Module 3 Session 3.5 Visual 1 Module 3 Building the Team Session 3.5 Conflict Management: Managing Conflict

Module 3 Session 3.5 Visual 2 Instructional Objectives When the session is over the learners will be able to: 1.Define conflict, conflict management, conflict resolution, and confrontation 2.List at least three typical sources of conflict in a project 3.Describe the dynamics of conflict 4.Distinguish between positive and negative forms of conflict on a project 5.Compare the advantages and disadvantages of at least three different approaches to managing conflict 6.Use collaboration (problem solving) as a strategy for conflict management

Module 3 Session 3.5 Visual 3 Conflict A disagreement between two or more people Sources  Goals  Interests  Perceptions  Values  Misunderstanding  Poor communication LOW HI Intensity

Module 3 Session 3.5 Visual 4 Is Conflict in Organizations Good or Bad? School of ThoughtViewpoint Management Action Traditional ViewConflict is badPrevent HR View (Human Relations) Conflict is natural Resolve “Tool View” Can be good or bad Manage

Module 3 Session 3.5 Visual 5 Traditional View Conflict is dysfunctional:  Lengthened (delayed) decision making  Extensive documentation  Poor cooperation  Lack of commitment  Gamesmanship  Instability or Chaos  Emotionalism

Module 3 Session 3.5 Visual 6 HR View (Human Relations)  Conf lict is natural  Substantive issues  Personality  Misunderstandings  Management resolves conf lict so organization can run smoothly

Module 3 Session 3.5 Visual 7 Conflict as a “Tool”  Conf lict can be good or bad  Stimulates change  Generates energy, activity, and interest  Stimulates interest  Promotes internal group cohesion  Lessens tension between team members  Conf lict must be managed

Module 3 Session 3.5 Visual 8 The Zone of “Acceptable” Conflict Too Much Conflict Too Little Acceptable Monitor Type and Amount

Module 3 Session 3.5 Visual 9 Managers Can Cause Good and Bad Conflict  To encourage positive conflict  Encourage competition  Maintain an “open” climate  To encourage negative conflict  Postpone or vacillate on decisions  Attack subordinates  Apply policy inconsistently

Module 3 Session 3.5 Visual 10 Locations of Conflict Between:  Functional departments and project (especially in a matrix organization)  Project team members  Project team members and project manager  Project manager and senior management  Project and stakeholders

Module 3 Session 3.5 Visual 11 Research: Sources of Conflict 1. Ambiguous jurisdictions 2. Conflict of interest 3. Communications barriers 4. Dependence 5. Differentiation in organization 6. Need for consensus 7. Unresolved prior conflicts Source: Filley (1975)

Module 3 Session 3.5 Visual 12 Research: Sources of Conflict (continued) 1. Schedule 2. Priorities 3. Human resources (manpower) 4. Technical opinions 5. Administrative procedures 6. Cost 7. Personality Note: The relative ranking may be different in different types of projects Source: Wilemon and Thamhain Studies (1975)

Module 3 Session 3.5 Visual 13 Research: Conflict Over the Life Cycle Top Three Conflicts Over the Life Cycle Priorities Procedures Schedules Priorities Schedules Procedures Schedules Technical Human Resources Schedule Human Resources Personality FormationBuildupMain Phaseout Source: Wilemon and Thamhain Studies (1975)

Module 3 Session 3.5 Visual 14 Thought Problem  How could you use Thamhain and Wilemon’s research to minimize dysfunctional conflict on a project?

Module 3 Session 3.5 Visual 15 Major Conflict Sources and Recommendations Life Cycle Phase SourceRecommendations Project formation Priorities Procedures Schedules Buildup phase Priorities Schedules Procedures Clearly defined plans. Joint decision making and/or consultation with affected parties. Develop detailed administrative operating procedures to be followed in conduct of project. Secure approval from key administrators. Develop statement of understanding or charter. Develop schedule commitments in advance of actual project commencement. Provide effective feedback to support areas on forecasted project plans and needs via status review sessions. Schedule work breakdown packages in cooperation with functional groups. Contingency planning on key administrative issues.

Module 3 Session 3.5 Visual 16 Life Cycle PhaseSourceRecommendations Main programSchedules Technical Continually monitor work in progress. Communicate results to affected parties. Forecast problems and consider alternatives. Identify potential "trouble spots" needing closer surveillance. Early resolution of technical problems. Communication of schedule and budget restraints to technical personnel. Emphasize adequate, early technical testing. Facilitate early agreement on final designs. Major Conflict Sources & Recommendations (continued)

Module 3 Session 3.5 Visual 17 Life Cycle PhaseSourceRecommendations Main programManpower Schedules Forecast and communicate manpower requirements early. Establish manpower requirements and priorities with functional and staff groups. Close schedule monitoring in project life cycle. Consider reallocation of human resources to critical project areas prone to schedule slippage. Attain prompt resolution of technical issues, which may impact schedules. Phaseout Personality and manpower Develop plans for reallocation of human resources upon project completion. Maintain harmonious working relationships with project team and support groups. Try to loosen up “high-stress” environment. Major Conflict Sources & Recommendations (continued)

Module 3 Session 3.5 Visual 18 Conflict Cycle How perceive and define? seriousness intent How feel about? How decide to respond? conceptualization Initiation Response Initiation Start conceptualization

Module 3 Session 3.5 Visual 19 What Influences Conceptualization  Personalization Is conflict taken personally? Can we understand others’ points of view?  Root Cause Analysis Is the conflict perceived in terms of surface issues or underlying concerns?  Available Alternatives Are options and consequences understood? Onion

Module 3 Session 3.5 Visual 20 Thought Problem How might you break the conflict cycle? conceptualization Initiation Response Initiation Start Response Initiation conceptualization

Module 3 Session 3.5 Visual 21 Breaking the Conflict Cycle  See other person’s viewpoint  Acknowledge underlying issues  Know what (viable) alternatives are available

Module 3 Session 3.5 Visual 22 How to Deal with Conflict 1. Withdrawal (Avoidance) 2. Forcing (Dominance) 3. Accommodation (Smoothing over) Low Relationship Orientation 5. Collaboration (Problem solving) High 4. Compromise (Negotiation) Low Task Orientation Source: Blake and Mouton 1964

Module 3 Session 3.5 Visual 23 Thought Problem  Which approaches are likely to produce only temporary solutions?

Module 3 Session 3.5 Visual 24 Conflict Management Modes  Withdrawal  Forcing  Smoothing over  Compromise  Collaboration “temporary” solutions “real” solutions

Module 3 Session 3.5 Visual 25 Conflict Management Modes 1. Withdrawal (Avoidance) Appropriate to use when: - An issue is relatively unimportant - It is not the appropriate time to address the issue - A cooling-off period is needed - More time is needed to prepare a strategy 2. Forcing (Dominance) - Feelings of win/lose if dominated party feels bullied - When immediate action is needed 3. Accommodation (Smoothing Over) - When short-term preservation of relationship is more important than resolving a problem - When cooling-off period is needed to prepare a more effective strategy - Is not appropriate when an issue is important

Module 3 Session 3.5 Visual 26 Conflict Management Modes (continued) 4. Compromise (Negotiation) - Sometimes all parties feel that they have lost more than they have gained - When all sides have enough leeway to give up part of their positions - Appropriate when there is a lack of trust 5. Collaboration (Problem Solving) - Engage in mutual problem solving - When there is enough time, mutual trust, and commitment to finding a solution - Less suitable when fast decision making is required or when trust and problem-solving experience is lacking

Module 3 Session 3.5 Visual 27 Options Reflect Available Social Power Forms of PowerProject Management Tools and Techniques Reward Coercive Referent Expert Legitimate Information Persuasion Connection Bonuses Personnel appraisal Lunches, social events, team building Technical knowledge Top management support/Project manager’s charter Plans/Meetings Meetings Meetings/Startup workshop

Module 3 Session 3.5 Visual 28 Summary  Conflict = disagreement between two or more people  Process = initiating, perceiving, feeling, responding  Schedules and priorities top 2 sources of conflict on a project  Views on conflict have changed over time  Today: manage conflicts  Collaboration generally best approach to conflict resolution

Module 3 Session 3.5 Visual 29 Elements of Conflict Cycle  Initiating Conditions  Perceptions  Emotions  Responses  Outcomes Summary (continued)

Module 3 Session 3.5 Visual 30 Module 3 Building the Team Session 3.5 Conflict Management: Confronting Conflict with a Collaborative Strategy

Module 3 Session 3.5 Visual 31 Confronting a Problem  Acknowledge that a conflict exists  Actively try to resolve the conflict  Is opposite of withdrawing or smoothing over  May occur in anticipation of a conflict situation  May occur as part of a resolution process  Don’t attack a person (group)

Module 3 Session 3.5 Visual 32 Key Sources of Conflict  Project priorities  Schedules  Human resource availability  Personality  Low frequency  Difficult to resolve

Module 3 Session 3.5 Visual 33 The Conflict “Onion”  Conflict that is ignored or treated superficially tends to grow and to take new forms  Peel away layers to get a core issue like an onion  Early intervention is best! Onion

Module 3 Session 3.5 Visual 34 The Collaborative Approach  Parties work together  Use problem-solving strategy  Seek a mutually satisfying solution (win/win)

Module 3 Session 3.5 Visual 35 Using a Collaborative Approach 2 Phases: A. Preparation phase (Based on Cohen and Bradford’s Exchange Model) B. Confrontation and problem-solving phase  Active listening  Negotiation

Module 3 Session 3.5 Visual 36 Using a Collaborative Approach (continued) A. Preparation Phase (Based on Cohen and Bradford’s Exchange Model) 1.Assume other is a potential ally. 2.Clarify your goals and priorities and the source of your concern. 3.Diagnose ally’s world: goals, concerns, needs, motivations. 4.Diagnose your relationship with ally. 5.Initiate a meeting with the appropriate person to discuss the problem that concerns you.

Module 3 Session 3.5 Visual 37 Using a Collaborative Approach (continued) B. Confrontation and Problem-Solving Phase 6.Listen to the other person’s concerns. 7.Focus on the problem or issue, not the person. 8.Check your understanding by paraphrasing the other person’s position. 9.Describe the problem or issue in terms of its effect on your group’s performance. 10.Mutually discuss alternative solutions to the problem and identify the alternative most satisfying to both of you. 11.Repeat the process until the core issue is resolved.

Module 3 Session 3.5 Visual 38 Using a Collaborative Approach: Assumptions  Courage  Willingness to overcome obstacles  Flexibility and willingness to change  Knowledge and skills  Trust and a positive attitude  Cultural support: local culture must be considered

Module 3 Session 3.5 Visual 39 Flexibility and Willingness to Change Collaboration requires people to change their thinking:  Conditions and situation  Perceptions  Attitudes  Problem definition  Available solutions

Module 3 Session 3.5 Visual 40 The Role of a Mediator  What a mediator does  When to use a mediator  Who should mediate?

Module 3 Session 3.5 Visual 41 Summary  Collaborative confrontation recommended  Collaboration seeks to produce win / win solutions  Collaboration= A. Preparation + B. Problem-Solving Meeting  Use mediator if conflict is:  emotionally charged  complex  long lasting