Conflict Management Flashcards
What are the 7 common sources of conflict
- schedule - unrealistic sponsor/client expectations leading to disagreement on other sources of conflict
- resources - There may be scarcity in projects whether the resource is money, labour, resources or other materials.
- priorities - This may derive from a lack of clarity over the organisation’s strategic priorities as to what gets done and when.
- personalities - project team members may not get along, clashes often due to other sources
- costs - money does cause conflict between project managers, sponsors, customers, suppliers and other project stakeholders.
- administrative procedures - can lead to disagreements over the need for admin deliverables and how this might impact “real work”
- technical opinions - can be difficult for the PM to resolve if they don’t have subject matter knowledge
describe 5 areas where negative conflict can arise
- disagreement regarding the work of the project
- misunderstanding arising from unspoken assumptions and miscommunication
- emotions - stress, fear, jealousy, culture, different value systems
- people trying to exert power or impose views
- uncertainty and insecurity
what 4 areas can the PM cause conflict
- looking for trouble, omissions and mistakes
- directing people who report to others
- escalating problems until necessary decisions are made
- conflicting with others who are trying to exert dominance on the project
what are the 5 phases of a project where conflict may occur
- concept
- definition
- development
- handover
- benefits realisation
give examples of conflicts that may occur in the concept phase - project priorities
- about project scope and content and solution options
- priority of the project within the organisation
- what can be achieved within the project budget
- benefits and any disbenefits
give examples of conflicts that may occur in the definition phase - technical solution
- alternative views on achieving project objectives - proven technology vs leading edge solutions
- requirements prioritisation
- constraints to be met
- risks to be managed
give examples of conflicts that may occur in the development phase - scheduling issues
- schedule : timing and sequencing of tasks - if project falling behind reduce scope or increase funding
- resource allocation
- performance of team and individuals
- project change - product, budget, timing
give examples of conflicts that may occur in the handover phase - completion pressure
- personal conflicts arising due to increased pressure nearer completion - uncertainty over redeployment
- acceptance test results and transfer of responsibility - snags
- lessons learned - blame
give examples of conflicts that may occur in the closeout phase - post project review
- project team may not want to attend review to avoid criticism - differing views and memories
- ownership and responsibility for benefits
- resistance to change and new ways of working
describe the Thomas-Kilmann conflict resolution strategy - competing (forcing)
one party has authority and imposes their solution - the view of the winner is problem resolved but at the expense of the relationship.
win - lose
when should you use force strategy
- when quick decisive action is vital
- on important issues where unpopular actions need implementing - cost cutting, discipline
- issues vital to org. when you know you are right
- against people taking advantage of non-competitive behaviour
describe the Thomas-Kilmann conflict resolution strategy - collaboration
both parties work together to find best solution - confront issue not each other. one or both may change view but agree on solution and maintain relationship
win -win
when should you use collaboration strategy
- to find integrative solution when both sets of concerns are too important to compromise
- when your objective is to learn
- to merge insights from different perspectives
- to work through feelings that have interfered with a relationship
describe the Thomas-Kilmann conflict resolution strategy - avoid
the do-nothing option - ignore the problem. low concern for problem and relationship and conflict will still exist.
lose - lose
when should you use avoid strategy
- issue is trivial
- little chance of satisfaction
- potential disruption outweighs benefits of solution
- let people cool down and regain perspective
- gather more information
- others can resolve more effectively
