Conflicts on a Project are inevitable and need to be resolved in a timely manner and constructive way to achieve a high-performing team
It is being persuasive and being able to acquire the required resources for the Project; achieved through clear articulation of points, active listening, data collection, awareness of all points of view, etc.
Stimulating someone for an act or to behave in your desired way.
It can build trust & harmony among the team members
While team building is essential during the initial stages of a project, it should be a continuous process
The ability to lead a team and inspire them to do their jobs well; leadership is important throughout the project life cycle
Common Conflict Resolution Techniques are:
Not to react now, so to come prepared later.
Emphasizing areas of agreement rather than areas of difference (staying engaged → win-win). Smoothing example;
On a project, two team members are arguing angrily over something. The project manager intervenes and tells them: “Gents, gents! Let’s calm down and get the job going”. Smoothing conflict resolution technique the project manager has used.
Pushing one’s viewpoint at the expense of others
Conceding one’s position to the needs of others, or keeping the others satisfied, to maintain harmony and relationships (appease/tactical withdrawal/lose-win)
Searching for solutions that bring some degree of satisfaction to all parties in order to temporarily or partially resolve the conflict (give and take/trade off/win-win/lose-lose, on a small scale). Compromising example;
On a project, two team members are unable to reach consensus over a technical solution. They approach their project manager who tells them: “well you both seem to have a point. Let us do a little of what both of you suggest.” The project manager used compromising conflict resolution technique
Listening to everyone’s suggestions and then confronting all the viewpoints to get the best alternate solution for specified problem.
Example: HR Conflict & Possible Resolution Approaches
A new Lab for CSE Dept. is to be established. HOD wants new Computers for the Lab; Director Planning thinks the existing one’s ex-stock will serve the purpose equally well.
The Competent Authority deals with them as follows:
- Both of you want this Lab to come up. I am sure we can come to agreement on the purchase of computers and what is best for the project Smoothing
- We have talked enough about new computers. We’ll not have them (or we’ll have them) Forcing
- I suggest we run the CSE software’s on the existing computers and then see if they need to be replaced Collaborating
- Why was this lab not included in the development plans for the CFY? Withdrawing
- Let us use the existing computers for CBT for admissions tests and buy new computers for the new Lab Collaborating
Let us equip the lab with 50% new computers and 50% existing computers. Compromising