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Transcript of Module 3 Session 3.5 Visual 1 Module 3 Building the Team Session 3.5 Conflict Management: Managing...
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 ObjectivesWhen 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 communicationLOW
HI
Intensity
Module 3 Session 3.5 Visual 4
Is Conflict in Organizations Good or Bad?
School of Thought Viewpoint
Management Action
Traditional View Conflict is bad Prevent
HR View(Human Relations)
Conflict is natural
Resolve
“Tool View” Can be goodor 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 LittleAcceptable
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 theLife CycleTop Three Conflicts Over the Life Cycle
Priorities
Procedures
Schedules
Priorities
Schedules
Procedures
Schedules
Technical
Human Resources
Schedule
HumanResources
Personality
Formation Buildup Main 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 RecommendationsLife Cycle Phase Source Recommendations
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 Phase Source Recommendations
Main program Schedules
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 Phase Source Recommendations
Main program Manpower
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 andmanpower
• 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 ResponseInitiation
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 ResponseInitiation
Start
ResponseInitiation
conceptualization 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
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 preservationof 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 Power Project Management Tools and TechniquesReward
Coercive
Referent
Expert
Legitimate
Information
Persuasion
Connection
Bonuses
Personnel appraisal
Lunches, social events, team building
Technical knowledge
Top management support/Projectmanager’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 conflicton 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