| Conflict Management | | | | - To create goodwill (be magnanimous) |
| | | | | Forcing (or Competing, Being Uncooperative, Being |
| | | | Assertive) |
| The project manager has often been described | | | | - When you'll lose anyway |
| as a conflict manager. In many organizations the | | | | - To gain time |
| project manager continually fights fires and crises | | | | This is what happens when one party tries to |
| evolving from conflicts, and delegates the | | | | impose the solution on the other party. Conflict |
| day-to-day responsibility of running the project to | | | | resolution works best when resolution is achieved |
| the project team members. Although this is not | | | | at the lowest possible levels. The higher up the |
| the best situation, it cannot always be prevented, | | | | conflict goes, the greater the tendency for the |
| especially after organizational restructuring or the | | | | conflict to be forced, with the result being a |
| initiation of projects requiring new resources. | | | | "win-lose" situation in which one party wins at the |
| The ability to handle conflicts requires an | | | | expense of the other. Forcing should be used: |
| understanding of why they occur. Asking and | | | | - When you are right |
| answering these four questions may help handle | | | | - When a do-or-die situation exists |
| and prevent conflicts. | | | | - When stakes are high |
| - What are the project objectives and are they in | | | | - When important principles are at stake |
| conflict with other projects? | | | | - When you are stronger (never start a battle |
| - Why do conflicts occur? | | | | you can't win) |
| - How do we resolve conflicts? | | | | - To gain status or to gain power |
| - Is there any type of analysis that could identify | | | | - In short-term, one-shot deals |
| possible conflicts before they occur? | | | | - When the relationship is unimportant |
| | | | | - When it's understood that a game is being |
| Each project must have at least one objective. | | | | played |
| The objectives of the project must be made | | | | Avoiding (or Withdrawing) |
| known to all project personnel and all managers, | | | | - When a quick decision must be made |
| at every level of the organization. If this | | | | Avoidance is often regarded as a temporary |
| information is not communicated accurately, then | | | | solution to a problem. The problem and the |
| it is entirely possible that upper-level managers, | | | | resulting conflict can come up again and again. |
| project managers, and functional managers may | | | | Some people view avoiding as cowardice and an |
| all have a different interpretation of the ultimate | | | | unwillingness to be responsive to a situation. |
| objective, a situation that invites conflicts. As an | | | | Avoiding should be used: |
| example, company X has been awarded a | | | | - When you can't win |
| $100,000 government contract for surveillance of | | | | - When the stakes are low |
| a component that appears to be fatiguing. Top | | | | - When the stakes are high, but you are not |
| management might view the objective of this | | | | ready yet |
| project to be discovering the cause of the fatigue | | | | - To gain time |
| and eliminating it in future component production. | | | | - To unnerve your opponent |
| This might give company X a "jump" on the | | | | - To preserve neutrality or reputation |
| competition. The division manager might just view | | | | - When you think the problem will go away |
| it as a means of keeping people employed, with | | | | - When you win by delay |
| no follow-on possibilities. The department manager | | | | CASE STUDIES—FACILITIES SCHEDULING AT |
| can consider the objective as either another job | | | | MAYER MANUFACTURING |
| that has to be filled, or a means of establishing | | | | Eddie Turner was elated with the good news that |
| new surveillance technology. The department | | | | he was being promoted to section supervisor in |
| manager, therefore, can staff the necessary | | | | charge of scheduling all activities in the new |
| positions with any given degree of expertise, | | | | engineering research laboratory. The new |
| depending on the importance and definition of the | | | | laboratory was a necessity for Mayer |
| objective. | | | | Manufacturing. The engineering, manufacturing, and |
| Project objectives must be: | | | | quality control directorates were all in desperate |
| - Specific, not general | | | | need of a new testing facility. Upper-level |
| - Not overly complex | | | | management felt that this new facility would |
| - Measurable, tangible, and verifiable | | | | alleviate many of the problems that previously |
| - Appropriate level, challenging | | | | existed. |
| - Realistic and attainable | | | | The new organizational structure required a |
| - Established within resource bounds | | | | change in policy over use of the laboratory. The |
| - Consistent with resources available or anticipated | | | | new section supervisor, on approval from his |
| - Consistent with organizational plans, policies, and | | | | department manager, would have full authority |
| procedures | | | | for establishing priorities for the use of the new |
| Unfortunately, the above characteristics are not | | | | facility. The new policy change was a necessity |
| always evident, especially if we consider that the | | | | because upper-level management felt that there |
| project might be unique to the organization in | | | | would be inevitable conflict between |
| question. As an example, research and | | | | manufacturing, engineering, and quality control. |
| development projects sometimes start out | | | | After one month of operations, Eddie Turner was |
| general, rather than specific. Research and | | | | finding his job impossible, so Eddie has a meeting |
| development objectives are reestablished as time | | | | with Gary Whitehead, his department manager. |
| goes on because the initial objective may not be | | | | Eddie: "I'm having a hell of a time trying to satisfy |
| attainable. As an example, company Y believes | | | | all of the department managers. If I give |
| that they can develop a high-energy | | | | engineering prime-time use of the facility, then |
| rocket-motor propellant. A proposal is submitted | | | | quality control and manufacturing say that I'm |
| to the government, and, after a review period, | | | | playing favorites. Imagine that! Even my own |
| the contract is awarded. However, as is the case | | | | people say that I'm playing favorites with other |
| with all R&D projects, there always exists | | | | directorates. I just can't satisfy everyone." |
| the question of whether the objective is attainable | | | | Exhibit 7-1: Mayer Manufacturing organizational |
| within time, cost, and performance constraints. It | | | | structure |
| might be possible to achieve the initial objective, | | | | |
| but at an incredibly high production cost. In this | | | | |
| case, the specifications of the propellant (i.e., initial | | | | Gary: "Well, Eddie, you know that this problem |
| objectives) may be modified so as to align them | | | | comes with the job. You'll get the job done." |
| closer to the available production funds. | | | | Eddie: "The problem is that I'm a section |
| Many projects are directed and controlled using a | | | | supervisor and have to work with department |
| management-by-objective (MBO) approach. The | | | | managers. These department managers look |
| philosophy of management by objectives: | | | | down on me like I'm their servant. If I were a |
| - Is proactive rather than reactive management | | | | department manager, then they'd show me some |
| - Is results oriented, emphasizing accomplishment | | | | respect. What I'm really trying to say is that I |
| - Focuses on change to improve individual and | | | | would like you to send out the weekly memos to |
| organizational effectiveness | | | | these department managers telling them of the |
| Management by objectives is a systems | | | | new priorities. They wouldn't argue with you like |
| approach for aligning project goals with | | | | they do with me. I can supply you with all the |
| organizational goals, project goals with the goals | | | | necessary information. All you'll have to do is to |
| of other subunits of the organization, and project | | | | sign your name." |
| goals with individual goals. Furthermore, | | | | Gary: "Determining the priorities and scheduling the |
| management by objectives can be regarded as a: | | | | facilities is your job, not mine. This is a new |
| - Systems approach to planning and obtaining | | | | position and I want you to handle it. I know you |
| project results for an organization | | | | can because I selected you. I do not intend to |
| - Strategy of meeting individual needs at the | | | | interfere." |
| same time that project needs are met | | | | During the next two weeks, the conflicts got |
| - Method of clarifying what each individual and | | | | progressively worse. Eddie felt that he was unable |
| organizational unit's contribution to the project | | | | to cope with the situation by himself. The |
| should be | | | | department managers did not respect the |
| Whether or not MBO is utilized, project objectives | | | | authority delegated to him by his superiors. For |
| must be set. | | | | the next two weeks, Eddie sent memos to Gary |
| In the project environment, conflicts are inevitable. | | | | in the early part of the week asking whether |
| However, conflicts and their resolution can be | | | | Gary agreed with the priority list. There was no |
| planned for. For example, conflicts can easily | | | | response to the two memos. Eddie then met with |
| develop out of a situation where members of a | | | | Gary to discuss the deteriorating situation. |
| group have a misunderstanding of each other's | | | | Eddie: "Gary, I've sent you two memos to see if |
| roles and responsibilities. Through documentation, | | | | I'm doing anything wrong in establishing the |
| such as linear responsibility charts, it is possible to | | | | weekly priorities and schedules. Did you get my |
| establish formal organizational procedures (either | | | | memos?" |
| at the project level or company-wide). Resolution | | | | Gary: "Yes, I received your memos. But as I told |
| means collaboration in which people must rely on | | | | you before, I have enough problems to worry |
| one another. Without this, mistrust will prevail. | | | | about without doing your job for you. If you can't |
| The most common types of conflicts involve: | | | | handle the work let me know and I'll find |
| - Manpower resources | | | | someone who can." |
| - Equipment and facilities | | | | Eddie returned to his desk and contemplated his |
| - Capital expenditures | | | | situation. Finally, he made a decision. Next week |
| - Costs | | | | he was going to put a signature block under his |
| - Technical opinions and trade-offs | | | | for Gary to sign, with carbon copies for all division |
| - Priorities | | | | managers. "Now, let's see what happens," |
| - Administrative procedures | | | | remarked Eddie. |
| - Scheduling | | | | HANDLING CONFLICT IN PROJECT |
| - Responsibilities | | | | MANAGEMENT |
| - Personality clashes | | | | Part 1: Facing the Conflict |
| Each of these conflicts can vary in relative | | | | The next several pages contain a six-part case |
| intensity over the life cycle of a project. The | | | | study in conflict management. Read the |
| relative intensity can vary as a function of: | | | | instructions carefully on how to keep score and |
| - Getting closer to project constraints | | | | use the boxes as the worksheet for recording |
| - Having only two constraints instead of three (i.e., | | | | your choice and the group's choice; after the case |
| time and performance, but not cost) | | | | study has been completed, your instructor will |
| - The project life cycle itself | | | | provide you with the proper grading system for |
| - The person with whom the conflict occurs | | | | recording your scores. |
| Sometimes conflict is "meaningful" and produces | | | | As part of his first official duties, the new |
| beneficial results. These meaningful conflicts should | | | | department manager informs you by memo that |
| be permitted to continue as long as project | | | | he has changed his input and output requirements |
| constraints are not violated and beneficial results | | | | for the MIS project (on which you are the |
| are being received. An example of this would be | | | | project manager) because of several complaints |
| two technical specialists arguing that each has a | | | | by his departmental employees. This is |
| better way of solving a problem, and each trying | | | | contradictory to the project plan that you |
| to find additional supporting data for his | | | | developed with the previous manager and are |
| hypothesis. | | | | currently working toward. The department |
| Conflicts can occur with anyone and over | | | | manager states that he has already discussed this |
| anything. Some people contend that personality | | | | with the vice president and general manager, a |
| conflicts are the most difficult to resolve. Below | | | | man to whom both of you report, and feels that |
| are several situations. The reader might consider | | | | the former department manager made a poor |
| what he or she would do if placed in the | | | | decision and did not get sufficient input from the |
| situations. | | | | employees who would be using the system as to |
| - Two of your functional team members appear | | | | the best system specifications. You telephone him |
| to have personality clashes and almost always | | | | and try to convince him to hold off on his request |
| assume opposite points of view during | | | | for change until a later time, but he refuses. |
| decision-making. They are both from the same | | | | Changing the input–output requirements at this |
| line organization. | | | | point in time will require a major revision and will |
| - Manufacturing says that they cannot produce | | | | set back total system implementation by three |
| the end-item according to engineering | | | | weeks. This will also affect other department |
| specifications. | | | | managers who expect to see this system |
| - R&D quality control and manufacturing | | | | operational according to the original schedule. You |
| operations quality control argue as to who should | | | | can explain this to your superiors, but the |
| perform a certain test on an R&D project. | | | | increased project costs will be hard to absorb. |
| R&D postulates that it is their project, and | | | | The potential cost overrun might be difficult to |
| manufacturing argues that it will eventually go into | | | | explain at a later date. |
| production and that they wish to be involved as | | | | At this point you are somewhat unhappy with |
| early as possible. | | | | yourself at having been on the search committee |
| - Mr. X is the project manager of a $65 million | | | | that found this department manager and |
| project of which $1 million is subcontracted out to | | | | especially at having recommended him for this |
| another company in which Mr. Y is the project | | | | position. You know that something must be done, |
| manager. Mr. X does not consider Mr. Y as his | | | | and the following are your alternatives: |
| counterpart and continually communicates with | | | | 1. You can remind the department manager that |
| the director of engineering in Mr. Y's company. | | | | you were on the search committee that |
| Ideally, the project manager should report high | | | | recommended him and then ask him to return |
| enough so that he can get timely assistance in | | | | the favor, since he "owes you one." |
| resolving conflicts. Unfortunately, this is easier said | | | | 2. You can tell the department manager that you |
| than done. Therefore, project managers must | | | | will form a new search committee to replace him |
| plan for conflict resolution. As examples of this: | | | | if he doesn't change his position. |
| - The project manager might wish to concede on | | | | 3. You can take a tranquilizer and then ask your |
| a low-intensity conflict if he knows that a | | | | people to try to perform the additional work |
| high-intensity conflict is expected to occur at a | | | | within the original time and cost constraints. |
| later point in the project. | | | | 4. You can go to the vice president and general |
| - Jones Construction Company has recently won | | | | manager and request that the former |
| a $120 million effort for a local company. The | | | | requirements be adhered to, at least temporarily. |
| effort includes three separate construction | | | | 5. You can send a memo to the department |
| projects, each one beginning at the same time. | | | | manager explaining your problem and asking him |
| Two of the projects are twenty-four months in | | | | to help you find a solution. |
| duration, and the third is thirty-six months. Each | | | | 6. You can tell the department manager that your |
| project has its own project manager. When | | | | people cannot handle the request and his people |
| resource conflicts occur between the projects, | | | | will have to find alternate ways of solving their |
| the customer is usually called in. | | | | problems. |
| - Richard is a department manager who must | | | | 1. You can send a memo to the department |
| supply resources to four different projects. | | | | manager requesting an appointment, at his earliest |
| Although each project has an established priority, | | | | convenience, to help you resolve your problem. |
| the project managers continually argue that | | | | 2. You can go to the department manager's |
| departmental resources are not being allocated | | | | office later that afternoon and continue the |
| effectively. Richard now holds a monthly meeting | | | | discussion further. |
| with all four of the project managers and lets | | | | 3. You can send the department manager a |
| them determine how the resources should be | | | | memo telling him that you have decided to use |
| allocated. | | | | the old requirements but will honor his request at |
| Many executives feel that the best way of | | | | a later time. |
| resolving conflicts is by establishing priorities. This | | | | Part 2: Understanding Emotions |
| may be true as long as priorities are not | | | | Although other alternatives exist, assume that |
| continually shifted around. As an example, | | | | these are the only ones open to you at the |
| Minnesota Power and Light establishes priorities as: | | | | moment. Without discussing the answer with your |
| - Level 0: no completion date | | | | group, record the letter representing your choice |
| - Level 1: to be completed on or before a specific | | | | in the appropriate space on line 1 of the |
| date | | | | worksheet under "Personal." |
| - Level 2: to be completed in or before a given | | | | As soon as all of your group have finished, |
| fiscal quarter | | | | discuss the problem as a group and determine |
| - Level 3: to be completed within a given year | | | | that alternative that the group considers to be |
| This type of technique will work as long as there | | | | best. Record this answer on line 1 of the |
| are not a large number of projects in any one | | | | worksheet under "Group." Allow ten minutes for |
| level. | | | | this part. |
| The most common factors influencing the | | | | Never having worked with this department |
| establishment of project priorities include: | | | | manager before, you try to predict what his |
| - The technical risks in development | | | | reactions will be when confronted with the |
| - The risks that the company will incur, financially | | | | problem. Obviously, he can react in a variety of |
| or competitively | | | | ways: |
| - The nearness of the delivery date and the | | | | 1. he can accept your solution in its entirety |
| urgency | | | | without asking any questions. |
| - The penalties that can accompany late delivery | | | | |
| dates | | | | 1. He can discuss some sort of justification in |
| - The expected savings, profit increase, and | | | | order to defend his position. |
| return on investment | | | | 2. He can become extremely annoyed with having |
| - The amount of influence that the customer | | | | to discuss the problem again and demonstrate |
| possesses, possibly due to the size of the project | | | | hostility. |
| - The impact on other projects or product lines | | | | 3. He can demonstrate a willingness to cooperate |
| - The impact on affiliated organizations | | | | with you in resolving the problem. |
| The ultimate responsibility for establishing priorities | | | | 4. He can avoid making any decision at this time |
| rests with top-level management. Yet even with | | | | by withdrawing from the discussion. |
| priority establishment, conflicts still develop. David | | | | Part 3: Establishing Communications |
| Wilemon has identified several reasons why | | | | In the table above are several possible |
| conflicts still occur[1]: | | | | statements that could be made by the |
| - The greater the diversity of disciplinary | | | | department manager when confronted with the |
| expertise among the participants of a project | | | | problem. Without discussion with your group, place |
| team, the greater the potential for conflict to | | | | a check mark beside the appropriate emotion that |
| develop among members of the team. | | | | could describe this statement. When each |
| - The lower the project manager's degree of | | | | member of the group has completed his choice, |
| authority, reward, and punishment power over | | | | determine the group choice. Numerical values will |
| those individuals and organizational units supporting | | | | be assigned to your choices in the discussion that |
| his project, the greater the potential for conflict | | | | follows. Do not mark the worksheet at this time. |
| to develop. | | | | Allow ten minutes for this part. |
| - The less the specific objectives of a project | | | | Unhappy over the department manager's memo |
| (cost, schedule, and technical performance) are | | | | and the resulting follow-up phone conversation, |
| understood by the project team members, the | | | | you decide to walk in on the department |
| more likely it is that conflict will develop. | | | | manager. You tell him that you will have a |
| - The greater the role of ambiguity among the | | | | problem trying to honor his request. He tells you |
| participants of a project team, the more likely it is | | | | that he is too busy with his own problems of |
| that conflict will develop. | | | | restructuring his department and that your |
| - The greater the agreement on superordinate | | | | schedule and cost problems are of no concern to |
| goals by project team participants, the lower the | | | | him at this time. You storm out of his office, |
| potential for detrimental conflict. | | | | leaving him with the impression that his actions |
| - The more the members of functional areas | | | | and remarks are not in the best interest of either |
| perceive that the implementation of a project | | | | the project or the company. |
| management system will adversely usurp their | | | | The department manager's actions do not, of |
| traditional roles, the greater the potential for | | | | course, appear to be those of a dedicated |
| conflict. | | | | manager. He should be more concerned about |
| - The lower the percent need for | | | | what's in the best interest of the company. As |
| interdependence among organizational units | | | | you contemplate the situation, you wonder if you |
| supporting a project, the greater the potential for | | | | could have received a better response from him |
| dysfunctional conflict. | | | | had you approached him differently. In other |
| - The higher the managerial level within a project | | | | words, what is your best approach to opening up |
| or functional area, the more likely it is that | | | | communications between you and the |
| conflicts will be based upon deep-seated parochial | | | | department manager? From the list of |
| resentments. By contrast, at the project or task | | | | alternatives shown below, and working alone, |
| level, it is more likely that cooperation will be | | | | select the alternative that best represents how |
| facilitated by the task orientation and | | | | you would handle this situation. When all members |
| professionalism that a project requires for | | | | of the group have selected their personal choices, |
| completion. | | | | repeat the process and make a group choice. |
| CONFLICT RESOLUTION | | | | Record your personal and group choices on line 3 |
| Although each project within the company may | | | | of the worksheet. Allow ten minutes for this part. |
| be inherently different, the company may wish to | | | | 1. Comply with the request and document all |
| have the resulting conflicts resolved in the same | | | | results so that you will be able to defend yourself |
| manner. The four most common methods are: | | | | at a later date in order to show that the |
| 1. The development of company-wide conflict | | | | department manager should be held accountable. |
| resolution policies and procedures | | | | 2. Immediately send him a memo reiterating your |
| 2. The establishment of project conflict resolution | | | | position and tell him that at a later time you will |
| procedures during the early planning activities | | | | reconsider his new requirements. Tell him that |
| 3. The use of hierarchical referral | | | | time is of utmost importance, and you need an |
| 4. The requirement of direct contact | | | | immediate response if he is displeased. |
| Many companies have attempted to develop | | | | 3. Send him a memo stating that you are holding |
| company-wide policies and procedures for conflict | | | | him accountable for all cost overruns and schedule |
| resolution, but this method is often doomed to | | | | delays. |
| failure because each project and conflict is | | | | 4. Send him a memo stating you are considering |
| different. Furthermore, project managers, by | | | | his request and that you plan to see him again at |
| virtue of their individuality, and sometimes differing | | | | a later date to discuss changing the requirements. |
| amounts of authority and responsibility, prefer to | | | | 5. See him as soon as possible. Tell him that he |
| resolve conflicts in their own fashion. | | | | need not apologize for his remarks and actions, |
| A second method for resolving conflicts, and one | | | | and that you have reconsidered your position and |
| that is often very effective, is to "plan" for | | | | wish to discuss it with him. |
| conflicts during the planning activities. This can be | | | | 6. Delay talking to him for a few days in hopes |
| accomplished through the use of linear | | | | that he will cool off sufficiently and then see him |
| responsibility charts. Planning for conflict resolution | | | | in hopes that you can reopen the discussions. |
| is similar to the first method except that each | | | | 7. Wait a day or so for everyone to cool off and |
| project manager can develop his own policies, | | | | then try to see him through an appointment; |
| rules, and procedures. | | | | apologize for losing your temper, and ask him if |
| Hierarchial referral for conflict resolution, in theory, | | | | he would like to help you resolve the problem. |
| appears as the best method because neither the | | | | Part 4: Conflict Resolution Modes |
| project manager nor the functional manager will | | | | Having never worked with this manager before, |
| dominate. Under this arrangement, the project | | | | you are unsure about which conflict resolution |
| and functional managers agree that for a proper | | | | mode would work best. You decide to wait a few |
| balance to exist their common superior must | | | | days and then set up an appointment with the |
| resolve the conflict to protect the company's | | | | department manager without stating what |
| best interest. Unfortunately, this is not realistic | | | | subject matter will be discussed. You then try to |
| because the common superior cannot be | | | | determine what conflict resolution mode appears |
| expected to continually resolve lower-level | | | | to be dominant based on the opening remarks of |
| conflicts and it gives the impression that the | | | | the department manager. Neglecting the fact that |
| functional and project managers cannot resolve | | | | your conversation with the department manager |
| their own problems. | | | | might already be considered as confrontation, for |
| The last method is direct contact in which | | | | each statement shown below, select the conflict |
| conflicting parties meet face-to-face and resolve | | | | resolution mode that the department manager |
| their disagreement. Unfortunately, this method | | | | appears to prefer. After each member of the |
| does not always work and, if continually stressed, | | | | group has recorded his personal choices in the |
| can result in conditions where individuals will either | | | | table on page 304, determine the group choices. |
| suppress the identification of problems or develop | | | | Numerical values will be attached to your answers |
| new ones during confrontation. | | | | at a later time. Allow ten minutes for this part. |
| Many conflicts can be either reduced or eliminated | | | | 1. Withdrawal is retreating from a potential conflict. |
| by constant communication of the project | | | | 2. Smoothing is emphasizing areas of agreement |
| objectives to the team members. This continual | | | | and de-emphasizing areas of disagreement. |
| repetition may prevent individuals from going too | | | | |
| far in the wrong direction. | | | | |
| THE MANAGEMENT OF CONFLICTS | | | | Part 5: Understanding Your Choices |
| Good project managers realize that conflicts are | | | | 1. Compromising is the willingness to give and take. |
| inevitable, but that good procedures or techniques | | | | 2. Forcing is directing the resolution in one direction |
| can help resolve them. Once a conflict occurs, the | | | | or another, a win-or-lose position. |
| project manager must: | | | | 3. Confrontation is a face-to-face meeting to |
| - Study the problem and collect all available | | | | resolve the conflict. |
| information | | | | Assume that the department manager has |
| - Develop a situational approach or methodology | | | | refused to see you again to discuss the new |
| - Set the appropriate atmosphere or climate | | | | requirements. Time is running out, and you would |
| If a confrontation meeting is necessary between | | | | like to make a decision before the costs and |
| conflicting parties, then the project manager | | | | schedules get out of hand. From the list below, |
| should be aware of the logical steps and sequence | | | | select your personal choice and then, after each |
| of events that should be taken. These include: | | | | group member is finished, find a group choice. |
| - Setting the climate: establishing a willingness to | | | | 1. Disregard the new requirements, since they |
| participate | | | | weren't part of the original project plan. |
| - Analyzing the images: how do you see yourself | | | | 2. Adhere to the new requirements, and absorb |
| and others, and how do they see you? | | | | the increased costs and delays. |
| - Collecting the information: getting feelings out in | | | | 3. Ask the vice president and general manager to |
| the open | | | | step in and make the final decision. |
| - Defining the problem: defining and clarifying all | | | | Part 6: Interpersonal Influences |
| positions | | | | 1. Ask the other department managers who may |
| - Sharing the information: making the information | | | | realize a schedule delay to try to convince this |
| available to all | | | | department manager to ease his request or even |
| - Setting the appropriate priorities: developing | | | | delay it. |
| working sessions for setting priorities and | | | | Record your answer on line 5 of the worksheet. |
| timetables | | | | Allow five minutes for this part. |
| - Organizing the group: forming cross-functional | | | | Assume that upper-level management resolves |
| problem-solving groups | | | | the conflict in your favor. In order to complete |
| - Problem-solving: obtaining cross-functional | | | | the original work requirements you will need |
| involvement, securing commitments, and setting | | | | support from this department manager's |
| the priorities and timetable | | | | organization. Unfortunately, you are not sure as to |
| - Developing the action plan: getting commitment | | | | which type of interpersonal influence to use. |
| - Implementing the work: taking action on the plan | | | | Although you are considered as an expert in your |
| - Following up: obtaining feedback on the | | | | field, you fear that this manager's functional |
| implementation for the action plan | | | | employees may have a strong allegiance to the |
| The project manager or team leader should also | | | | department manager and may not want to |
| understand conflict minimization procedures. These | | | | adhere to your requests. Which of the following |
| include: | | | | interpersonal influence styles would be best under |
| - Pausing and thinking before reacting | | | | the given set of conditions? |
| - Building trust | | | | 1. You threaten the employees with penalty |
| - Trying to understand the conflict motives | | | | power by telling them that you will turn in a bad |
| - Keeping the meeting under control | | | | performance report to their department manager. |
| - Listening to all involved parties | | | | 2. You can use reward power and promise the |
| - Maintaining a give-and-take attitude | | | | employees a good evaluation, possible promotion, |
| - Educating others tactfully on your views | | | | and increased responsibilities on your next project. |
| - Being willing to say when you were wrong | | | | 3. You can continue your technique of trying to |
| - Not acting as a superman and leveling the | | | | convince the functional personnel to do your |
| discussion only once in a while | | | | bidding because you are the expert in the field. |
| Thus, the effective manager, in conflict | | | | 4. You can try to motivate the employees to do |
| problem-solving situations: | | | | a good job by convincing them that the work is |
| - Knows the organization | | | | challenging. |
| - Listens with understanding rather than evaluation | | | | 5. You can make sure that they understand that |
| - Clarifies the nature of the conflict | | | | your authority has been delegated to you by the |
| - Understands the feelings of others | | | | vice president and general manager and that they |
| - Suggests the procedures for resolving | | | | must do what you say. |
| differences | | | | 6. You can try to build up friendships and |
| - Maintains relationships with disputing parties | | | | off-work relationships with these people and rely |
| - Facilitates the communications process | | | | on referent power. |
| - Seeks resolutions | | | | Record your personal and group choices on line 6 |
| CONFLICT RESOLUTION MODES | | | | of the worksheet. Allow ten minutes for |
| Confronting (or Collaborating) | | | | completion of this part. |
| The management of conflicts places the project | | | | Solutions to the Project Management Conflict |
| manager in the precarious situation of having to | | | | Exercise |
| select a conflict resolution mode (previously | | | | PART ONE: FACING THE CONFLICT |
| defined in Section 7.4). Based upon the situation, | | | | After reading the answers that follow, record |
| the type of conflict, and whom the conflict is | | | | your score on line 1 of the worksheet |
| with, any of these modes could be justified. | | | | |
| With this approach, the conflicting parties meet | | | | 1. Although many project managers and functional |
| face-to-face and try to work through their | | | | managers negotiate by "returning" favors, this |
| disagreements. This approach should focus more | | | | custom is not highly recommended. The |
| on solving the problem and less on being | | | | department manager might feel some degree of |
| combative. This approach is collaboration and | | | | indebtedness at first, but will surely become |
| integration where both parties need to win. This | | | | defensive in follow-on projects in which you are |
| method should be used: | | | | involved, and might even get the idea that this will |
| - When you and the conflicting party can both get | | | | be the only way that he will be able to deal with |
| at least what you wanted and maybe more | | | | you in the future. If this was your choice, allow |
| - To reduce cost | | | | one point on line 1. |
| - To create a common power base | | | | 2. Threats can only lead to disaster. This is a |
| - To attack a common foe | | | | surefire way of ending a potentially good |
| - When skills are complementary | | | | arrangement before it starts. Allow no points if |
| - When there is enough time | | | | you selected this as your solution. |
| Compromising | | | | 3. If you say nothing, then you accept full |
| - When there is trust | | | | responsibility and accountability for the schedule |
| - When you have confidence in the other person's | | | | delay and increased costs. You have done nothing |
| ability | | | | to open communications with the department |
| - When the ultimate objective is to learn | | | | manager. This could lead into additional conflicts on |
| To compromise is to bargain or to search for | | | | future projects. Enter two points on line 1 if this |
| solutions so both parties leave with some degree | | | | was your choice. |
| of satisfaction. Compromising is often the result | | | | 4. Requesting upper-level management to step in |
| of confrontation. Some people argue that | | | | at this point can only complicate the situation. |
| compromise is a "give and take" approach, which | | | | Executives prefer to step in only as a last resort. |
| leads to a "win-win" position. Others argue that | | | | Upper-level management will probably ask to talk |
| compromise is a "lose-lose" position, since neither | | | | to the department manager first. Allow two |
| party gets everything he/she wants or needs. | | | | points on line 1 if this was your choice. |
| Compromise should be used: | | | | 5. Although he might become defensive upon |
| - When both parties need to be winners | | | | receiving your memo, it will become difficult for |
| - When you can't win | | | | him to avoid your request for help. The question, |
| - When others are as strong as you are | | | | of course, is when he will give you this help. Allow |
| - When you haven't time to win | | | | eight points on line 1 if you made this choice. |
| - To maintain your relationship with your opponent | | | | 6. Trying to force your solution on the |
| - When you are not sure you are right | | | | department manager will severely threaten him |
| Smoothing (or Accommodating) | | | | and provide the basis for additional conflict. Good |
| - When you get nothing if you don't | | | | project managers will always try to predict |
| - When stakes are moderate | | | | emotional reactions to whatever decisions they |
| - To avoid giving the impression of "fighting" | | | | might be forced to make. For this choice, allow |
| This approach is an attempt to reduce the | | | | two points on line 1 of the worksheet. |
| emotions that exist in a conflict. This is | | | | 7. Making an appointment for a later point in time |
| accomplished by emphasizing areas of agreement | | | | will give both parties a chance to cool off and |
| and de-emphasizing areas of disagreement. An | | | | think out the situation further. He will probably find |
| example of smoothing would be to tell someone, | | | | it difficult to refuse your request for help and will |
| "We have agreed on three of the five points and | | | | be forced to think about it between now and the |
| there is no reason why we cannot agree on the | | | | appointment. Allow ten points for this choice. |
| last two points." Smoothing does not necessarily | | | | 8. An immediate discussion will tend to open |
| resolve a conflict, but tries to convince both | | | | communications or keep communication open. This |
| parties to remain at the bargaining table because | | | | will be advantageous. However, it can also be a |
| a solution is possible. In smoothing, one may | | | | disadvantage if emotions are running high and |
| sacrifice one's own goals in order to satisfy the | | | | sufficient time has not been given to the selection |
| needs of the other party. Smoothing should be | | | | of alternatives. Allow six points on line 1 if this |
| used: | | | | was your choice. |
| - To reach an overarching goal | | | | 9. Forcing the solution your way will obviously |
| - To create obligation for a trade-off at a later | | | | alienate the department manager. The fact that |
| date | | | | you do intend to honor his request at a later time |
| - When the stakes are low | | | | might give him some relief especially if he |
| - When liability is limited | | | | understands your problem and the potential |
| - To maintain harmony | | | | impact of his decision on other departments. Allow |
| - When any solution will be adequate | | | | three points on line 1 for this choice. |