


Traditional View

Conflict is dysfunctional: Lengthened (delayed) decision making

Extensive documentation

Poor cooperation

Lack of commitment

Gamesmanship

Instability or Chaos

Emotionalism


HR View (Human Relations)

Conf lict is natural Substantive issues

Personality

Misunderstandings

Management resolves conf lict so organization can run smoothly


Conflict as a “Tool”

Conf lict can be good or bad Stimulates change Generates energy, activity, and interest Stimulates interest Promotes internal group cohesion Lessens tension between team members

Conf lict must be managed


The Zone of “Acceptable” Conflict

Too Much Conflict Too LittleAcceptable

Monitor Type and Amount


Managers Can Cause Good and Bad Conflict

To encourage positive conflict Encourage competition

Maintain an “open” climate

To encourage negative conflict Postpone or vacillate on decisions

Attack subordinates

Apply policy inconsistently


Locations of Conflict

Between:

Functional departments and project(especially in a matrix organization)

Project team members

Project team members and project manager

Project manager and senior management

Project and stakeholders


Research: Sources of Conflict

1. Ambiguous jurisdictions

2. Conflict of interest

3. Communications barriers

4. Dependence

5. Differentiation in organization

6. Need for consensus

7. Unresolved prior conflicts

Source: Filley (1975)


Research: Sources of Conflict (continued)

1. Schedule

2. Priorities

3. Human resources (manpower)

4. Technical opinions

5. Administrative procedures

6. Cost

7. Personality

Note: The relative ranking may be different in different types of projects

Source: Wilemon and Thamhain Studies (1975)


Research: Conflict Over theLife CycleTop Three Conflicts Over the Life Cycle

Priorities

Procedures

Schedules

Priorities

Schedules

Procedures

Schedules

Technical

Human Resources

Schedule

HumanResources

Personality

Formation Buildup Main Phaseout

Source: Wilemon and Thamhain Studies (1975)


Thought Problem

How could you use Thamhain and Wilemon’s research to minimize dysfunctional conflict on a project?


Major Conflict Sources and RecommendationsLife Cycle Phase Source Recommendations

Project formation Priorities

Procedures

Schedules

Buildup phase Priorities

Schedules

Procedures

Clearly defined plans. Joint decision making and/or consultation with affected parties.

Develop detailed administrative operating procedures to be followed in conduct of project. Secure approval from key administrators. Develop statement of understanding or charter.

Develop schedule commitments in advance of actual project commencement.

Provide effective feedback to support areas on forecasted project plans and needs via status review sessions.

Schedule work breakdown packages in cooperation with functional groups.

Contingency planning on key administrative issues.


Life Cycle Phase Source Recommendations

Main program Schedules

Technical

• Continually monitor work in progress.• Communicate results to affected parties.• Forecast problems and consider

alternatives. • Identify potential "trouble spots" needing

closer surveillance.

• Early resolution of technical problems.• Communication of schedule and

budget restraints to technical personnel.

• Emphasize adequate, early technical testing.

• Facilitate early agreement on final designs.

Major Conflict Sources & Recommendations(continued)


Life Cycle Phase Source Recommendations

Main program Manpower

Schedules

• Forecast and communicate manpower requirements early.

• Establish manpower requirements and priorities with functional and staff groups.

• Close schedule monitoring in project life cycle.

• Consider reallocation of human resources to critical project areas prone to schedule slippage.

• Attain prompt resolution of technical issues, which may impact schedules.

Phaseout

Personality andmanpower

• Develop plans for reallocation of human resources upon project completion. Maintain harmonious working relationships with project team and support groups.

• Try to loosen up “high-stress” environment.

Major Conflict Sources & Recommendations(continued)


Conflict Cycle

• How perceive and define?• seriousness• intent

• How feel about?• How decide to respond?

conceptualization

Initiation

Response ResponseInitiation

Start

conceptualization


What Influences Conceptualization

Personalization

Is conflict taken personally? Can we understand others’ points of view?

Root Cause Analysis

Is the conflict perceived in terms of surface issues or underlying concerns?

Available Alternatives

Are options and consequences understood?

Onion


Thought Problem

How might you break the conflict cycle?

conceptualization

Initiation

Response ResponseInitiation

Start

ResponseInitiation

conceptualization conceptualization


Breaking the Conflict Cycle

See other person’s viewpoint

Acknowledge underlying issues

Know what (viable) alternatives are available


How to Deal with Conflict

1. Withdrawal (Avoidance)

2. Forcing (Dominance)

3. Accommodation(Smoothing over)

Low

Relationship Orientation

5. Collaboration(Problem solving)

High

High

4. Compromise(Negotiation)

Low

Task Orientation

Source: Blake and Mouton 1964


Thought Problem

Which approaches are likely to produce only temporary solutions?


Conflict Management Modes

Withdrawal

Forcing

Smoothing over

Compromise

Collaboration

“temporary” solutions

“real” solutions


Conflict Management Modes

1. Withdrawal (Avoidance)Appropriate to use when:

- An issue is relatively unimportant

- It is not the appropriate time to address the issue

- A cooling-off period is needed

- More time is needed to prepare a strategy

2. Forcing (Dominance)- Feelings of win/lose if dominated

party feels bullied- When immediate action is needed

3. Accommodation (Smoothing Over)

- When short-term preservationof relationship is more important than resolving a problem

- When cooling-off period is needed to prepare a more effective strategy

- Is not appropriate when an issue is important


Conflict Management Modes (continued)

4. Compromise (Negotiation)

- Sometimes all parties feel that they have lost more than they have gained

- When all sides have enough leeway to give up part of their positions

- Appropriate when there is a lack of trust

5. Collaboration (Problem Solving)

- Engage in mutual problem solving

- When there is enough time, mutual trust, and commitment to finding a solution

- Less suitable when fast decision making is required or when trust and problem-solving experience is lacking


Options Reflect Available Social Power

Forms of Power Project Management Tools and TechniquesReward

Coercive

Referent

Expert

Legitimate

Information

Persuasion

Connection

Bonuses

Personnel appraisal

Lunches, social events, team building

Technical knowledge

Top management support/Projectmanager’s charter

Plans/Meetings

Meetings

Meetings/Startup workshop


Summary Conflict = disagreement between two or more

people

Process = initiating, perceiving, feeling, responding

Schedules and priorities top 2 sources of conflicton a project

Views on conflict have changed over time

Today: manage conflicts

Collaboration generally best approach to conflict resolution


Elements of Conflict Cycle

Initiating Conditions

Perceptions

Emotions

Responses

Outcomes

Summary (continued)


Module 3

Building the Team

Session 3.5 Conflict Management: Confronting Conflict with a Collaborative Strategy


Confronting a Problem

Acknowledge that a conflict exists

Actively try to resolve the conflict

Is opposite of withdrawing or smoothing over

May occur in anticipation of a conflict situation

May occur as part of a resolution process

Don’t attack a person (group)


Key Sources of Conflict

Project priorities

Schedules

Human resource availability

Personality Low frequency

Difficult to resolve


The Conflict “Onion”

Conflict that is ignored or treated superficially tends to grow and to take new forms

Peel away layers to get a core issue like an onion

Early intervention is best!

Onion


The Collaborative Approach

Parties work together

Use problem-solving strategy

Seek a mutually satisfying solution (win/win)


Using a Collaborative Approach

2 Phases:

A. Preparation phase (Based on Cohen and Bradford’s Exchange Model)

B. Confrontation and problem-solving phase Active listening

Negotiation


Using a Collaborative Approach (continued)

A. Preparation Phase (Based on Cohen and Bradford’s Exchange Model)

1. Assume other is a potential ally.

2. Clarify your goals and priorities and the source of your concern.

3. Diagnose ally’s world: goals, concerns, needs, motivations.

4. Diagnose your relationship with ally.

5. Initiate a meeting with the appropriate person to discuss the problem that concerns you.


Using a Collaborative Approach (continued)

B. Confrontation and Problem-Solving Phase

6. Listen to the other person’s concerns.

7. Focus on the problem or issue, not the person.

8. Check your understanding by paraphrasing the other person’s position.

9. Describe the problem or issue in terms of its effect on your group’s performance.

10. Mutually discuss alternative solutions to the problem and identify the alternative most satisfying to both of you.

11. Repeat the process until the core issue is resolved.


Using a Collaborative Approach: Assumptions

Courage

Willingness to overcome obstacles

Flexibility and willingness to change

Knowledge and skills

Trust and a positive attitude

Cultural support: local culture must be considered


Flexibility and Willingness to Change

Collaboration requires people to change their thinking:

Conditions and situation

Perceptions

Attitudes

Problem definition

Available solutions


The Role of a Mediator

What a mediator does

When to use a mediator

Who should mediate?


Summary

Collaborative confrontation recommended

Collaboration seeks to produce win / win solutions

Collaboration = A. Preparation + B. Problem-Solving Meeting

Use mediator if conflict is: emotionally charged complex long lasting

module 3 session 3.5 visual 1 module 3 building the team session 3.5 conflict management: managing...

Documents

conflict slide

conflict management

bad conflict

positive conflict

negative conflict

conflict resolution

locations of conflict

dynamics of conflict