Mediating conflicts and controversy

Revision as of 16:50, 6 March 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.

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 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.