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1、Project Management 8. Managing Project Conflict,3,3,Nature of Conflict Responding to Conflict Handling Grievances Emotional Stress,Conflict Handling Styles Avoiding Compromise Competition Accommodation Collaboration,Which conflict handling style will you use?,Which conflict handling style will you u
2、se? Project Managers may have a preferred style for managing conflict,Which conflict handling style will you use? Project Managers may have a preferred style for managing conflict You should use different styles depending on the problem and get there by using your ability to read situation,avoiding,
3、accommodation,competition,compromise,collaboration,Characteristics ignoring conflicts and hoping theyll go away putting problems under consideration or on hold use of secrecy to avoid confrontation appeal to bureaucratic rules,Avoiding,When to use Trivial, small/unimportant issue no perceived chance
4、 of resolution To allow a cool down period To allow others to resolve the situation,Characteristics negotiation looking for deals and trade-offs finding satisfactory or acceptable solutions,When to use goals are important, but not worth effort opponents with equal power are committed to mutually exc
5、lusive goals achieve temporary settlements to issues arrive at solutions under time pressure back-up to collaboration or competition,Compromise,Characteristics create win-lose situations use of power plays forcing submission,When to use quick, decisive action is vital, very important unpopular actio
6、ns eg. cost cutting issues are vital to company welfare against people who take advantage of non-competitive behavior,Competition,Characteristics giving way submission and fulfillment,When to use find you are wrong issues more important to others than yourself maintain cooperation build social credi
7、ts for later on minimize loss harmony and stability are important allow team members to learn from their mistakes,Accommodation,Characteristics problem-solving carriage tackle differences sharing ideas and information seeing problems and conflicts as challenges,When to use find an integrative soluti
8、on when both sets of concerns are important objective is to learn,Collaboration,2 Methods for Resolving Conflict in a team Role Clarification Technique (RAT) Intergroup Conflict Resolution,Role Clarification Technique (RAT) This is a systematic procedure which involves all team members understanding
9、 the requirements of their of own and everyone elses position, duties and expectations Youll need to clarify roles for team and individuals; for example via questionnaires (or for project teams - RAM matrices!),Intergroup Conflict Resolution Each group should prepare list of what they would like the
10、 other groups to start doing, stop doing, and continue to do. This list narrows he scope of the dispute and makes it easier to work on the core problems.,2,2,Nature of Conflict Responding to Conflict Handling Grievances Emotional Stress,What is a Grievance?,A grievance is any behaviour or action of
11、another member or members of a team, which has or is likely to have an unreasonable negative impact on the ability of a team member to undertake their duties,Most grievances are never raised with management Why?,Lack of trust,Our complaints are trivialized,No action gets taken!,They only take defens
12、ive action,What you should do?,Listen Discuss Plan,1,1,Nature of Conflict Responding to Conflict Handling Grievances Emotional Stress,Stress,What is Stress? A pattern of emotional states and physiological reactions occurring in situations where individuals perceive threats to their important goals t
13、hat they feel unable to meet (Greenberg & Baron, 1993, p257).,Effects of Stress Physical illness Lack of sleep Reduction in task performance Poor quality decision making,Causes of Stress in Projects,Long hours Tight schedules Transient work force High risks Work overload Role uncertainty Social rela
14、tions,A Stress Survey,How many of these for you in the last year?,(Greenberg & Baron, 1993, p238),Stress Management,1. Organizational Level,2. Individual Level,Stress Management at the Organizational Level setting reasonable work plans and schedules delegating responsibility and increasing independe
15、nce clarifying responsibilities, authority, and performance criteria clarifying goals, procedures, and decision criteria giving consideration and support in leadership,Stress Management for the Individual stress management program relaxation training diversions from work-related problems,Review,Conf
16、lict is the opposition of people or forces that develops into an aggressive state or action. Sources of IT project conflict includes; schedules, priorities and workforce issues. Conflict can be good and bad. Conflict handling styles include; avoiding, compromise, competition, accommodation, and coll
17、aboration. Grievance handling strategies include; listen, discuss, and plan. Not dealing with grievances can be harmful to projects. Work environment improvements and reducing stress is essential to a teams health and the success of the project.,References,Condliffe, P. (1991). Conflict management A
18、 practical guide. Collingwood, Vic.: RMIT. Greenberg, J. & Baron, R. (1993). Behavior in organizations (4th ed.). Syd., NSW: Allyn and Bacon. Nicholas, J. (2001). Project management for business technology Principles and practice (2nd ed.). Upper Saddle River, N.J.: Prentice-Hall.,Photo credits,Heli
19、co,assbach,_uncommon,bootload,James Gordon,orionoir,Steve9091,Destinys Agent,Karthik Sudhir,bfick,kodama,BryonRealey,Photos come care of Flickr, CC and generous community members. Most photo credits are in the notes section of the page itself. Some are below.,BetterP,Title page pic care of Helico & CC Flickr,