ConflictManagement.Jj

VIRTUAL CONFLICT MANAGEMENT 1

BEST PRACTICES FOR MANAGING CONFLICT WITHIN

VIRTUAL PROJECT TEAMS

by

JACOB JOHNSON

An Academic Writing Portfolio Submitted for

PRM611 Technical Communication to

Associate Professor Karen Rainford, Ed.D. of

Saint Mary's University of Minnesota in Partial Fulfillment of the

Requirements for the Degree

MASTER OF SCIENCE - PROJECT MANAGEMENT

MINNEAPOLIS, MINNESOTA

© 2016 Jacob Johnson


Portfolio Table of Contents

Table of Contents

Portfolio Table of Contents 2

Revised Annotated Bibliography (Week 3) 3

Abstract or Executive Summary (Week 6) 4

Revised Research Paper (Week 6) 6

Introduction 6

Conclusion 8

References 9

Appendix A: Concept Map (Week 5 & 6) 11

Appendix B: Source Analysis Table (Week 5) 13

Appendix C: Revision Plan (Week 7) 17

Appendix D: Self-Reflection (optional, ungraded) 18

Significant Progress During My Tenure in PRM611 18

Contributions of Structure from PRM611 19

End of Portfolio 20


Revised Annotated Bibliography (Week 3)

Ahuja, M., Kirkeby, S., Sarker, S., & Sarker, S (2011). The role of communication and

trust in global virtual teams: A social network perspective. Journal of Management

Information Systems 28(1), 273-309. doi: 10.2753/MIS0742-1222280109

Communication and trust are vital to the functionality of any team let alone a virtual

team. However, the extent to which communication and trust have been measure on the success

of conflict management within virtual teams remains uncertain (Ahuja, et al., 2011). This study

offers one best practice for project managers to consider when confronted with conflict- the

social network approach. The bulk of the study supports other findings in the importance of

communication and establishing trust and therefore slightly redundant for the purpose of this

research paper.

Massey, A., Montoya-Weiss, M, & Song, M. (2001). Getting it together: Temporal

coordination and conflict management in global virtual teams. Academy of

Management Journal, 44(6), 1251-1262.

Conflict management within global virtual teams may be harder to achieve as team

members are often in different time zones or on different continents. Several factors go into

mitigating conflict management. Virtual teams may lack access to normal team cues like body

language and vocal tone which help explain intention (Massey, et al., 2001). Project managers

must decide on the best method to mitigate conflict within their virtual teams. This study sheds

light on methods by which project managers may influence group self resolution.

Mykytyn, P., Samarah, I., Seetharaman, P., & Souren, P. (2004). An empirical

investigation of collaborative conflict management style in group support system-


based global virtual teams. Journal of Management Information Systems 21(3), 185-

222.

How do groups manage internal conflict and how can project managers trigger effective

and efficient group-based conflict resolution. Mykytyn, et al., (2004), postulates that when

groups experience conflict, their ability to resolve the conflict is based upon the project

manager’s ability to identify individual motivators. This study seeks to isolate the influence

of individual motivators and provide best practice methods for team leaders and project

mangers to trigger group self resolution.

Pazos, P. (2012). Conflict management and effectiveness in virtual teams. Team

Performance Management, 18(7/8), 401-417. doi:10.1108/13527591211281138

Teams abilities to succeed come down to their effectiveness at conflict management.

Virtual teams that are most successful and produce project deliverables on time, within budget,

and within scope typically are aggressive in communicating goals and team expectations before

conflict arrises and slows progress (Pazos, 2012). In order to be successful, global virtual teams

need to be assertive in terms of process and procedures. This study offers interesting and broad

best practice recommendations for project managers to consider.

Abstract or Executive Summary (Week 6)

Conflict occurs whenever individuals come together to complete a task. Acknowledging

the fact that conflict is inevitable does little to lessen the impact of it on the project at hand.

Conflict can delay results, cause irreparable interpersonal rifts among team members and have

catastrophic affects on the project’s budget. It is up to the project manager to mitigate these

concerns and ensure the project is delivered on time, within scope and within adherence to the

budget. As the world gets smaller thanks to improved communication technology, travel and


global business expansion, virtual teams are becoming more prevalent (Pazos, 2012). Virtual

teams are groups or individuals that for one reason or another work in separate geographic

locations. Project managers frequently manage virtual teams that are diverse in ethnicity,

functionality and organizational background (Seetharaman, et al, 2012). Global virtual teams are

not immune to the negative conflict-based project impacts. If fact, in many ways, global virtual

teams are more susceptible to conflict than their similarly-located counterparts (Pazos, 2012).

Project managers must work diligently to avoid common pitfalls that can lead to conflict.

They must be able to identify typical causes of conflict and be able to mange those effectively

despite their proximity. The literature review below sheds light on some best practices for

project managers to follow as they navigate the turbinate waters of conflict within global virtual

teams. Five key findings and considerations are derived from the research presented. While

they may initially seem basic and common sense to more experienced project managers, they are

presented as the essential groundwork for quick resolution of conflict within global virtual teams.


Revised Research Paper (Week 6)

Best Practices for Managing Conflict within Virtual Teams

Introduction

It is hard to imagine a scenario in which at least some level of conflict is not present

within a team. How much that conflict interferes with project deliverables and the overall

success of the team, is greatly dependent upon various factors that project managers are often

tasked with mitigating (Montoya-Weiss, et al., 2001). Conflict is inevitable when people work

together despite each team member’s best intentions. When one adds the additional layers of

complexity that are associated with virtual teamwork to a team’s interactive dynamic, potential

conflict arises with arguably more severe consequences to the overall success of the project. As

these conflicts arise, it is up to the project manager to address the issue and ensure it is resolved

in a timely fashion so as to not delay the project’s timeline, increase or change the overall scope

of the project or negatively impact the project’s budget. What are some best practices for

managing conflict within these virtual teams?

Managing conflict before it arrises may be one of the most important techniques for

project managers to employ when managing virtual teams. According to a study conducted by

Pazos (2012) looking at managing conflict effectively within virtual teams, identifying what

unifies a team and reinforcing those goals, may lead to less conflict and a more successful team

outcomes. Identifying methods by which teams can feel and be more connected is important for

overall project success (Mykytyn, et al., 2004).

Conflict in Global Virtual Teams is Common

Conflict within global virtual teams is as common as it is among teams who are

located in the same place. However, among global virtual teams, resolutions to conflict is often


delayed or not found due to distance, time, and technology (Bhatala, et al, 2011). When a project

manager cannot prevent conflict, he or she must decide the best method by which to find an

amenable solution. Resolutions to conflict vary and project managers must be familiar with team

member motivators and the level of trust the project manager posses within the team (Ahuja, et

al., 2011).

When Conflict Arises

Project managers are responsible for determining the best method of handling

conflict within his or her virtual team. There are many methods for handling conflict. Project

managers need to have a thorough understanding of typical causes of conflict and then be able to

apply best practice solutions quickly and effectively. According to several researchers and

studies conducted in the last ten years, two root factors trigger most conflict within virtual teams.

Trust and communication breakdowns attribute to project failure within global virtual teams

more that any other causes of conflict (Bhatla, et al 2011).

Trust

Trust among global virtual team members is guided by the project manager. Project

managers are direct team members into behaviors that help demonstrate his or her

trustworthiness to other team members (Antonucci et al, 2007). Typical behaviors that establish

trust include timeliness, follow-through on deliverables, and respectful communication (Pazos,

2012). If trust can be established early in the team formation, the project is more likely to

succeed. Conversely, if trust is not established or lost during the project lifecycle, it is essential

for the project manager to work to repair the damage to ensure project success. Sometimes, it is

not possible to repair the damage and the project fails.

Effective Communication


Effective communication is essential, and perhaps the most significant factor in avoiding

conflict within global virtual teams. If a virtual team does not have effective communication, it

is nearly impossible for the team to be successful (Pazos, 2012). Effective communication

enables the team to established shared goals which are essential for project success. With

increased distance and reliance upon technology, team members must all work to communicate

with one and other as effectively as possible. Oftentimes, ground rules for communication are

established as the team is formed (Bhatala, et al, 2011). By establishing clear ground rules for

how the team will communicate, the project manager is more likely to avoid the pitfalls

associated with communication breakdown- namely, project failure due to conflict.

Conclusion

Managing conflict within any team can be challenging. As virtual teams become more

and more popular, it is essential for project managers to develop the skills necessary to mitigate

conflict quickly to ensure the success of the project. Trust and communication breakdowns are

two of the most common causes of conflict within global virtual teams. If project managers can

successfully establish trust amongst the team, they are more likely to achieve their project goals.

Likewise, if communication methods can be established as the team is formed, project teams are

more likely to be successful. Despite distance, conflict occurs and it is up to the proc manager to

ease its impact on the overall project.


References

Ahuja, M., Kirkeby, S., Sarker, S., & Sarker, S. (2011). The role of communication and trust in

global virtual teams: A social network perspective. Journal of Management Information

Systems 28(1), 273-309. doi: 10.2753/MIS0742-1222280109

Antonucci, Y., Greenberg, P., & Greenberg, R. (2007). Creating and sustaining trust in virtual

teams. Business Horizons 50(4). 325-333. doi:10.1016/j.bushor.2007.02.005

Ayoko, O., Boyle, M., & Konrad, A. (2012). Online work: Managing conflict and emotions for

performance in virtual teams. European Management Journal 30(2), 156-174.

doi:10.1016/j.emj.2011.10.001

Bhatala, A., Bynum, W., Daim, T., Ha, A., Hughes, B., & Pathak, U. (2011). Exploring the

communication breakdown in global virtual teams. International Journal of Project

Management 30(2), 199-212. doi:10.1016/j.ijproman.2011.06.004

Geister, S., Hertel, G., & Konradt, U. (2005). Managing virtual teams: A review of current

empirical research. Human Resource Management Review 15(1), 69-95.

doi:10.1016/j.hrmr.2005.01.002

Kanawattanachai, P., & Yoo, Y. (2002). Dynamic nature of trust in virtual teams. Journal of

Strategic Information Systems 11(3-4), 187-213. doi:10.1016/S0963-8687(02)00019-7

Lin, C., Liu, Y., & Standing, C. (2008). A model to develop effective virtual teams. Decision

Support Systems 45(4), 1031-1045. doi:10.1016/j.dss.2008.04.002

Massey, A., Montoya-Weiss, M, & Song, M. (2001). Getting it together: Temporal coordination

and conflict management in global virtual teams. Academy of Management Journal,

44(6), 1251-1262.


Mykytyn, P., Samarah, I., Seetharaman, P., & Souren, P. (2004). An empirical investigation of

collaborative conflict management style in group support system-based global virtual

teams. Journal of Management Information Systems 21(3), 185-222.

Pazos, P. (2012). Conflict management and effectiveness in virtual teams. Team Performance

Management, 18(7/8), 401-417. doi:10.1108/13527591211281138


Appendix A: Concept Map (Week 5 & 6)

CONCEPTS àSources↓

Concept AEffective communication is essential for managing conflict within global virtual teams

Concept BProject managers must establish trust among team members early

Concept CWhen conflict arises, it is up to the project manager to determine the best method available for handling the conflict quickly to keep the project on time, within scope and within budget

Concept DConflict is caused by many factors despite the team’s proximity to one and another.

Concept EConflict in global virtual teams is common and is the typical cause of project failure

1. (Ahuja,Kirkeby,Sarker,&Sarker, 2011)

p. p. 275-280 p. 275

2 (Antonucci, Y. et al, 2007)

p. 328 p.326 p. 329

3. (Ayoko, O. et al, 2012)

p. 71 p.72

4. (Bhatala, A. Bynum, M. et al, 2011)

p.206 p.203-207 p. 201

5. (Geister, S., Hertel, G. et al, 2005)

p.75 p.72

6 .

(Kanawattanach

ai, P., Yoo, Y. et

al, 2002)

p.190-193 p.190

7. (Lin, C., Liu, Y.

et al, 2008)

p. 1037-1039 p. 1037


CONCEPTS àSources↓

Concept AEffective communication is essential for managing conflict within global virtual teams

Concept BProject managers must establish trust among team members early

Concept CWhen conflict arises, it is up to the project manager to determine the best method available for handling the conflict quickly to keep the project on time, within scope and within budget

Concept DConflict is caused by many factors despite the team’s proximity to one and another.

Concept EConflict in global virtual teams is common and is the typical cause of project failure

8. (Massey,

Montoya-Weiss

& Song, 2001)

p.1251-1252

9. (Mykytyn,

Seetharaman, &

Souren, 2004)

p.274, p.275

10. (Pazos, 2012) p.404 p. 404, p.409 p. 403


Appendix B: Source Analysis Table (Week 5)

In-text Citation Formatting1st Appearance(Author, Year)

Subsequent Appearances(AAuthor et al., Year) if different

Analysis and Evaluation of SourceTitle of the Source: Include the full title of the source. Main Findings: Describe the most important results of the author’s research. Research Approach- Explain how the author(s) collected and analyzed the data for their paper and how they made sure it was not biased.Reliability: Briefly explain how you know the article and the authors are credible Application or Use: Briefly recap how the important part of the article fits into your research.

(Ahuja,Kirkeby,Sarker,&

Sarker, 2011)

Title of the Source: The Role of Communication and Trust in Global Virtual Teams: A Social Network PerspectiveMain Findings: • Communication and trust within the virtual team setting is invaluable.

Establishing trust and effective communication can be difficult but it is not impossible nor is it without reward.

• Social network approach is more valuable by applying network approaches to conflict resolution

Research Approach- Scientific study and analysisReliability: All authors are at the top of their fields and hold positions of esteem. They have each contributed to several other articles and have been cited numerous times for their work on this studyApplication or Use: Offers potential best practices for mitigating conflict within virtual teams.

(Antonucci, Y. et

al, 2007)

Title of the Source: Creating and Sustaining Trust in Virtual TeamsMain Findings:• Trust in virtual teams is built upon different factors than within teams who work

in person.• Ability, Integrity, and Benevolence are three characteristics that build trust

within virtual teams.• Guide for managers on how to develop trust and sustain it through the project’s

life cycleResearch Approach:Analysis of prior researchReliability: The authors have independently published several articles and are respected within their fields of study and practice. They focus exclusively on virtual teams. Application or Use: Good examples of best practices for project managers to consider when leading virtual teams. This article breaks down techniques for building trust and has practical examples for team leaders to consider. Limited use within my paper but good point of general reference.


(Ayoko, O. et al,

2012)

Title of the Source: The Role of Communication and Trust in Global Virtual TeamsMain Findings:• Focuses on emotional triggers of conflict within global virtual teams• emotional regulation and feedback seeking behaviors are employed to manage

conflict within those same teamsResearch Approach: Qualitative studyReliability: very relaible- multi-award-winning study. Authors are all accomplished within their fields and nations. Application or Use: limited use but provides another angle for project managers to consider when managing global virtual teams- emotion and its impact on teams regardless of where they are in proximity to one and another.

(Bhatala, A.

Bynum, M. et al,

2011)

Title of the Source: Exploring the Communication Breakdown in Global Virtual TeamsMain Findings:• Identifies the types of activities that lead to typical communication breakdown

among GVTs• Identifies five distinct areas of breakdown• Trust, interpersonal relations, cultural differences, leadership and technologyResearch Approach: Series of interviews with actual global virtual teams within the high-tech industry with analysis and recommendationsReliability:All authors are very accomplished and leaders at their academic institution or private business. Application or Use: Real world application of research findings are offered to project managers and leaders. This gives a framework of what not to do and how to overcome circumstances when they do arise. Limited use within my paper but the content corroborates other studies and gives more weight to my overall recommendations for best practices for project managers to consider.

(Geister, S.,

Hertel, G. et al,

2005)

Title of the Source: Managing Virtual Teams: A Review of Current Empirical ResearchMain Findings:• Common motivators are important•Management style impacts project success• effective communication is essential• creating experiences of interdependence within the team is necessary to

stimulate a sense of shared goals and ownership of project deliverables

Research Approach: Scientific study with 36 participants in several cyclesReliability: Older study but bare-bones findings that held light on the fundamentals of global virtual teams. The authors have conducted several studies and reference similar studies when their findings were flat. Application or Use: helps lay the groundwork for the summary of my paper. Wraps up several key concepts- limited use but important all the same.


(Kanawattanach

ai, P., Yoo, Y. et

al, 2002)

Title of the Source: Dynamic Nature of Trust in Virtual TeamsMain Findings:• Examine the nature of trust as it relates to GVT. • High and low performing teams were studied• high performing teams were better able to establish trust and achieve project

goals.• Low performing teams started with the same level of trust in both genitive and

affective dimensions. However, they struggled to maintain those levels of trust.• GVT relied more on cognitive trust• findings provide better insight into the dynamic nature of cognition and affect-

based trust over time.Research Approach: Controlled scientific studyReliability: High level of reliability. Researchers are accomplished, well published authors within the fields of cognition and its relationship to trust and group dynamics.Application or Use: Help to focus and slightly change the structure of my paper. Trust is vital to the success of global virtual teams. This study helps me illustrate its impact and importance on project success.

(Lin, C., Liu, Y. et

al, 2008)

Title of the Source: A Model to Develop Effective Virtual TeamsMain Findings:• the factors that determine the effectiveness of virtual teams are still ambiguous• social dimension factors must be addressed for project success• communication is vital to success• how the teams are created is vital to the team’s overall successResearch Approach: Research design that included meta-analysis of the literature, a field experiment and surveyReliability: Multi-national study where the researchers used sound scientific method to determine how to develop virtual teams. Application or Use: limited use. Will use this in my paper during my discussion of best practices and mention the main point: How teams are built is just as important as how teams are managed.

(Massey,

Montoya-Weiss

& Song, 2001)

Title of the Source: Getting it Together: Temporal Coordination and Conflict Management in Global Virtual Teams

Main Findings: • Temporal coordination is a moderating factor for project success and mitigating

conflict

Research Approach- Large scientific study designed to limit the temporal coordination presence or absenceReliability: All three authors are accomplished within their fields and have positions of high esteemApplication or Use: I suspect one of the largest delays in conflict management among virtual teams is their relative distance and their access to communications in a timely manner. This study proposes a solution to the temporal displacement issue and offers some best practices for project managers to consider.


(Mykytyn,

Seetharaman, &

Souren, 2004)

Title of the Source: An Empirical Investigation of Collaborative Conflict Management Style in Group Support-Based Global Virtual Teams

Main Findings: • Collaborative conflict management style was positively related to performance• Group diversity was found to have a moderating influence between

collaborative style and group performance• Process to motivate different team members may differ depending on their

orientation

Research Approach- Volunteer participants in scientific study participated in a task integrated into group support software.Reliability: The authors have several articles to each of their credit and have been cited in several other academic reviews. Their findings are also supported by several follow up studies.Application or Use: Offering solutions and best practices for project managers who are part of global virtual teams. No one approach may be perfect for every situation; therefore, it is vital to seek several sound and tested approaches to dealing with conflict.

(Pazos, 2012) Title of the Source: Conflict Management and Effectiveness in Virtual TeamsMain Findings: •Commitment to team goals is significant• teams that are more active in preventing and solving their conflicts are more

bonded and more successful•Use of effective conflict management can and does make teams more effective.Research Approach- Exploration, observation, evaluation and analysisReliability: The author is very accomplished and has been cited several times since the publication of this study. Application or Use: Illustrating a method by which project managers may choose to mange conflict within his or her virtual team. This study sheds light on the value of integrated problem solving and communication that is clear, and concise among the entire team.


Appendix C: Revision Plan (Week 7)

Based upon the feedback from the class, I focused my revisions of the literature

on four primary areas: the elimination of a less related finding, adding more relatable

examples to better illustrate suggestions for conflict management, adding the use of the

PMBOK guide as a citable source to better illustrate the core competencies discovered

through research and finally, to add more discussion around the second- most commonly

found suggestion from my research. By eliminating the odd-ball suggestion and

tightening up the support for the remaining areas of focus, the literature review became

more substantial and fluid for the reader. It now builds on each point and works together

to more effectively answer the research question.


Appendix D: Self-Reflection (optional, ungraded)

Reflecting on the Last Eight Weeks

Introduction

PRM611 has been an adventure in being concise, clear, and supported when it comes to

writing. I have made significant progress during my time in the class and feel like the structure

taught will be beneficial as I continued my academic and professional careers. In preparation for

this assignment, I reviewed projects from weeks one and two. In both weeks, my work was at

times vague and relied on the reader to have previous knowledge of the subject at hand. As I’ve

progressed through this course, I’ve learned to pair down my words to only those that directly

convey my most important thoughts and ideas. I am certain my journey towards clear, critical

thinking expressed through writing is ongoing. My foundation for exploration and learning is

based upon the lessons learned in PRM611.

Significant Progress During My Tenure in PRM611

Since entering PRM611, I have had to be more direct and pay closer attention to my word

choices when writing. While my writing has always been strong, my writing has not always

been concise. I often times make things unintentionally laborious for the reader. Additionally, I

have had little occasion to write in a manner that reports research or synthesizes new ideas based

upon materials and other’s documented thoughts and work. By far, the most helpful tool I’ve

acquired in PRM611 is the ability to ask critical questions and then challenge myself to find the

answers, expected or not, to those questions within peer-reviewed literature and research. By

applying these skills to my professional life, I will be better positioned to write more meaningful

and mutually beneficial business proposals and correspondences.


Contributions of Structure from PRM611

The coursework of PRM611 built consistently throughout the term. The lessons

demonstrated and the fact that each week relates to both the previous week and the following

week’s assignments make the course’s impact on my technique and thought process more

substantial. While the course provides a clear road map of expectations and guides each of the

participants easily through the curriculum, I didn’t realize the synergies until almost week five. I

knew I would be expected to build on two distinct projects; however, the components failed to

come together to form a bigger picture until slightly past the half-way point. It was like one of

Oprah’s “ah-huh moments” when I was working on the develop structure assignment and

playing with the features of Screencast-o-matic. Week five proved pivotal for me as I began to

see how the overall structure of the course built to provide each of us a process by which we

could either produce academic or business-professional materials. In addition to realizing the

structural benefit of the class during week five, I also began to find real and meaningful help

from my peers within the discussion board. Perhaps we had all reached our comfort level with

one another and were more open to collegial suggestions? I’m not sure exactly why week five

was as substantial as it was for me, but as a result, I was better able to meet the requirements of

the class and was more open to suggestions from others.

Conclusion

Finding clear, meaningful ways to express ideas through writing is often difficult.

However, I have made great strides as I’ve progressed through PRM611. The structure of the

class has helped illustrate methods to better organize my thoughts, research, and presentations.

Additionally, the course has helped me better express my ideas with my peers through weekly


discussion posts and comments. As a result of this course, the last eight weeks of study, I am

better positioned for success in my academic and professional lives.

End of Portfolio

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