Mediating conflicts and controversy

Revision as of 14:12, 29 April 2023

Abstract

An important part of creating a good work environment at any workplace or group project is to ensure satisfactory working conditions for all members. A large part of that creation is establishing healthy and constructive communication between all parties. To enforce these standards mediation is a strong skill for any project manager to hone. Mediation can be applied in a number of ways, which will be covered in this article. Conflict and or controversy is nearly an unavoidable occurrence in any situation where people are forced to work together from different cultures and belief systems. In situations where conflicts occur it is important to handle the issue as effortlessly and swiftly as possible before any permanent problem occur. As conflicts and controversy in project work can for example have budgeting and derailing affects on projects. Being able to deal with conflict is important as well as implementing measures to prevent conflict from arising and affecting the project. The source of conflict can vary vastly.

Understanding Conflict in Project Management

Conflict by it‘s definition is „ an active disagreement between people with opposing opinions or principles“. ^[1] In any project environment conflict is unavoidable. There is always a potential for conflict in these situations, where individuals form together to complete a task, make decisions, and work cohesively from diverse backgrounds. Three different perspectives on conflict in projects and organizations have developed over the years. The traditional view: The first one argues that conflict is bad, always detrimental, and that as conflict levels rise, performance levels decrease. Hence, conflict must always be avoided. According to this perspective, words like violence, devastation, and irrationality are directly related to conflict. From this viewpoint on conflict, it is the managers responsibility to suppress any conflict that may arise. The behavioural or contemporary view: The second perspectives argument posits that conflict is inherent in all organizations and cannot be avoided, and that its impact can be either positive or negative, depending on how it is managed. While some level of conflict can enhance performance, an escalation or lack of resolution can lead to declining performance. This perspective emphasizes accepting and rationalizing conflict. Therefore, project managers should focus on managing conflict effectively rather than suppressing or eradicating it, recognizing its potential benefits. The interactionist view: The third and final perspective contends that conflict is indispensable in enhancing performance. Unlike the second approach that merely acknowledges conflict, this perspective advocates for conflict by asserting that an excessively peaceful, amicable, and cooperative project organization may become unproductive, unresponsive to innovation and changes, and lack vitality. The approach promotes managers to sustain an optimal level of conflict that keeps projects dynamic, self-evaluative, inventive, and innovative.^[2]

Conflict in organisations can be classified into four groups. Intraorganizational conflict can be split into intrapersonal, interpersonal, intragroup, and intergroup.

• Intrapersonal conflict: The conflict referred to as intraindividual or intrapsychic conflict arises when an employee is tasked with responsibilities and duties that do not align with their skills, preferences, objectives, and principles within an organization.

• Interpersonal conflict: Dyadic conflict is another term used to describe this type of conflict, which involves disagreement or tension between two or more individuals within the same or different hierarchical levels or units within an organization. Studies focusing on conflicts between superiors and subordinates are relevant to this type of conflict.

• Intragroup conflict: Intradepartmental conflict, also referred to as intergroup conflict, arises when members within a group or between subgroups within the same group experience disagreement or tension in relation to the group's goals, tasks, procedures, and other factors. This conflict may also occur due to incompatibilities or disagreements between the leader(s) and some or all group members.

• Intergroup conflict: Interdepartmental conflict, also known as intergroup conflict, arises when two or more units or groups within an organization experience disagreement or tension. Examples of this type of conflict include conflicts between line and staff, production and marketing, and headquarters and field staffs. Another example of intergroup conflict is the conflict between labour and management.^[3]

TKI

Figure 1: Thomas-Kilmann Conflict Mode Instrument (TKI)(own figure, based on reference ^[4])

To gain a deeper understanding of conflict management in project management, it is essential to recognize not only the various types of conflicts but also the different conflict styles and preferences that individuals may exhibit. To achieve this, the Thomas-Kilmann Conflict Mode Instrument (TKI) has proven to be a valuable resource. For over 30 years, TKI has successfully aided in a variety of settings to comprehend how distinct conflict styles influence individual and group dynamics. The TKI is split into five conflict handling modes: competing, collaborating, compromising, avoiding, and accommodating. These conflict handling modes can then be asserted along a two-dimensional chart, assertiveness on the vertical axis and cooperativeness along the horizontal axis. On this chart assertiveness refers to the degree to which an individual attempts to address and meet their own concerns or needs. Cooperativeness refers to the degree to which an individual attempts to address and meet another person’s concerns or needs. The placement of the conflict handling modes can be seen on Figure 1. Competing is placed highly on the assertive axis and low on the cooperative axis, meaning that competing is assertive but not cooperative. Compromising is placed in the middle, meaning that it is neither very assertive nor cooperative. The same logic can be applied to the other three conflict handling modes. ^[4]

The Role of a Mediator in Conflict Resolution

• Define the role of a mediator
• Describe the abilities and qualities needed to be a successful mediator.
• Talk about the value of objectivity and neutrality in mediation.

The role of the mediator is to be an impartial third party, who has no authority to render binding decisions on disputes for disputants. Their role is to assist the parties involved to come to together in an open environment and reach an agreement or understanding on the conflict at hand. Mediators help open communication, assure respectful and productive communication, and help disputants understand and consider the needs of the other party. ^[5]

The role of a project manager in a team project is to establish and maintain certain behaviours from team members for optimal cooperation. The environment should be a safe, non-judgemental and contain open communication. In order to obtain these qualities a project manager should model certain behaviours. The following are desired:

Transparency: Transparency in how one thinks, makes decisions, and processes information assists others in identifying and sharing their own processes. This can include being open about one's biases.

Integrity: Integrity involves ethical and honest behaviour. To demonstrate integrity a project manager should for example demonstrate risk disclosure, communicate with transparency, and make ethical decisions. Defects and conflicts of interest should also be revealed along with always considering impacts on stakeholders, environment, and finances.

Respect: When the project manager demonstrates respect for every team member it sets the tone for the team. Respect should be shown for how people think, their skills, perspective and, abilities to perform tasks.

Positive discourse: Diverse viewpoints, techniques, and misconceptions are common in projects. Dialogue is preferable to debate because it allows for the resolution of disagreements and the discovery of solutions that all participants may accept. Debate, on the other hand, is a win-lose situation in which personal wins are valued more than finding the greatest solution to a problem.

Support: Projects can present many challenges, and providing a supportive environment can lead to a more trusting and collaborative atmosphere. Support can be demonstrated in several ways, such as encouragement, showing empathy, and listening.

Courage: Demonstrating courage by for example making suggestions, disagreeing, or trying something new supports an experimental culture and conveys to others that it is safe to be brave and try new techniques. It can be intimidating to disagree with an expert or someone with more authority or suggesting a new technique. However, if the project manager demonstrates courage it is more likely other team members will do the same.

Celebrating success: Project goals and challenges can sometimes overshadow the progress made by individual team members and the team as a whole. While work takes precedence, it is critical to acknowledge contributions such as innovation, adaptation, service to others, and development in order to keep the team motivated. ^[6]

The Mediation Process

• Describe the many steps involved in mediating conflict, as stated in the preceding response.
• Provide instances of how each stage may be used in practice.
• Talk about the difficulties and restrictions of the mediation process.

Best Practices for Mediating Conflicts in Project Management

• Provide a set of ideal techniques for resolving disputes in project management
• Talk about how using these best practices can stop conflicts from developing or getting worse.
• Provide examples of real-world projects where these best practices have been successfully used.

Annotated bibliography

Bibliography

1. ↑ Cambridge Dictionary. (n.d.). Conflict. Retrieved February 20, 2023 from https://dictionary.cambridge.org/dictionary/english/conflict
2. ↑ V. K. Verma, "Conflict management," in The Project Management Institute: Project Management Handbook, 2nd ed., R. J. Youker, Ed. Newtown Square, PA: Project Management Institute, 1998, pp. 353-364.
3. ↑ M. A. Rahim, Managing Conflict in Organizations, 3rd ed. Westport, CT, USA: Quorum Books, 2000, pp. 23-24
4. ↑ ^{4.0 4.1} Nancy A. Schaubhut, "Technical Brief for the Thomas-Kilmann Conflict Mode Instrument: Description of the Updated Normative Sample and Implications for Use," CPP, Inc., 2017.
5. ↑ C. W. Moore, The Mediation Process: Practical Strategies for Resolving Conflict, Jossey-Bass, 4th ed., 2014, pp. 31.
6. ↑ Project Management Institute, "A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 7th Edition," Project Management Institute, 2018, pp. 215-218.