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Chap 7

Project managers play a crucial role as conflict managers, facilitating communication and understanding among team members with varying expertise. Effective conflict resolution strategies include confrontation, compromise, facilitation, forcing, and withdrawal, each with different outcomes. The document emphasizes the importance of behavioral excellence and managing people over technology to achieve successful project outcomes.

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16 views11 pages

Chap 7

Project managers play a crucial role as conflict managers, facilitating communication and understanding among team members with varying expertise. Effective conflict resolution strategies include confrontation, compromise, facilitation, forcing, and withdrawal, each with different outcomes. The document emphasizes the importance of behavioral excellence and managing people over technology to achieve successful project outcomes.

Uploaded by

sammush79
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Conflicts

Conflicts
• Project managers = Conflict managers
• Achieve BEHAVIORAL EXCELLENCE
WHEN RESEARCHER TALKS TO REASERCHER
THERE IS 100% UNDERSTANDING, WHEN
RESEARCHER TALKS TO MANUFACTURING
THIS IS 50% UNDERSTANDING. WHEN
RESEARCHER TALKS TO SALES THERE IS
0% UNDERSTANDING. BUT PROJECT
MANAGER TALKS TO ALL OF THEM.
– Be A situational leader
Behavioral Leadership
• Manager with strong behavioral skills :
– Work with team in decision making
– Shared decision making
– They become more manager of people
– They are not manager of technology
Robert Hershock, former VP at 3M
The trust, respect and especially communication are very, very important.
But I think that we have to keep in mind that a team leader isn’t
managing technology; he or she should be managing people. If you
manage people correctly, the people will manage the technology.
Conflicts
• Project managers = Conflict managers
• Ability to handle conflicts require an
understanding of their occurrence.
• 4 Questions to handle conflicts:
– Do the project’s objectives conflicts with the objective
of other projects currently in development
– Why do conflict occur?
– How can we resolve them?
– Is there any think we can do to anticipate and resolve
conflicts before they become serious?
Types of Conflicts
• Manpower
• Equipment & facility
• Capital expenditure
• Cost
• Technical opinion
• Admin procedures
• Scheduling Personal clashes
• Responsibilities
Conflict Resolution
• Confrontation
– Most common method
– Face conflict directly
– PM helps parties attempts to persuade each
other on solving a problem
Conflict Resolution
• Compromise
– When confrontation don’t work Compromise
– Each involved parties agrees to tradeoff or
concessions until a solutions
– Give and Take ===> Win Win solution
Conflict Resolution
• Facilitation
– Emphasis areas of agreements and de-
emphasize areas of disagreements
We have been arguing on 5 points and so far we
have reached agreement on 3. There is no
reason why we can’t agree on the last two
points
Conflict Resolution
• Force (forcing)
1. By exerting your own opinion at the expense of
other involved people.
2. Calling in project sponsor to resolve a conflict

– Results in Win-Lose outcome


Conflict Resolution
• Withdrawal
– Least used and least effective method
– PM simply withdraw from the conflict
– Leave the situation unresolved
– Conflicts in this situation often reoccur.
Path for Conflict Resolution

Project
Sponsor

Personal clashes Project Manager

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