6 Effective Ways of Managing Conflicts!

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This presentation talks about the 6 effective ways a project manager must understand of effectively managing conflicts on the project. This topic is part of PMBOK (Tools and Technique of Manage Project Team process from Project Human Resources Management knowledge area) and is helpful in your preparation for PMP or CAPM certification exams. Or you can use this to understand more about project management.
For more detailed study notes visit www.PMExamSmartNotes.com.
Thank you and good luck!

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6 Effective Ways of Managing Conflicts!

  1. 1. A guide to passing PMP® exam! series..6 Effective Ways ofManaging ConflictsBased on the PMBOK® bookFor a free eBook on Project Management, and brain-friendlynotes for PMP® and CAPM® certification examsvisit www.PMExamSmartNotes.comBrought to you bywww.PMExamSmartNotes.com
  2. 2. Conflict
  3. 3. Conflictis unavoidable in any situationinvolving people, and a project team is noexception.Success of a project manager depends a greatdeal in their ability to resolve conflict on theproject.
  4. 4. Defining ConflictAlthough there is no single definitionof Conflict, one of the accepteddefinitions is "a situation in which oneparty perceives that its interests arebeing opposed or negatively affectedby another party".
  5. 5. Criteria for Conflict ResolutionStrategies• Organization learning and effectiveness - the strategyshould encourage critical and innovative thinking tolearn the process of diagnosis and intervention.• Needs of stakeholders - the challenge will be involvingall parties to have an open mind and participate inconflict management activities, hence their needs are tobe kept in mind.• Ethics - people involved should be ethical in theirdealings, especially the leader should be open for newinformation discovered during the conflict managementexercise and behave in unbiased manner.
  6. 6. "Without understandingethics, conflict cannot behandled"- Batcheldor, 2000
  7. 7. Managing ConflictIn their book titled "Leading inthe heat of conflict", MichaelMaccoby and Tim Scudder writeabout 5 steps to manageconflict. They are -
  8. 8. 1. Anticipate - be on the lookout for and collect relevantinformation about a brewing conflict2. Prevent - try to employ preventive strategies evenbefore conflict surfaces3. Identify - most damage happens when conflict isinterpersonal or due to breaking of a set procedure;move in quickly if this is the case.4. Manage - see the emotional side involved in theconflict and tread with caution. Try to keep emotionsin check because usually emotions replace logic.5. Resolve - react without blaming any of the involvedparties, try to reason out a resolution throughconstructive dialog.
  9. 9. Conflict Resolution ModelDual Concern model of conflict resolutionassumes that an individuals preferred methodof dealing with conflict is based on– Concern for self (assertiveness)– Concern for others (empathy)People tend to stay at the intersection of thesetwo concerns (win-win) and resolve conflicts.
  10. 10. Conflict Resolution StylesThere are 6 conflict resolution styles in general. Forany specific situation of conflict one or more ofthese styles tend to be suitable.Project managers tend to have a certain individualstyle of resolving conflict. However, it is useful tounderstand each of these styles, analyze the conflictscenario better and apply the most suitable one toresolve it.Sometimes it may be necessary to try multiplestyles based on the nature of conflict.
  11. 11. Style 1: Withdrawing/Avoiding• In this style the manager just retreats from theconflict situation (either for short term orpermanently). Some of the conflicts do getresolved this way, either depending on involvedparties level of maturity and/or changingenvironmental conditions.• While this method gives you time to think orgather information and come back to resolveusing one of the other methods, this delay mayaggravate the conflict situation.
  12. 12. Style 2: Smoothing/Accommodating• This style focuses more on areas where thereis an agreement between parties, and it tendsto highlight benefits in order to help partiesaccept a resolution.• This may be a short term solution but it givespeople involved a chance to go back, inspecttheir positions and rethink about the issue.
  13. 13. Style 3: Compromising• This creates a win-win situation for both theparties while both agree to let go some of theirexpectations of benefits. This method is usefulwhen goal involved is moderate and strongermethods such as Forcing or Collaborating are notnecessary.• This might also be used when other methodshave failed, and parties are ready for acompromise. Involved parties may not get ALL ofwhat they wanted, but there will be somethingeveryone to cheer about.
  14. 14. Style 4: Forcing• This is more of a win-lose situation whereones views are quashed and verdict is given inothers favor. While this brings a quickerresolution to the conflict it may have negativeimplications in the long run.
  15. 15. Style 5: Collaborating• Viewpoints, inputs and reasoning are heardfrom all parties involved in the conflict, and itis resolved by collaboration and cooperation.This style is required when there are manyparties involved in the conflict.• This style of resolution can take more timeand efforts to resolve conflict. Hence thismethod may not be useful when conflict istime sensitive a quick resolution is required.
  16. 16. Style 6: Confronting/Problem Solving• Do not get mislead by the name ‘Confronting’.This is about confronting the conflict and not thepeople involved in it!• This is about looking at alternatives (as if treatinga problem), assessing their pros and cons andchoosing the one that resolves conflict with leastamount of damage to anyone involved.• Both Compromising and Confronting techniquesrequire people to have an open mindset andexhibit give-and-take attitude.
  17. 17. While having ground rules, groupnorms and getting mature peopleat key positions can reducepossibilities of conflicts on a team,a project manager mustunderstand various styles ofconflict resolution and practicethem.
  18. 18. PMI is a registered trademark and service mark of the Project Management Institute, Inc.PMP is a registered certification mark of the Project Management Institute, Inc.PMBOK is a registered trademark of the Project Management Institute, Inc.For more PMP® and CAPM® study notesvisit http://www.PMExamSmartNotes.comThank you!

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