PM 693 Park University Conflict Management Discussion Responses

200-250 words and a reference

Student 1 Belinda

PM 693 essay 3 conflict 2022.docx Download PM 693 essay 3 conflict 2022.docx

https://youtu.be/9fFq (Links to an external site.)dA0 (Links to an external site.)

Executive Summary

Conflict resolution techniques

In conflict resolution, the project team must find a way to resolve the issue, or the project will fail. The team can use the conflict constructively to help aid in developing the team and improving the project. When resolving conflict, the tendency is to avoid it as much as possible and if approached to try and convince the other party that your way is the right way. It is human nature to feel that your opinion is the only opinion instead of having an open mind in the situation. There are a few strategies that may help when trying to resolve a conflict.

• Recognize that all of us have biased fairness perceptions.
• Avoid escalating tensions with threats and provocative moves.
• Overcome an “us versus them” mentality.
• Look beneath the surface to identify deeper issues.
• Separate sacred from pseudo-sacred issues (Shonk, 2021).

What is the best method a project manager can mitigate conflict resolution?

The best method a project manager can use to mitigate conflict resolution would be confronting and compromising. Confronting allows the project manager to address the conflict while allowing the team members to formally address their issues face-to-face. Compromising will allow the team members to reach an agreement that will satisfy both parties to reach the goal of the project. I have found that first and foremost the most important factor to consider when dealing with conflict is to remain calm. Too many times we want to “shoot from the hip” and overreact to a situation that can become escalated instead of deescalating the conflict by being reasonable. Listening to the other party and negotiating to come to a mutual agreement has always been my standard for resolving conflict.

How does conflict originate on a project?

Conflict on a project can originate in many project situations. Depending upon the stage in the project life cycle, the conflict origination will differ. Disputes can occur from the following sources

• Priorities-time, cost, scope
• Administrative Procedures
• Schedules
• Technical requirements
• Workforce- staffing issues (Larson & Gray, 2021)

How does a project manager find out conflict is occurring on the team?

During the project the manager may notice that things have lost momentum and there may be some dissent between team members. Having open dialogue with team members and keeping a watchful eye out for conflict between them by observing them to see if there is any tension. A project manager should also ensure that each team member has an opportunity to voice their opinions and ideas to prevent resentment that will further cause a conflict.

What are the major causes of conflict and how does a PM manage the conflict?

Some major causes of conflict within a project team would be:

• Cultural Differences
• Change in scope
• Management and team ego and personality clashes
• Different perspectives and communication barriers
• Miscommunication and misunderstandings (Brown, 2022)

The project manager can manage conflict by having regular team building exercises that can help build a spirit of collaboration among the team members and help them communicate. Having an open mind and giving them the respect of just listening will gain their trust and ensure them you are engaged in resolving conflict if it occurs.

References

Guan, D. (2007). Conflicts in the project environment. Paper presented at PMI® Global Congress 2007—Asia Pacific, Hong Kong, People’s Republic of China. Newtown Square, PA: Project Management Institute.

Brown, L. (2022, August 18) Causes of Conflicts in a Project – How to Resolve Them? https://www.invensislearning.com/blog/causes-of-co…

Larson, E. W., & Gray, C. F. (2021). Project Management: The Managerial Process. New York: McGraw-Hill.

Shonk, K. (2021, October 12)5 Conflict Resolution Strategies. https://www.pon.harvard.edu/daily/conflict-resolut…

Student 2 Tracy

Conflict Management Presentation (Links to an external site.)

Conflict Management

EXECUTIVE SUMMARY

Overview – Conflict

In research from Ronquillo et al. (2022) conflict is a disagreement or difference of opinions between individuals that can be potentially harmful to any organization. It is critical that project managers see conflict as a growth opportunity for their team. It can also be an opportunity to keep the project moving. Conflict can help those involved in the project to talk about problems and highlight unexpected issues.

Guan (2007) discusses a contemporary view of conflict on a project for project managers:

• Conflicts are inevitable
• Conflicts are often beneficial
• Conflicts should be managed

What are the major conflict resolution techniques that can occur on a project?

Conflict resolution is the process of removing the causes conflict. The goal of a project manager when they are dealing with conflict on their team is to find a peaceful solution for the parties involved. It is important to stay on top of conflict because it can escalate quickly.

In research from Thakore (2013) he providers ways to manage structure-based conflict in an organization:

• Super ordinate goals are a goal that is more important to both parties in a conflict than their individual or group goal. Super ordinate goal converts a conflict between departments to friendly interactions, develops favorable attitudes and seeks to achieve solutions that are mutually satisfactory.
• Reduce interdependence between groups because it is one of the major causes of conflict. Project Managers can create a work flow that can increase the interdependencies or to eliminate them entirely.
• Increase interactions across the organization because when employees interact with each other they develop a better understanding of each other’s way of working.

What is the best method a project manager can mitigate conflict resolution?

Conflict mitigation is a process in which actions are taken to address the causes of conflict and to change the way those involved act and see the issues. Mitigation strategies can be used to help prevent conflict and as an intervention tool during conflict.

Some methods to mitigate conflict are:

• Avoiding
• Competing
• Accommodating
• Collaborating
• Compromising

Some other ways that project managers can mitigate workplace conflict are by:

• Understanding the situation by gathering as much information about the conflict from those in the conflict.
• Start a conversation between those involved in the conflict.
• Focus on the problem not the people in the conflict.
• Establish rules for how the conversation will happen.
• Help to come together and start a resolution.

How does conflict originate on a project?

Project conflicts can arise between multiple stakeholders in a project it is not always just within the team. Because conflicts are inevitable on a project due to working on a team of people with different personalities. Though the projects’ objective is the same for every team member, the methods adopted by each person to reach that objective are often different.

When it comes to where conflict originates on a project, Guan’s (2007) study suggests that conflict can originate from:

• Schedules
• Prior unresolved conflicts
• Project priorities
• Resource competition
• Cultural differences
• Technical issues
• Team or clique
• Personality conflicts
• Organization structure
• Communication barriers
• Poor planning

How does a project manager find out conflict is occurring on the team?

Project managers must be able to identify the various types of conflict that can arise on a team. Because even the smallest argument can stop a promising project in its tracks.

Ways to identify conflict include:

• Varying objectives on a project team
• Unhealthy competition
• Poorly defined roles
• Lack of communication

What are the major causes of conflict and how does a PM manage the conflict?

Conflicts are inevitable in organizations where different mindsets try to work together as a team. There is a difference between the source of conflict and the cause of conflict. There are a lot of reasons for conflicts in projects. Many of them can be a huge impediment towards the success of a completed project.

In research from Omisore and Abiodun (2014) conflict can occur as a result of structural or personal factors. Examples of these factors include:

• Specialization employees tend to become specialists in a particular job or get a general knowledge of many tasks. If most employees in an organization are specialists, it can lead to conflicts because they have little knowledge of each other’s job responsibilities
• Common Resources in many work situations means we have to share resources. The scarcer the resource in the organization, the greater the chance for a conflict situation.
• Goal Differences lead to the possibility of conflict because departments in the organization have different or incompatible goals.
• Interdependence because when a person has to depend on someone else to complete his/her task, it becomes easier to blame a co-worker when something goes wrong.

Conclusion

Projects are executed by people that all bring in their own beliefs and values, because of this conflict will happen. Because of this it is important for project managers to understand conflict and how to manage conflict. Most conflict on the project really has no right or wrong party involved. More often than not the individuals involved have to be exposed to the different perceptions to understand all parties involved. Conflict is natural and it is up to the project manager to respond to conflict situations quickly and professionally so that the project is able to stay on track. Conflict can be very positive when it is delt with appropriately. Conflicting views give the team a chance to learn more about their teammates, explore views of others, and develop stronger relationships.

References

Guan, D. (2007). Conflicts in the project environment. Paper presented at PMI® Global Congress 2007—Asia Pacific, Hong Kong, People’s Republic of China. Newtown Square, PA: Project Management Institute.

Omisore, B. O., & Abiodun, A. R. (2014). Organizational Conflicts: Causes, Effects and Remedies. International Journal of Academic Research in Economics and Management Sciences, 3(6), 118–137. https://www.researchgate.net/publication/273493998…

Ronquillo, Y., Ellis, V. L., & Toney-Butler, T. J. (2022, July 4). Conflict Management. National Library of Medicine. Retrieved August 30, 2022, from https://www.ncbi.nlm.nih.gov/books/NBK470432/

Thakore, D. (2013). Conflict and Conflict Management. Journal of Business and Management, 8(6), 7–16. https://www.iosrjournals.org/iosr-jbm/papers/Vol8-…