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Conflict management
- 1. CONFLICT MANAGEMENT PREPARED BY MAHADEV THAVUNDAPURATH-C0687297 PRASHOB PEETHAMBARAN-C0689910 SRUTHI RAVEEKUMAAR-C0692100 SRUJANA REDDY-C0687067 SWAPNIL PATEL-C0682975
- 2. CONTENTS INTRODUCTION UNDERSTANDING CONFLICT RELATING CONFLICT TO PROJECT LIFE CYCLE RELATIOSHIP BUILDING APPROACHES TO CONFLICT RESOLUTION CONCLUSION
- 4. SOURCE OF CONFLICT IN ORGANISATION?
- 5. CONSEQUENCES OF CONFLICT? “You win some and you lose some”
- 6. TRANSITION IN CONFLICT THOUGHT The Traditional view Interactionist view Human Relations View
- 9. RELATING CONFLICT TO PROJECT LIFE CYCLE Four major stages of a project : Initiation. Planning. Implementation. Closure.
- 10. RELATIONSHIP BUILDING Accept and celebrate differences. Listen effectively. Give people your time. Develop your communication skills. Manage mobile technology. Learn to give and take feedback. Learn to trust more. Develop empathy.
- 11. 5 APPROACHES TO CONFLICT RESOLUTION IN PROJECT MANAGEMENT.
- 12. CONFRONTING/COLLABORATING Both the parties need to win. Common power base. Skills will be complementary. Sufficient time. Trust is everything Goal will be Learning.
- 13. COMPROMISING/RECONCILE Both the parties need to win. You are in a Deadlock No sufficient time. Maintain the Relationship “You win some and you lose some” Stakes are moderate
- 14. SMOOTHING/ACCOMMODATE Limited Liability. Solution is Adequate. Maintain Harmony and good will. Will want to gain time.
- 15. FORCING/DIRECT Dominating style. Typically used when one party is all set to win their side by neglecting the concerns of the other party. The tendency for a forced conflict is more when the conflict become more intense. Win-Lose approach.
- 16. AVOIDING/WITHDRAW Used when you either withdraw from the situation or postpone the issue. Temporary solution. Conflict and issue might reoccur repeatedly. Lose-Lose style.
- 17. PROCESSES INVOLVED IN CONFLICT RESOLUTION
- 19. REFERENCES http://managementstudyguide.com/conflict-management-skills.htm https://en.wikipedia.org/wiki/Conflict_management http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.htm https://en.wikipedia.org/wiki/Conflict_resolution http://managementstudyguide.com/understanding-conflict.htm http://www.kilmanndiagnostics.com/sites/default/files/TKI_Sample_Report.pdf http://youthministryunleashed.com/wp-content/uploads/2014/07/conflict-resolution- process.png
Editor's Notes
- CONFLICT: A state of disharmony between incompatible person, idea or interest; a clash. And its unavoidable in any place because people live on earth different that's personality and mindset. Each of them has their own way of thinking for any situation. (TYPES OF CONFLICT ) conflict occur between (1)Person with himself (intrapersonal) (2)Person to person (interpersonal) (3)Person to group (intragroup) (4)Group to group (intergroup)
- What are the source of conflict in project management? RETRIVE FROM : http://projectmanagementhacks.com/conflict-management-for-project-managers/ - Different stakeholder interest - Project manager management style - Project team history, lack of role clarity, lack of resources Scope change Schedule change or waiting for task completion Project failure Decline change request Disagreement with vendor Disagreement over project management methodology Disagreement over communication method or communication gap.
- There could be positive as well as negative outcome of conflict. Whether it is beneficial or not depend on the type of conflict, structure of group in task type, task interdependences and group norm. Conflict has negative effect that is old theory. In the new era conflict has been seen more as it brings positive change if manager can handle it with intelligent way.
- http://www.citeman.com/3790-transitions-in-conflict-thought-2.html
- Positive manner Win Win style Honest and Open Communication Leads to new ideas Promotes organization vitality Solves problem http://www.differencebetween.com/difference-between-constructive-and-vs-destructive-conflict/
- Feelings of frustration and antagonism Damages the productivity Refuses honest and open communication Wastes resources Creates a negative climate Breaks relationship No fulfillment of goals Threatens organization interests http://www.differencebetween.com/difference-between-constructive-and-vs-destructive-conflict/
- Notes : Initiation : feasibility issues like “can we do it” and “should we do it” are addressed. The issues are resolved, then documented and is given green signal to start. Project manager and project team is made and given the responsibilities. Planning: Also referred as scope management. Project is detailed as clearly as possible and necessary to meet the projects objectives. Activities, tasks, dependencies and timeframes are planned. Preparing cost estimates for equipment , materials and workers and can be used while implementing the project. Implementation : The real work starts. People carry out their respective tasks and reported at regular intervals. If deviated from the original plan, the team should record variation from the original plan. Once all the deliverables are achieved and the end product is accepted by the customer, the project is all set for closure. Closure Final deliverables published to the customers. Terminating suppliers contracts. Informing the closure to stakeholders. Recorded the lesson learned for future projects.
- The degree of cooperativeness and the degree of assertiveness in collaboration is high. The degree of cooperativeness and the degree of assertiveness in Avoidance is low. The degree of assertiveness in competition/Forcing is high and the degree in cooperativeness is low. The degree of cooperativeness in smoothing is high and the degree in assertiveness is low. The degree of assertiveness and degree of cooperativeness in compromise is moderate. Source : https://www.linkedin.com/pulse/conflict-management-styles-michelle-ba%C3%B1uelos
- It involves conflicting parties meeting face to face and collaborating to reach an agreement that satisfies the concerns of both the parties. Open and Direct communication which should lead the way to solving the problem. Achieve Win-Win outcomes It is also known as Problem solving Expand Range of possible options Confronting problem in a professional way It is the best approach Source : http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.htm
- “Give and Take style “ Conflicting parties bargain to reach a mutually acceptable solution. Both parties give up something in order to reach a decision and leave with some degree of satisfaction. Yield to the situation by finding some solution but not a total and satisfactory solution This style can be effective when both the parties are equally powerful and willing to cooperate. Both parties have to give up something for a resolution Minimally acceptable to all. Relationships are not damaged. Source : http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.htm
- Smoothing is also referred as to accommodating style. The areas of agreement are emphasized and the areas of disagreement are downplayed. Conflicts are not always resolved in the smoothing mode. A party may sacrifice its own concerns or goals in order to satisfy the concerns or goals of the other party. Sacrifice between two parties Overvalue situation than people. Accede to the other party You want to be harmonious and create good will. Source : http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.htm
- Used when there is a “do or die” situation. Relationship between parties does not play a vital role. High stakes. Decisions should be made quickly. Either accepted by only one party or not accepted by both parties. Sort of Dictatorship.
- Stakes are high. Used when you need to have time gain. When you wish to maintain neutrality. Reduction of scope or change the scope.
- * Address how the conflict has occurred and give proper definition of the conflict. Do brainstorming and come up with possible solutions. Implement the best solution. See whether your solution resolves the conflict. If yes, accept the solution. Or else, redo the processes again.