Sources of conflict
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Organizational antecedents: norms and strategies <ref name=”conflicts”> Mooney A.C., Holahan P.J., Amason A.C., Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict., (2017), Journal of Management Studies Volume 44, Issue 5, Pages 733 - 758 </ref> | Organizational antecedents: norms and strategies <ref name=”conflicts”> Mooney A.C., Holahan P.J., Amason A.C., Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict., (2017), Journal of Management Studies Volume 44, Issue 5, Pages 733 - 758 </ref> | ||
| − | As there are many different sources of conflicts, there will be | + | The intensity of conflicts for a project varies with the phases of the project's life cycle, which means various sources will vary along this life cycle <ref name=”roleconflict”> Robert E. Jones, Richard F. Deckro, The social psychology of project management conflict., (1993) European Journal of Operational Research, Volume 64, Issue 2, Pages 216-228, ISSN 0377-2217, https://doi.org/10.1016/0377-2217(93)90178-P.</ref>. As there are many different sources of conflicts, there will be multiple solutions to solve the conflicts. However, under some circumstances, conflicts can be beneficial for a project. Therefore, the project manager must understand how and when conflicts should be encouraged, while others should be resolved as quickly as possible. |
== Characteristics of conflict == | == Characteristics of conflict == | ||
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the technical complexity of the project | the technical complexity of the project | ||
internal organizational politics | internal organizational politics | ||
| − | project life cycle | + | project life cycle |
=== Type of conflicts === | === Type of conflicts === | ||
Revision as of 00:07, 14 February 2022
Contents |
Abstract
Conflicts are inevitable in projects. Conflicts can lead to decreasing team performance and have a negative effect on the project's outcome if not managed well.
Therefore, it is interesting to explore the sources of conflicts to understand better how to prevent and/or solve conflicts optimally. There is a lot of literature on conflict management and multiple theories on different reasons for conflicts to occur. This article focuses on three overall sources of conflict: team, task, and organization since these aspects seem to recur throughout the literature.
Team antecedents: size, composition, and diversity Task antecedents: complexity and scope Organizational antecedents: norms and strategies [1]
The intensity of conflicts for a project varies with the phases of the project's life cycle, which means various sources will vary along this life cycle [2]. As there are many different sources of conflicts, there will be multiple solutions to solve the conflicts. However, under some circumstances, conflicts can be beneficial for a project. Therefore, the project manager must understand how and when conflicts should be encouraged, while others should be resolved as quickly as possible.
Characteristics of conflict
Definition of conflict Are conflicts beneficial or detrimental?
Source of conflicts
Three basic sets of antecedents: team, task and organization
Role conflicts a division of authority the technical complexity of the project internal organizational politics project life cycle
Type of conflicts
Cognitive (task) conflict and affective (emotional) conflict The effects on project management and outcome
Applications
Understand the source of conflict to solve and prevent it from happening (escalating) Utilizing conflict management in practice
Limitations
A lot of theories on reasons for conflicts to occur (only elaborated few aspects) Different kinds of projects (in complexity, etc.) and organizational factors (organizational structure)
Annotated bibliography
Further reading More aspects to explore
References
- ↑ Mooney A.C., Holahan P.J., Amason A.C., Don't take it personally: Exploring cognitive conflict as a mediator of affective conflict., (2017), Journal of Management Studies Volume 44, Issue 5, Pages 733 - 758
- ↑ Robert E. Jones, Richard F. Deckro, The social psychology of project management conflict., (1993) European Journal of Operational Research, Volume 64, Issue 2, Pages 216-228, ISSN 0377-2217, https://doi.org/10.1016/0377-2217(93)90178-P.
