Conflict Resolution in Project Management - Revision history

PhantomWorks: /* Effective Team Building */

2019-03-06T13:13:33Z

Effective Team Building

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	===Effective Team Building===		===Effective Team Building===
	At the early stages of project forming, it is crucial to form well-structured teams and to ensure that the members of these function ideally both professionally and personally<ref name="DeJanasz"/>. This can be achieved by setting clear objectives, attempting to develop common goals and guidelines and streamlining expectations. Many companies offer courses on effective team building, and many larger corporations handle such matters internally in Human Ressources-departments. This is covered in greater detail in ''Managing groups for high performance'' ~~(I really need to figure out how to reference and link stuff in this silly format - it's on the 2018 article list)~~.		At the early stages of project forming, it is crucial to form well-structured teams and to ensure that the members of these function ideally both professionally and personally<ref name="DeJanasz"/>. This can be achieved by setting clear objectives, attempting to develop common goals and guidelines and streamlining expectations. Many companies offer courses on effective team building, and many larger corporations handle such matters internally in Human Ressources-departments. This is covered in greater detail in ''Managing groups for high performance''.

	=== Conflict Management Training===		=== Conflict Management Training===

PhantomWorks: /* Limitations */

2019-03-04T22:59:03Z

Limitations

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	==Limitations==		==Limitations==

	As have been stated more than once conflicts and their origin is a complex matter. As such conflict management is a complex matter. This article merely touches upon some of the views on modern conflict management, but many more exist. This article should not be considered as an extensive body of knowledge but merely a guideline or framework for the aspiring mediator. It must also be stressed that some situations are so dire that they require professionally trained mediators to be properly handled and managed.½		As have been stated more than once conflicts and their origin is a complex matter. As such conflict management is a complex matter. This article merely touches upon some of the views on modern conflict management, but many more exist. This article should not be considered as an extensive body of knowledge but merely a guideline or framework for the aspiring mediator. It must also be stressed that some situations are so dire that they require professionally trained mediators to be properly handled and managed.

	==Annotated Bibliography==		==Annotated Bibliography==

PhantomWorks: /* Case Studies */

2019-03-04T22:56:07Z

Case Studies

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	On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.		On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.

			==Limitations==

			As have been stated more than once conflicts and their origin is a complex matter. As such conflict management is a complex matter. This article merely touches upon some of the views on modern conflict management, but many more exist. This article should not be considered as an extensive body of knowledge but merely a guideline or framework for the aspiring mediator. It must also be stressed that some situations are so dire that they require professionally trained mediators to be properly handled and managed.½

	==Annotated Bibliography==		==Annotated Bibliography==

PhantomWorks: /* Mediation */

2019-03-04T22:53:49Z

Mediation

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	; Step 1 - Define the issue		; Step 1 - Define the issue
			: It can be difficult to ascertain the specific issue causing a conflict when multiple parties are involved. Thus it is crucial to do so before moving forward with the process.

	; Step 2 - Define the parties		; Step 2 - Define the parties
			: When multiple parties are involved it may not be all parties that possess a central role to the conflict. The mediator must define which parties are the most relevant in order to facilitate an effective mediation.

	; Step 3 - Get the parties to the table		; Step 3 - Get the parties to the table
			: The mediator must ensure that all relevant parties participate in the meeting and that they all have the same amount of information going in, in order to level the playing field. Invitations to meetings should enclose all participants and should someone opt not to take part it falls upon the mediator to convince the party to do so.

	; Step 4 - Help the parties define their problems		; Step 4 - Help the parties define their problems
			: The parties should all present how they define their problems. They should not use foul language, directed at each other's person, however, and the mediator must ensure that this does not happen. Simultaneously she must make sure that no one party withdraws from the meeting and does not participate. Lastly, no one party should be pointed out as a scapegoat by the others.

	; Step 5 - Brainstorm options		; Step 5 - Brainstorm options
			: This step should allow every participating member to make suggestions on how to solve the situation at hand. It is not permitted to interrupt or to criticize suggestions at this ideation stage. The mediator may ultimately want to propose a secret vote to see which suggestion is deemed the most attractive.

	; Step 6 - Test options against interest and modify if necessary		; Step 6 - Test options against interest and modify if necessary
			: This is the step where the top ideas from step 5 made be subjected to constructive criticism. Blatant negativity is not allowed as it does not aid in the process, and all member's feelings and thoughts should be taken into consideration, in an attempt to reach the optimal solution.

	; Step 7 - Finalize an action plan		; Step 7 - Finalize an action plan
			: A detailed action plan on how to progress after the meeting should, similar to the case with only two parties, be specified in writing. The action plan should be specific and detailed.

	; Step 8 - Ask for commitment.		; Step 8 - Ask for commitment.
			: The last task for the mediator in this setting is to ensure that all parties are willing to commit to the action plan agreed upon. The parties should be asked directly and silence or nodding should not be accepted as sufficient confirmation; it must be an outspoken commitment.

	As a team conflict is more complex than conflict among fewer individuals so is the process of mediating this conflict. This falls outside the ~~range and~~ scope of this ~~topic,~~ and ~~should~~ be ~~addressed~~ in a separate article.		As a team conflict is more complex than conflict among fewer individuals so is the process of mediating this conflict. This means that the steps in the above may be expanded upon greatly. This, however, falls outside the scope of this article and may be covered in a separate article if a higher level of detail is desired.

	==Prevention of Conflict==		==Prevention of Conflict==

PhantomWorks: /* Continuous Mediation */

2019-03-04T22:40:16Z

Continuous Mediation

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	On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.		On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.

	~~====Continuous Mediation====~~

	==Annotated Bibliography==		==Annotated Bibliography==

PhantomWorks: /* Mediation */

2019-03-04T22:36:39Z

Mediation

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	===Mediation===		===Mediation===
	Mediation can be considered to be acting as a third party, to help the parties involved in conflict obtain a result that satisfies both themselves and the company's interests<ref name="Dana"/>.		Mediation can be considered to be acting as a third party, to help the parties involved in conflict obtain a result that satisfies both themselves and the company's interests<ref name="Dana"/><ref name="Proksch"/>.
	The method can be broken into several steps, in order to explain it more simply. The following is, to a large extent, wholly based on the work of Daniel Dana<ref name="Dana"/>.		The method can be broken into several steps, in order to explain it more simply. The following is, to a large extent, wholly based on the work of Daniel Dana<ref name="Dana"/>.

PhantomWorks: /* Insights Personality Tests */

2019-03-04T22:35:31Z

Insights Personality Tests

← Older revision		Revision as of 22:35, 4 March 2019
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	On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.		On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.

	====~~Insights Personality Tests~~ ====		====Continuous Mediation====

	==Annotated Bibliography==		==Annotated Bibliography==

PhantomWorks: /* Case Studies */

2019-03-04T22:33:02Z

Case Studies

← Older revision		Revision as of 22:33, 4 March 2019
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	On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.		On a smaller scale, the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping personality traits, and the results have since been presented on each individual's desk, ensuring that it is clearly illustrated which traits the person identifies with allowing for more precise communication between personnel.

			====Insights Personality Tests ====

	==Annotated Bibliography==		==Annotated Bibliography==

PhantomWorks: /* Mediation */

2019-03-04T22:32:02Z

Mediation

@@ Line 113: / Line 113: @@
 ; Step 4.2 - Following up
-: At the end of the meeting the mediator should set a time for a follow-up meeting, to ensure that the parties are moving in the correct direction regarding their conflict, and that progress is being made and the deal being upheld.
+: At the end of the meeting the mediator should set a time for a follow-up meeting, to ensure that the parties are moving in the correct direction regarding their conflict, and that progress is being made and the deal is being upheld.
 ==Prevention of Conflict==

PhantomWorks: /* Mediation */

2019-03-04T22:23:09Z

Mediation

← Older revision		Revision as of 22:23, 4 March 2019
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	* The business problem at hand, that must be solved. In a professional setting, the objectives of the company must be maintained.		* The business problem at hand, that must be solved. In a professional setting, the objectives of the company must be maintained.
	* Explain the details of a future three-way meeting. The mediator does not reach a solution for the parties, and this must often be explained in detail.		* Explain the details of a future three-way meeting. The mediator does not reach a solution for the parties, and this must often be explained in detail.
	* Make sure, that the parties ~~intent~~ to participate in the three-way meeting.		* Make sure, that the parties intend to participate in the three-way meeting.

	;Step 3 - Plan the context		; Step 3 - Plan the context
	: The mediator must carefully plan out the surroundings, timing, and scheduling of the event, as well as all participants, to ensure the best possible setting for reaching a positive result.		: The mediator must carefully plan out the surroundings, timing, and scheduling of the event, as well as all participants, to ensure the best possible setting for reaching a positive result.

			; Step 4 - Hold the three-way meeting
			: During this meeting, the mediator is in charge of keeping the meeting on track. When participants deviate from the task at hand, it falls upon the mediator to guide the conversation back to the central matter. The mediator may also choose to use tactics such as ''conciliatory gestures'' to emphasize the positive, the involved parties have expressed about each other, in order to sustain a positive mood in the meeting <ref name="Dana"/>. Lastly, the mediator must at times simply wait; that is, not suggest solutions or try to dig deeper into the conversation or similar. It is the involved parties that must reach a solution, not the mediator.

			; Step 4.1 - Making a deal
			: When the participants are ready a deal should be struck among them. It falls upon the mediator to ensure that the deal is fair and balanced. Often it must also be very specific so as to ensure that further conflict does not arise from this new deal. It must also be taken down in writing.

			; Step 4.2 - Following up
			: At the end of the meeting the mediator should set a time for a follow-up meeting, to ensure that the parties are moving in the correct direction regarding their conflict, and that progress is being made and the deal being upheld.

	==Prevention of Conflict==		==Prevention of Conflict==