This document is a research paper on best practices for managing conflict within virtual teams. It discusses how conflict is inevitable in teams but can be mitigated by project managers. It identifies some key best practices, including managing conflict before it arises by identifying shared goals, addressing conflict quickly when it does occur, building trust among team members through timely and respectful communication, and ensuring effective communication is established as most virtual team failures are due to breakdowns in communication and trust. The conclusion emphasizes the importance of project managers understanding typical causes of conflict and having methods to resolve issues for virtual team success.

1. VIRTUAL CONFLICT MANAGEMENT 1
BEST PRACTICES FOR MANAGING CONFLICT WITHIN
VIRTUAL PROJECT TEAMS
by
JACOB JOHNSON
An Academic Writing Portfolio Submitted for
PRM611 Technical Communication to
Associate Professor Karen Rainford, Ed.D. of
Saint Mary's University of Minnesota in Partial Fulfillment of the
Requirements for the Degree
MASTER OF SCIENCE - PROJECT MANAGEMENT
MINNEAPOLIS, MINNESOTA
© 2016 Jacob Johnson

2. VIRTUAL CONFLICT MANAGEMENT 2
Portfolio Table of Contents
Table of Contents
Portfolio Table of Contents 2
Revised Annotated Bibliography (Week 3) 3
Abstract or Executive Summary (Week 6) 4
Revised Research Paper (Week 6) 6
Introduction 6
Conclusion 8
References 9
Appendix A: Concept Map (Week 5 & 6) 11
Appendix B: Source Analysis Table (Week 5) 13
Appendix C: Revision Plan (Week 7) 17
Appendix D: Self-Reflection (optional, ungraded) 18
Significant Progress During My Tenure in PRM611 18
Contributions of Structure from PRM611 19
End of Portfolio 20

3. VIRTUAL CONFLICT MANAGEMENT 3
Revised Annotated Bibliography (Week 3)
Ahuja, M., Kirkeby, S., Sarker, S., & Sarker, S (2011). The role of communication and
trust in global virtual teams: A social network perspective. Journal of Management
Information Systems 28(1), 273-309. doi: 10.2753/MIS0742-1222280109
Communication and trust are vital to the functionality of any team let alone a virtual
team. However, the extent to which communication and trust have been measure on the success
of conflict management within virtual teams remains uncertain (Ahuja, et al., 2011). This study
offers one best practice for project managers to consider when confronted with conflict- the
social network approach. The bulk of the study supports other findings in the importance of
communication and establishing trust and therefore slightly redundant for the purpose of this
research paper.
Massey, A., Montoya-Weiss, M, & Song, M. (2001). Getting it together: Temporal
coordination and conflict management in global virtual teams. Academy of
Management Journal, 44(6), 1251-1262.
Conflict management within global virtual teams may be harder to achieve as team
members are often in different time zones or on different continents. Several factors go into
mitigating conflict management. Virtual teams may lack access to normal team cues like body
language and vocal tone which help explain intention (Massey, et al., 2001). Project managers
must decide on the best method to mitigate conflict within their virtual teams. This study sheds
light on methods by which project managers may influence group self resolution.
Mykytyn, P., Samarah, I., Seetharaman, P., & Souren, P. (2004). An empirical investigation
of collaborative conflict management style in group support system-basedglobal
virtual teams. Journal of Management Information Systems 21(3), 185-222.

4. VIRTUAL CONFLICT MANAGEMENT 4
How do groups manage internal conflict and how can project managers trigger effective
and efficient group-based conflict resolution. Mykytyn, et al., (2004), postulates that when
groups experience conflict, their ability to resolve the conflict is based upon the project
manager’s ability to identify individual motivators. This study seeks to isolate the influence
of individual motivators and provide best practice methods for team leaders and project
mangers to trigger group self resolution.
Pazos, P. (2012). Conflict management and effectiveness invirtual teams. Team
Performance Management, 18(7/8), 401-417. doi:10.1108/13527591211281138
Teams abilities to succeed come down to their effectiveness at conflict management.
Virtual teams that are most successful and produce project deliverables on time, within budget,
and within scope typically are aggressive in communicating goals and team expectations before
conflict arrises and slows progress (Pazos, 2012). In order to be successful, global virtual teams
need to be assertive in terms of process and procedures. This study offers interesting and broad
best practice recommendations for project managers to consider.
Abstract or Executive Summary (Week 6)
Conflict occurs whenever individuals come together to complete a task. Acknowledging
the fact that conflict is inevitable does little to lessen the impact of it on the project at hand.
Conflict can delay results, cause irreparable interpersonal rifts among team members and have
catastrophic affects on the project’s budget. It is up to the project manager to mitigate these
concerns and ensure the project is delivered on time, within scope and within adherence to the
budget. As the world gets smaller thanks to improved communication technology, travel and
global business expansion, virtual teams are becoming more prevalent (Pazos, 2012). Virtual
teams are groups or individuals that for one reason or another work in separate geographic

5. VIRTUAL CONFLICT MANAGEMENT 5
locations. Project managers frequently manage virtual teams that are diverse in ethnicity,
functionality and organizational background (Seetharaman, et al, 2012). Global virtual teams are
not immune to the negative conflict-based project impacts. If fact, in many ways, global virtual
teams are more susceptible to conflict than their similarly-located counterparts (Pazos, 2012).
Project managers must work diligently to avoid common pitfalls that can lead to conflict.
They must be able to identify typical causes of conflict and be able to mange those effectively
despite their proximity. The literature review below sheds light on some best practices for
project managers to follow as they navigate the turbinate waters of conflict within global virtual
teams. Five key findings and considerations are derived from the research presented. While
they may initially seem basic and common sense to more experienced project managers, they are
presented as the essential groundwork for quick resolution of conflict within global virtual teams.

6. VIRTUAL CONFLICT MANAGEMENT 6
Revised Research Paper (Week 6)
Best Practices for Managing Conflict within Virtual Teams
Introduction
It is hard to imagine a scenario in which at least some level of conflict is not present
within a team. How much that conflict interferes with project deliverables and the overall
success of the team, is greatly dependent upon various factors that project managers are often
tasked with mitigating (Montoya-Weiss, et al., 2001). Conflict is inevitable when people work
together despite each team member’s best intentions. When one adds the additional layers of
complexity that are associated with virtual teamwork to a team’s interactive dynamic, potential
conflict arises with arguably more severe consequences to the overall success of the project. As
these conflicts arise, it is up to the project manager to address the issue and ensure it is resolved
in a timely fashion so as to not delay the project’s timeline, increase or change the overall scope
of the project or negatively impact the project’s budget. What are some best practices for
managing conflict within these virtual teams?
Managing conflict before it arrises may be one of the most important techniques for
project managers to employ when managing virtual teams. According to a study conducted by
Pazos (2012) looking at managing conflict effectively within virtual teams, identifying what
unifies a team and reinforcing those goals, may lead to less conflict and a more successful team
outcomes. Identifying methods by which teams can feel and be more connected is important for
overall project success (Mykytyn, et al., 2004).
Conflict in Global Virtual Teams is Common
Conflict within global virtual teams is as common as it is among teams who are
located in the same place. However, among global virtual teams, resolutions to conflict is often

7. VIRTUAL CONFLICT MANAGEMENT 7
delayed or not found due to distance, time, and technology (Bhatala, et al, 2011). When a project
manager cannot prevent conflict, he or she must decide the best method by which to find an
amenable solution. Resolutions to conflict vary and project managers must be familiar with team
member motivators and the level of trust the project manager posses within the team (Ahuja, et
al., 2011).
When Conflict Arises
Project managers are responsible for determining the best method of handling
conflict within his or her virtual team. There are many methods for handling conflict. Project
managers need to have a thorough understanding of typical causes of conflict and then be able to
apply best practice solutions quickly and effectively. According to several researchers and
studies conducted in the last ten years, two root factors trigger most conflict within virtual teams.
Trust and communication breakdowns attribute to project failure within global virtual teams
more that any other causes of conflict (Bhatla, et al 2011).
Trust
Trust among global virtual team members is guided by the project manager. Project
managers are direct team members into behaviors that help demonstrate his or her
trustworthiness to other team members (Antonucci et al, 2007). Typical behaviors that establish
trust include timeliness, follow-through on deliverables, and respectful communication (Pazos,
2012). If trust can be established early in the team formation, the project is more likely to
succeed. Conversely, if trust is not established or lost during the project lifecycle, it is essential
for the project manager to work to repair the damage to ensure project success. Sometimes, it is
not possible to repair the damage and the project fails.
Effective Communication

8. VIRTUAL CONFLICT MANAGEMENT 8
Effective communication is essential, and perhaps the most significant factor in avoiding
conflict within global virtual teams. If a virtual team does not have effective communication, it
is nearly impossible for the team to be successful (Pazos, 2012). Effective communication
enables the team to established shared goals which are essential for project success. With
increased distance and reliance upon technology, team members must all work to communicate
with one and other as effectively as possible. Oftentimes, ground rules for communication are
established as the team is formed (Bhatala, et al, 2011). By establishing clear ground rules for
how the team will communicate, the project manager is more likely to avoid the pitfalls
associated with communication breakdown- namely, project failure due to conflict.
Conclusion
Managing conflict within any team can be challenging. As virtual teams become more
and more popular, it is essential for project managers to develop the skills necessary to mitigate
conflict quickly to ensure the success of the project. Trust and communication breakdowns are
two of the most common causes of conflict within global virtual teams. If project managers can
successfully establish trust amongst the team, they are more likely to achieve their project goals.
Likewise, if communication methods can be established as the team is formed, project teams are
more likely to be successful. Despite distance, conflict occurs and it is up to the proc manager to
ease its impact on the overall project.

9. VIRTUAL CONFLICT MANAGEMENT 9
References
Ahuja, M., Kirkeby, S., Sarker, S., & Sarker, S. (2011). The role of communication and trust in
global virtual teams: A social network perspective. Journal of Management Information
Systems 28(1), 273-309. doi: 10.2753/MIS0742-1222280109
Antonucci, Y., Greenberg, P., & Greenberg, R. (2007). Creating and sustaining trust in virtual
teams. Business Horizons 50(4). 325-333. doi:10.1016/j.bushor.2007.02.005
Ayoko, O., Boyle, M., & Konrad, A. (2012). Online work: Managing conflict and emotions for
performance in virtual teams. European Management Journal 30(2), 156-174.
doi:10.1016/j.emj.2011.10.001
Bhatala, A., Bynum, W., Daim, T., Ha, A., Hughes, B., & Pathak, U. (2011). Exploring the
communication breakdown in global virtual teams. International Journal of Project
Management 30(2), 199-212. doi:10.1016/j.ijproman.2011.06.004
Geister, S., Hertel, G., & Konradt, U. (2005). Managing virtual teams: A review of current
empirical research. Human Resource Management Review 15(1), 69-95.
doi:10.1016/j.hrmr.2005.01.002
Kanawattanachai, P., & Yoo, Y. (2002). Dynamic nature of trust in virtual teams. Journal of
Strategic Information Systems 11(3-4), 187-213. doi:10.1016/S0963-8687(02)00019-7
Lin, C., Liu, Y., & Standing, C. (2008). A model to develop effective virtual teams. Decision
Support Systems 45(4), 1031-1045. doi:10.1016/j.dss.2008.04.002
Massey, A., Montoya-Weiss, M, & Song, M. (2001). Getting it together: Temporal coordination
and conflict management in global virtual teams. Academy of Management Journal,
44(6), 1251-1262.

10. VIRTUAL CONFLICT MANAGEMENT 10
Mykytyn, P., Samarah, I., Seetharaman, P., & Souren, P. (2004). An empirical investigation of
collaborative conflict management style in group support system-based global virtual
teams. Journal of Management Information Systems 21(3), 185-222.
Pazos, P. (2012). Conflict management and effectiveness in virtual teams. Team Performance
Management, 18(7/8), 401-417. doi:10.1108/13527591211281138

11. VIRTUAL CONFLICT MANAGEMENT 11
Appendix A: Concept Map (Week 5 & 6)
CONCEPTS à
Sources↓
Concept A
Effective
communication
isessential for
managing
conflictwithin
global virtual
teams
Concept B
Project
managersmust
establish trust
amongteam
members early
Concept C
Whenconflict
arises, itisup
to the project
managerto
determine the
bestmethod
available for
handlingthe
conflictquickly
to keepthe
projecton
time, within
scope and
withinbudget
Concept D
Conflictis
causedby
manyfactors
despite the
team’s
proximity to
one and
another.
Concept E
Conflictin
global virtual
teamsis
commonand is
the typical
cause of
projectfailure
1.
(Ahuja,Kirkeby,S
arker,&
Sarker, 2011)
p. p. 275-280 p. 275
2 (Antonucci, Y.
et al,2007)
p. 328 p.326 p. 329
3. (Ayoko, O. et
al,2012)
p. 71 p.72
4. (Bhatala,A.
Bynum, M. et al,
2011)
p.206 p.203-207 p. 201
5. (Geister, S.,
Hertel, G. et al,
2005)
p.75 p.72
6
.(Kanawattanach
ai,P., Yoo, Y. et
al,2002)
p.190-193 p.190

12. VIRTUAL CONFLICT MANAGEMENT 12
CONCEPTS à
Sources↓
Concept A
Effective
communication
isessential for
managing
conflictwithin
global virtual
teams
Concept B
Project
managersmust
establish trust
amongteam
members early
Concept C
Whenconflict
arises, itisup
to the project
managerto
determine the
bestmethod
available for
handlingthe
conflictquickly
to keepthe
projecton
time, within
scope and
withinbudget
Concept D
Conflictis
causedby
manyfactors
despite the
team’s
proximity to
one and
another.
Concept E
Conflictin
global virtual
teamsis
commonand is
the typical
cause of
projectfailure
7. (Lin, C., Liu, Y.
et al,2008)
p. 1037-1039 p. 1037
8. (Massey,
Montoya-Weiss
& Song, 2001)
p.1251-1252
9. (Mykytyn,
Seetharaman, &
Souren, 2004)
p.274, p.275
10. (Pazos,2012) p.404 p. 404, p.409 p. 403

13. VIRTUAL CONFLICT MANAGEMENT 13
Appendix B: Source Analysis Table (Week 5)
In-textCitation
Formatting
1st
Appearance
(Author, Year)
Subsequent
Appearances
(AAuthoretal.,
Year) if different
Analysisand Evaluationof Source
Title of the Source: Include the full titleof the source.
MainFindings:Describe the mostimportantresultsof the author’s research.
Research Approach- Explainhow the author(s) collected andanalyzed the datafor
theirpaperand how they made sure it wasnot biased.
Reliability:Briefly explainhow youknow the article andthe authors are credible
Application orUse: Briefly recaphow the importantpart of the article fitsintoyour
research.
(Ahuja,Kirkeby,
Sarker,
&
Sarker, 2011)
Title of the Source: The Role of Communicationand Trust inGlobal Virtual Teams:
A Social NetworkPerspective
Main Findings:
• Communicationand trust withinthe virtual team settingis invaluable.
Establishingtrust and effective communicationcanbe difficultbutit is not
impossible noris it without reward.
• Social networkapproach is more valuable by applyingnetwork approaches to
conflictresolution
Research Approach- Scientificstudy andanalysis
Reliability:All authors are at the top of theirfieldsand holdpositions of esteem.
They have each contributed toseveral otherarticlesandhave beencitednumerous
timesfortheirwork on thisstudy
Application orUse: Offers potentialbest practices for mitigating conflictwithin
virtual teams.
(Antonucci, Y.et
al, 2007)
Title of the Source: Creatingand Sustaining Trust in Virtual Teams
Main Findings:
• Trust invirtual teams is builtupon differentfactors than withinteams who work
in person.
• Ability,Integrity,and Benevolence are three characteristics that buildtrust
withinvirtual teams.
• Guide formanagers on how to developtrust and sustain it through the project’s
life cycle
Research Approach:Analysis of priorresearch
Reliability:The authors have independently published several articlesandare
respectedwithintheirfieldsof study andpractice. They focus exclusively onvirtual
teams.
Application orUse: Good examples of bestpractices forprojectmanagers to
considerwhen leading virtual teams. This article breaks down techniques for
building trust and haspracticalexamples forteam leaders to consider. Limited use
within my paperbutgood pointof general reference.

14. VIRTUAL CONFLICT MANAGEMENT 14
(Ayoko, O.etal,
2012)
Title of the Source: The Role of Communicationand Trust inGlobal Virtual Teams
Main Findings:
• Focuseson emotional triggers of conflict withinglobal virtual teams
• emotional regulationand feedbackseekingbehaviorsare employedtomanage
conflictwithin those same teams
Research Approach: Qualitativestudy
Reliability:very relaible- multi-award-winningstudy. Authors are all accomplished
withintheirfieldsandnations.
Application orUse: limiteduse but providesanother anglefor project managersto
considerwhen managing global virtual teams- emotionandits impacton teams
regardlessof where they are in proximityto one andanother.
(Bhatala, A.
Bynum, M. et al,
2011)
Title of the Source: Exploringthe Communication Breakdown inGlobal Virtual
Teams
Main Findings:
• Identifiesthe typesof activitiesthat leadto typical communicationbreakdown
among GVTs
• Identifiesfive distinctareasof breakdown
• Trust, interpersonal relations, cultural differences, leadershipandtechnology
Research Approach: Seriesof interviews withactual global virtual teamswithinthe
high-techindustry withanalysis andrecommendations
Reliability:Allauthors are very accomplished andleadersattheiracademic
institution orprivate business.
Application orUse: Real world application of research findings areoffered to
projectmanagers and leaders. Thisgives a framework of whatnotto do and how to
overcomecircumstances when they do arise. Limited use within my paperbutthe
contentcorroborates otherstudies and givesmoreweightto my overall
recommendations forbestpractices forprojectmanagers to consider.
(Geister, S.,
Hertel, G.et al,
2005)
Title of the Source: ManagingVirtual Teams: A Reviewof Current Empirical
Research
Main Findings:
• Common motivators are important
• Managementstyle impacts project success
• effective communicationisessential
• creating experiencesof interdependencewithinthe teamis necessaryto
stimulate a sense of shared goals and ownershipof projectdeliverables
Research Approach: Scientificstudy with36 participants inseveral cycles
Reliability:Olderstudy butbare-bones findings thatheldlightonthe fundamentals
of global virtual teams. The authors have conducted several studiesandreference
similarstudieswhentheirfindingswere flat.
Application orUse: helpslay the groundwork forthesummary of my paper.
Wraps up severalkey concepts- limited use butimportantall the same.

15. VIRTUAL CONFLICT MANAGEMENT 15
(Kanawattanach
ai, P., Yoo, Y. et
al, 2002)
Title of the Source: Dynamic Nature of Trust in Virtual Teams
Main Findings:
• Examine the nature of trust as it relatesto GVT.
• High and low performingteams were studied
• high performingteamswere betterable to establishtrust and achieve project
goals.
• Low performingteams started with the same level of trust in both genitive and
affective dimensions. However,theystruggledto maintain those levelsof trust.
• GVT reliedmore on cognitive trust
• findingsprovide betterinsightinto the dynamic nature of cognition and affect-
based trust over time.
Research Approach: Controlled scientificstudy
Reliability:Highlevel of reliability. Researchers are accomplished, well published
authors withinthe fields of cognition anditsrelationship totrustandgroup
dynamics.
Application orUse: Helpto focusand slightly change the structure of mypaper.
Trust isvital to the success of global virtual teams. Thisstudy helpsme illustrate its
impactand importance onprojectsuccess.
(Lin, C., Liu, Y. et
al, 2008)
Title of the Source: A Model to DevelopEffective Virtual Teams
Main Findings:
• the factors that determine the effectivenessof virtual teamsare still ambiguous
• social dimension factors must be addressedfor project success
• communicationis vital to success
• how the teams are createdis vital to the team’soverall success
Research Approach: Research designthatincluded meta-analysisof the literature, a
fieldexperimentandsurvey
Reliability:Multi-national study where the researchers usedsound scientific
methodtodetermine how todevelopvirtual teams.
Application orUse: limiteduse. Will use thisinmypaperduringmydiscussion of
bestpractices and mention the mainpoint:How teamsare builtisjustas important
as how teamsare managed.
(Massey,
Montoya-Weiss
& Song, 2001)
Title of the Source: GettingitTogether: Temporal Coordination and Conflict
Managementin Global Virtual Teams
Main Findings:
• Temporal coordinationis a moderatingfactor for projectsuccess and mitigating
conflict
Research Approach- Large scientificstudy designed tolimitthe temporal
coordination presenceorabsence
Reliability:All three authorsare accomplished withintheirfieldsandhave positions
of highesteem
Application orUse: I suspectone of the largestdelays in conflict management
among virtualteams is their relative distance and their access to communications in
a timely manner. This study proposes a solution to thetemporaldisplacementissue
and offers somebestpractices forprojectmanagers to consider.

16. VIRTUAL CONFLICT MANAGEMENT 16
(Mykytyn,
Seetharaman, &
Souren, 2004)
Title of the Source: An Empirical Investigationof Collaborative Conflict
ManagementStyle in Group Support-BasedGlobal Virtual Teams
Main Findings:
• Collaborative conflictmanagementstyle was positivelyrelatedtoperformance
• Group diversitywas foundto have a moderatinginfluence between
collaborative style and group performance
• Processto motivate differentteammembersmay differdependingontheir
orientation
Research Approach- Volunteerparticipants inscientificstudy participated inatask
integratedintogroupsupportsoftware.
Reliability:The authors have several articlestoeachof theircreditand have been
citedinseveral otheracademicreviews. Theirfindings are alsosupported by
several follow upstudies.
Application orUse: Offering solutions and bestpractices for projectmanagers who
are partof globalvirtualteams. No oneapproach may beperfectfor every
situation;therefore, it is vital to seek severalsound and tested approaches to
dealing with conflict.
(Pazos, 2012) Title of the Source: ConflictManagementand EffectivenessinVirtual Teams
Main Findings:
• Commitmentto team goals is significant
• teams that are more active in preventingand solvingtheirconflictsare more
bondedand more successful
• Use of effective conflictmanagementcan and doesmake teams more effective.
Research Approach- Exploration, observation, evaluation andanalysis
Reliability:The authoris very accomplished andhasbeen citedseveral timessince
the publicationof thisstudy.
Application orUse: Illustrating a method by which projectmanagers may chooseto
mangeconflictwithin his or her virtualteam. This study sheds lighton thevalue of
integrated problem solving and communication thatisclear, and conciseamong the
entire team.

17. VIRTUAL CONFLICT MANAGEMENT 17
Appendix C: Revision Plan (Week 7)
Based upon the feedback from the class, I focused my revisions of the literature
on four primary areas: the elimination of a less related finding, adding more relatable
examples to better illustrate suggestions for conflict management, adding the use of the
PMBOK guide as a citable source to better illustrate the core competencies discovered
through research and finally, to add more discussion around the second- most commonly
found suggestion from my research. By eliminating the odd-ball suggestion and
tightening up the support for the remaining areas of focus, the literature review became
more substantial and fluid for the reader. It now builds on each point and works together
to more effectively answer the research question.

18. VIRTUAL CONFLICT MANAGEMENT 18
Appendix D: Self-Reflection (optional, ungraded)
Reflecting on the Last Eight Weeks
Introduction
PRM611 has been an adventure in being concise, clear, and supported when it comes to
writing. I have made significant progress during my time in the class and feel like the structure
taught will be beneficial as I continued my academic and professional careers. In preparation for
this assignment, I reviewed projects from weeks one and two. In both weeks, my work was at
times vague and relied on the reader to have previous knowledge of the subject at hand. As I’ve
progressed through this course, I’ve learned to pair down my words to only those that directly
convey my most important thoughts and ideas. I am certain my journey towards clear, critical
thinking expressed through writing is ongoing. My foundation for exploration and learning is
based upon the lessons learned in PRM611.
Significant Progress During My Tenure in PRM611
Since entering PRM611, I have had to be more direct and pay closer attention to my word
choices when writing. While my writing has always been strong, my writing has not always
been concise. I often times make things unintentionally laborious for the reader. Additionally, I
have had little occasion to write in a manner that reports research or synthesizes new ideas based
upon materials and other’s documented thoughts and work. By far, the most helpful tool I’ve
acquired in PRM611 is the ability to ask critical questions and then challenge myself to find the
answers, expected or not, to those questions within peer-reviewed literature and research. By
applying these skills to my professional life, I will be better positioned to write more meaningful
and mutually beneficial business proposals and correspondences.

19. VIRTUAL CONFLICT MANAGEMENT 19
Contributions of Structure from PRM611
The coursework of PRM611 built consistently throughout the term. The lessons
demonstrated and the fact that each week relates to both the previous week and the following
week’s assignments make the course’s impact on my technique and thought process more
substantial. While the course provides a clear road map of expectations and guides each of the
participants easily through the curriculum, I didn’t realize the synergies until almost week five. I
knew I would be expected to build on two distinct projects; however, the components failed to
come together to form a bigger picture until slightly past the half-way point. It was like one of
Oprah’s “ah-huh moments” when I was working on the develop structure assignment and
playing with the features of Screencast-o-matic. Week five proved pivotal for me as I began to
see how the overall structure of the course built to provide each of us a process by which we
could either produce academic or business-professional materials. In addition to realizing the
structural benefit of the class during week five, I also began to find real and meaningful help
from my peers within the discussion board. Perhaps we had all reached our comfort level with
one another and were more open to collegial suggestions? I’m not sure exactly why week five
was as substantial as it was for me, but as a result, I was better able to meet the requirements of
the class and was more open to suggestions from others.
Conclusion
Finding clear, meaningful ways to express ideas through writing is often difficult.
However, I have made great strides as I’ve progressed through PRM611. The structure of the
class has helped illustrate methods to better organize my thoughts, research, and presentations.
Additionally, the course has helped me better express my ideas with my peers through weekly

20. VIRTUAL CONFLICT MANAGEMENT 20
discussion posts and comments. As a result of this course, the last eight weeks of study, I am
better positioned for success in my academic and professional lives.
End of Portfolio