1. Chapter 7 Conflicts

2. Objectives Specific, not general Specific, not general Not overly complex Not overly complex Measurable, tangible, and verifiable Measurable, tangible, and verifiable Appropriate level, challenging Appropriate level, challenging Realistic and attainable Realistic and attainable Established within resource bounds Established within resource bounds Consistent with resources available or anticipated Consistent with resources available or anticipated Consistent with organizational plans, policies, and procedures Consistent with organizational plans, policies, and procedures

3. Type Of Conflicts Equipment and facilities Equipment and facilities Manpower resources Manpower resources Capital expenditures Capital expenditures Costs Costs Technical opinions and trade-offs Technical opinions and trade-offs Priorities Priorities Administrative procedures Administrative procedures Scheduling Scheduling Responsibilities Responsibilities Personality clashes Personality clashes

4. How can we relate project life cycle, conflict intensity and project success? How can we relate project life cycle, conflict intensity and project success? Life Cycle Phases Successful Projects Unsuccessful Projects Conflict Intensity

6. Linear Responsibility Chart

7. Resolution Modes Withdrawal. Retreating or withdrawing from an actual or potential disagreement. Withdrawal. Retreating or withdrawing from an actual or potential disagreement. Smoothing. De-emphasizing or avoiding areas of difference and emphasizing areas of agreement. Smoothing. De-emphasizing or avoiding areas of difference and emphasizing areas of agreement. Compromising. Bargaining and searching for solutions that bring some degree of satisfaction to the parties in a dispute. Characterized by a “give-and- take” attitude. Compromising. Bargaining and searching for solutions that bring some degree of satisfaction to the parties in a dispute. Characterized by a “give-and- take” attitude.

8. Resolution Modes (Continued) Forcing. Exerting one’s viewpoint at the potential expense of another. Often characterized by competitiveness and a win-lose situation. Forcing. Exerting one’s viewpoint at the potential expense of another. Often characterized by competitiveness and a win-lose situation. Confrontation. Facing the conflict directly, which involves a problem-solving approach whereby affected parties work through their disagreements. Confrontation. Facing the conflict directly, which involves a problem-solving approach whereby affected parties work through their disagreements.

9. The Conflict Manager Knows the organization Knows the organization Listens with understanding rather than evaluation Listens with understanding rather than evaluation Clarifies the nature of the conflict Clarifies the nature of the conflict Understands the feelings of others Understands the feelings of others Suggests the procedures for resolving differences Suggests the procedures for resolving differences Maintains relationships with disputing parties Maintains relationships with disputing parties Facilitates the communications process Facilitates the communications process Seeks resolution Seeks resolution