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Project Management8. Managing Project Conflict
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Week 8
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QWhy is learning about conflict management relevant?
ATo help develop and facilitate leadership, team building, performance
management, and conflict management skills in an IT environment
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Required reading:Darling, J., & Walker, W. (2001).Effective conflict management.
Leadership and Organization
Development Journal, 22(5), 230-
242. Retrieved February 10, 2006
from:http://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%
202001.pdf
Recommended reading:Cadle & Yeates,
2004, Ch 23.
http://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdfhttp://faculty.business.utsa.edu/dwalz/Classes/S2003PhD/Articles%5CMISQ%20Barki%202001.pdf8/3/2019 Project Management Week 8 Project Conflict
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Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
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4
Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress 4
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Conflict is a form of relating or
interacting where we find ourselves
(either as individuals or groups) under
some sort of perceived threat to our
personal or collective goals.
These goals are usually to do with our
interpersonal wants. These perceived
threats may be either real or imagined(Condliffe, 1991, p3).
Conflict
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Sources of Conflict(Bisno)
Project Sources of Conflict(Thamhain & Wilemon)
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Sources of Conflict(Bisno)
BiosocialPersonality and interactional
Structural
Cultural and ideological
Convergence
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Bisnos Sources of Conflict(Condliffe, 1991, p6)
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Sources of Conflict(Bisno)
BiosocialPersonality and interactional
Structural
Cultural and ideological
Convergence
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Sources of Conflict(Bisno)
BiosocialPersonality and interactional
Structural
Cultural and ideological
Convergence
Project Sources of Conflict(Thamhain & Wilemon)
Project schedules
Project priorities
Workforce
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(Nicholas, 2001, p519)
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(Nicholas, 2001, p519)
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Components of
Conflict
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Values: ideas and feelings about right and wrong (difficult to resolve)
Components of Conflict
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Interests: things that motivate eg. managers and workers have different
interests
Components of Conflict
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Emotional: feelings that accompany human interactions eg. anger, fear,reject, and loss
Components of Conflict
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Emotional: feelings that accompany human interactions eg. anger, fear, reject, and loss
Interests: things that motivate eg. managers and workers have different interests
Values: ideas and feelings about right and wrong (difficult to resolve)
Components of Conflict
When you have to deal with conflict
tackle the emotional issues firstthen address values and interests
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Consequences of conflict
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Good Consequencesof Conflict
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It can produce
constructive social change
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It gives people the
opportunity to test
their capacities
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development of group and
organization cohesion
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Bad Consequences ofConflict
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Violence
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breakdown of relationships
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polarization of views into static positions
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A breakdown of
collaborative ventures
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destruction of
communication
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Groupthink
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Groupthink is a tendency for strong conformity pressures within
groups to lead to the breakdown of critical thinking and encourage
premature acceptance of questionable decisions
Groupthink
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Lack of conflict is a sign of over conformity.
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It is unhealthy when there is no conflict
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You need
diversity ofopinion
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Consequences of conflict
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33
Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
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Conflict Handling StylesAvoiding
Compromise
Competition
Accommodation
Collaboration
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Which conflict handling
style will you use?
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Which conflict handling
style will you use?
Project Managers may have a preferred
style for managing conflict
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Which conflict handling
style will you use?
Project Managers may have a preferred
style for managing conflict
You should use different styles dependingon the problem and get there by using
your ability to read situation
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avoiding
accommodation
competition
compromise
collaboration
Avoiding
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Characteristics
ignoring conflicts and hopingtheyll go away
putting problems under
consideration or on hold
use of secrecy to avoid
confrontation
appeal to bureaucratic rules
Avoiding
When to use
Trivial, small/unimportant issue no perceived chance of
resolution
To allow a cool down period
To allow others to resolve the
situation
Compromise
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Characteristics
negotiation
looking for deals and
trade-offs
finding satisfactory or
acceptable solutions
When to use
goals are important, but not worth effort
opponents with equal power are committed
to mutually exclusive goals
achieve temporary settlements to issues
arrive at solutions under time pressure
back-up to collaboration or competition
Compromise
Competition
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Characteristics
create win-lose
situations
use of power plays
forcing submission
When to use
quick, decisive action is vital, very
important
unpopular actions eg. cost cutting
issues are vital to company welfare
against people who take advantage of non-
competitive behavior
Competition
Accommodation
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Characteristics
giving way
submission and
fulfillment
When to use
find you are wrong
issues more important to others than yourself
maintain cooperation
build social credits for later on
minimize loss
harmony and stability are important
allow team members to learn from their mistakes
Accommodation
Collaboration
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Characteristics
problem-solving carriage
tackle differences
sharing ideas and information
seeing problems and conflicts as
challenges
When to use
find an integrative solution when
both sets of concerns are
important
objective is to learn
2 Methods for Resolving Conflict in a team
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g
Role Clarification Technique (RAT)
Intergroup Conflict Resolution
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Role Clarification Technique (RAT)
This is a systematic procedure which involves all team members
understanding the requirements of their of own and everyoneelse's position, duties and expectations
Youll need to clarify roles for team and individuals; for example
via questionnaires (or for project teams - RAM matrices!)
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Intergroup Conflict Resolution
Each group should prepare list of what they would like the other
groups to start doing, stop doing, and continue to do.
This list narrows he scope of the dispute and makes it easier to work
on the core problems.
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22
Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
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What is a Grievance?
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A grievance is any behaviour or action of another member ormembers of a team, which has or is likely to have an unreasonable
negative impact on the ability of a team member to undertake their
duties
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Most grievances are never raised with management
Why?
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Lack of trustOur complaintsare trivialized
No actiongets taken! They only take
defensive
action
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What you should do?
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Listen
Discuss
Plan
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11
Nature of Conflict
Responding to Conflict
Handling Grievances
Emotional Stress
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Stress
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What is Stress?
A pattern of emotional states and physiological reactions occurring in
situations where individuals perceive threats to their important goals
that they feel unable to meet
(Greenberg & Baron, 1993, p257).
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Effects of Stress
Physical illness
Lack of sleep
Reduction in task performance
Poor quality decision making
Causes of Stress in Projects
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Causes of Stress in Projects
Long hoursTight schedules
Transient work forceHigh risks
Work overloadRole uncertaintySocial relations
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A Stress Survey
How many of these for you
in the last year?
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(Greenberg & Baron, 1993, p238)
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Stress Management
1. Organizational Level
2. Individual Level
Stress Management at
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Stress Management atthe Organizational
Level
setting reasonable work plansand schedules
delegating responsibility and
increasing independence
clarifying responsibilities,authority, and performance
criteria
clarifying goals, procedures, anddecision criteria
giving consideration andsupport in leadership
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Stress Managementfor the Individual
stress management program
relaxation training
diversions from work-related
problems
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Review
1. Conflict is the opposition of people or forces that develops into anaggressive state or action.
2. Sources of IT project conflict includes; schedules, priorities and
workforce issues.
3. Conflict can be good and bad.
4. Conflict handling styles include; avoiding, compromise,competition, accommodation, and collaboration.
5. Grievance handling strategies include; listen, discuss, and plan.
Not dealing with grievances can be harmful to projects.
6. Work environment improvements and reducing stress is essential
to a teams health and the success of the project.
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References
Condliffe, P. (1991). Conflict management A practical guide. Collingwood,
Vic.: RMIT.
Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd.,
NSW: Allyn and Bacon.
Nicholas, J. (2001). Project management for business technology Principles
and practice (2nd ed.). Upper Saddle River, N.J.: Prentice-Hall.
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Photo credits
Helico assbach _uncommon bootloadJames
Gordon
orionoirSteve9091 Destinys AgentKarthik
Sudhir
bfickkodama BryonReale
Photos come care of Flickr, CC and generouscommunity members.
Most photo credits are in the notes section of thepage itself. Some are below.
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