Conflict Resolution in Project Management

Revision as of 17:28, 25 February 2019

Disclaimer

I'm aware that this article isn't complete at all, and as I am yet to figure out how on earth to properly format this, I haven't entered refenreces yet, either. It will be updated over the weekend, so maaaaaybe don't go through it until sunday, please?

Abstract

Conflicts are unavoidable in projects, as conflicts with others is considered part of human nature. While it is unavoidable it is however of great importance to minimize conflict in projects, as they may lead to delays, improper work and poor results, increased cost etc. When properly handled, conflicts can however lead to improved involvement and cohesion as well as clarification of key issues and values. A project manager should thus posess skills in identifying conflict, apporaching and managing conflict as well as creating an environment, that aims to reduce conflicts.

Sources of conflict may come from areas as different as poor communication, differences in values or limited ressources. As there is no one origin, there can be no one solution, i.e. no one-size-fits-all. Hence the manager must possess knowledge of different ways to handle conflict, and know when to tackle conflict and when not to.

The Importance of Conflict Management

Conflict is unavoidable in human nature, and as all projects involve human interaction conflict is bound to arise. This is not necessarily a negative scenario, as conflict may lead to positive results if managed correctly . The benefits are both personal and professional, where the ones most relevant to project management may be ones such as:^{[1] [2]}

• Increased involvement and coesion.
• Increased innovation and creativity.
• Clarification of key issues and values.
• Better decision making.
• Greater productivity

Malmanaged colfict may however prove destructive, as it can lead to a series of negative results, such as: ^{[1] [3]}

• Unclear view on responsibilities.
• Lack of efficiency.
• Lost work time.
• Lowered motivation.
• Bad decision making.
• Healt costs.
• Lost employees.

The two final points may effect not only the singular project but the organisation as a whole. The long-term stress following an unresolved conflict can lead to sick leave which is expensive for the company, or the stress may ultimately result in the employee leaving the company for good stumping productivity and adding expenses for refilling the position.

Even from this short list, that ignores the more personal aspects of conflict, it appears evident that proper conflict management is crucial.

Sources of Conflict

Conflict Management Strategies

Avoiding

As the name suggest this strategy centers on avoiding or withdrawing from conflict. This strategy may be chosen when the issues at hand are trivial or of minor importance. The thought i that the issues may pass on their own, that time is needed to be properly prepared or that others may be better suited to solve the matter. Avoidance is a dangerous strategy as the issues, if left unresolved, may resurface at a later time if not dealt with in a fitting matter.

Accommodating

Compromising

Competing

Collaborating

Pros and cons to each strategy

Prevention of Conflict

As stated previously conflict can, when handled properly, benefit the project in various ways, but might have dire consequences as well. As such, it is of equal importance to attempt to minimize grounds for conflict. This is to a large extend done through preemptive measures, some of which are listed below.

Effective Team Building

(De Janasz) 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 profesionally and personally. 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 coorporations 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).

Conflict Management Training

(De Janasz) While efforts can be put forth to lessen the risk of conflict, it cannot be prevented that some conflict will arise. Thus there is benefit to be found, in training not only managers but also the staff involved in the projects on ways to manage conflict. Among other things, it may allow personnel to identify potential conflict at earlier stages and adressing it prior to it becoming a concern. I may also allow staff to handle conflict constructively and solve prolems in collaborations, when they inevitably arise.

Mapping Personality Traits

Multiple companies use various systems to identify and map out personality traits, in order to improver understanding of the individuals characteristics, and how this may effect communication with others. One of these systems is Insights.

Insights Personality Tests

Insights personality tests is based on the work of Dr. Jung, who proposed that our personalities are made up of two traits, Introversion and Extroversion, as well as four functions, Thinking, Feeling, Sensation and Intuition. (https://www.insights.com/media/1169/insights-discovery-validating-the-system.pdf) Based on the results from the personality test participants will be ranked in four groups; Fiery Red, Sunshine Yellow, Earth Green and Cool Blue. Typically one or two traits will be dominant and dictate the preferred style of thinking and working, while the remaining are less defining of the individuals personality. In short, the four dominant traits are as follows: (http://www.inside-inspiration.com.au/insights-discovery/insights-colour-energies.html)

Fiery Red

People in the Fiery Red-category are high-energy extroverts and oriented towards action. They approach others with authority and emmit a desire for power and control.

Sunshine Yellow

Sunshine Yellow indicates extroversion and friendlyness. People in this category are focused on positivity and human relations, and approach their surroundings with a desire for sociability.

Earth Green

Value and depth in human relations are key points for a person in this category. They want to be considered a reliable ressource. They value democratic relations and radiate a desire for understanding.

Cool Blue

Cool Blue defines introverts with a desire to understand the world around them. Written communication is preffered over oral delivery, as to maintain precision and clarity, ensuring the best base line for analysis.

Each group has strengths and weaknesses, but knowing these aid people in communicating well with each other. For instance while Fiery Red and Cool Blue have a desire for details and clarity Sunshine Yellow accepts meetings going off topic and has little interest in detail. Many more such clashes in communication exist, and knowing how to approach a peer may greatly reduce the risk of conflict. (https://aaps.ubc.ca/insights-learning-system-personality-type-communication-tips)

It should be noted, that Insights® maintains strict control over their material, why only very few valid sources on the methods and personality types are available, and no scientific research on the application of methods have been located.

Case Studies

Vastly different companies and organisations have used Insights® to better certain situations. These include organisations as far apart as the national Danish Football Association (DFA) and social media networking platform LinkedIn. LinkedIn is a rapidly growing company in a global market, which meant multiple newly formed teams at all times. LinkedIn trained internal staff to work as Insights Discovery Practioners, in order to ensure that all teams have the best possible chances to succeed efficiently without conflict from the very start, and without having to rely on external labor. (https://www.insights.com/us/case-studies/)

On a smaller scale the Danish energy provider Ørsted has implemented Insights Discovery among their staff. The majority of staff participated in mapping of 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.

References

1. ↑ ^{1.0 1.1} De Janasz, S., Wood, G., Gottschalk, L., Dowd, K. and Scneider, B. (2007). Interpersonal skills in organisations. North Ryde, N.S.W.: McGraw-Hill.
2. ↑ A guide to the project management body of knowledge. (2017). 6th ed. Newtown Square, Pennsylvania, USA: Project Management Institute.
3. ↑ Caspersen, D. (2015). Changing the conversation. Penguin Books.