ProjectManagement8 ManagingProjectConflict Week8 QWhyislearningaboutconflictmanagementrelevant ATohelpdevelopandfacilitateleadership teambuilding performancemanagement andconflictmanagementskillsinanITenvironment Requiredreading Darling J Walker W 2001 Effectiveconflictmanagement LeadershipandOrganizationDevelopmentJournal 22 5 230 242 RetrievedFebruary10 2006from http faculty business utsa edu dwalz Classes S2003PhD Articles 5CMISQ 20Barki 202001 pdfRecommendedreading Cadle Yeates 2004 Ch23 NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress 4 NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress 4 Conflictisaformofrelatingorinteractingwherewefindourselves eitherasindividualsorgroups undersomesortofperceivedthreattoourpersonalorcollectivegoals Thesegoalsareusuallytodowithourinterpersonalwants Theseperceivedthreatsmaybeeitherrealorimagined Condliffe 1991 p3 Conflict SourcesofConflict Bisno ProjectSourcesofConflict Thamhain Wilemon SourcesofConflict Bisno BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergence Bisno sSourcesofConflict Condliffe 1991 p6 SourcesofConflict Bisno BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergence SourcesofConflict Bisno BiosocialPersonalityandinteractionalStructuralCulturalandideologicalConvergence ProjectSourcesofConflict Thamhain Wilemon ProjectschedulesProjectprioritiesWorkforce Nicholas 2001 p519 Nicholas 2001 p519 ComponentsofConflict Values ideasandfeelingsaboutrightandwrong difficulttoresolve ComponentsofConflict Interests thingsthatmotivateeg managersandworkershavedifferentinterests ComponentsofConflict Emotional feelingsthataccompanyhumaninteractionseg anger fear reject andloss ComponentsofConflict Emotional feelingsthataccompanyhumaninteractionseg anger fear reject andlossInterests thingsthatmotivateeg managersandworkershavedifferentinterestsValues ideasandfeelingsaboutrightandwrong difficulttoresolve ComponentsofConflict Whenyouhavetodealwithconflicttackletheemotionalissuesfirstthenaddressvaluesandinterests Consequencesofconflict GoodConsequencesofConflict increasedcreativity Itforcespeopletoclarifytheirviews Itcanproduceconstructivesocialchange Itgivespeopletheopportunitytotesttheircapacities developmentofgroupandorganizationcohesion BadConsequencesofConflict Violence breakdownofrelationships polarizationofviewsintostaticpositions Abreakdownofcollaborativeventures destructionofcommunication Groupthink Groupthinkisatendencyforstrongconformitypressureswithingroupstoleadtothebreakdownofcriticalthinkingandencourageprematureacceptanceofquestionabledecisions Groupthink Lackofconflictisasignofoverconformity Itisunhealthywhenthereisnoconflict Youneeddiversityofopinion Consequencesofconflict 3 3 NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress ConflictHandlingStylesAvoidingCompromiseCompetitionAccommodationCollaboration Whichconflicthandlingstylewillyouuse Whichconflicthandlingstylewillyouuse ProjectManagersmayhaveapreferredstyleformanagingconflict Whichconflicthandlingstylewillyouuse ProjectManagersmayhaveapreferredstyleformanagingconflictYoushouldusedifferentstylesdependingontheproblem andgettherebyusingyourabilitytoreadsituation avoiding accommodation competition compromise collaboration Characteristicsignoringconflictsandhopingthey llgoawayputtingproblemsunderconsiderationoronholduseofsecrecytoavoidconfrontationappealtobureaucraticrules Avoiding WhentouseTrivial small unimportantissuenoperceivedchanceofresolutionToallowacooldownperiodToallowotherstoresolvethesituation Characteristicsnegotiationlookingfordealsandtrade offsfindingsatisfactoryoracceptablesolutions Whentousegoalsareimportant butnotwortheffortopponentswithequalpowerarecommittedtomutuallyexclusivegoalsachievetemporarysettlementstoissuesarriveatsolutionsundertimepressureback uptocollaborationorcompetition Compromise Characteristicscreatewin losesituationsuseofpowerplaysforcingsubmission Whentousequick decisiveactionisvital veryimportantunpopularactionseg costcuttingissuesarevitaltocompanywelfareagainstpeoplewhotakeadvantageofnon competitivebehavior Competition Characteristicsgivingwaysubmissionandfulfillment Whentousefindyouarewrongissuesmoreimportanttoothersthanyourselfmaintaincooperationbuildsocialcreditsforlateronminimizelossharmonyandstabilityareimportantallowteammemberstolearnfromtheirmistakes Accommodation Characteristicsproblem solvingcarriagetackledifferencessharingideasandinformationseeingproblemsandconflictsaschallenges Whentousefindanintegrativesolutionwhenbothsetsofconcernsareimportantobjectiveistolearn Collaboration 2MethodsforResolvingConflictinateamRoleClarificationTechnique RAT IntergroupConflictResolution RoleClarificationTechnique RAT Thisisasystematicprocedurewhichinvolvesallteammembersunderstandingtherequirementsoftheirofownandeveryoneelse sposition dutiesandexpectationsYou llneedtoclarifyrolesforteamandindividuals forexampleviaquestionnaires orforprojectteams RAMmatrices IntergroupConflictResolutionEachgroupshouldpreparelistofwhattheywouldliketheothergroupstostartdoing stopdoing andcontinuetodo Thislistnarrowshescopeofthedisputeandmakesiteasiertoworkonthecoreproblems 2 2 NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress WhatisaGrievance Agrievanceisanybehaviouroractionofanothermemberormembersofateam whichhasorislikelytohaveanunreasonablenegativeimpactontheabilityofateammembertoundertaketheirduties MostgrievancesareneverraisedwithmanagementWhy Lackoftrust Ourcomplaintsaretrivialized Noactiongetstaken Theyonlytakedefensiveaction Whatyoushoulddo ListenDiscussPlan 1 1 NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStress Stress WhatisStress Apatternofemotionalstatesandphysiologicalreactionsoccurringinsituationswhereindividualsperceivethreatstotheirimportantgoalsthattheyfeelunabletomeet Greenberg Baron 1993 p257 EffectsofStressPhysicalillnessLackofsleepReductionintaskperformancePoorqualitydecisionmaking CausesofStressinProjects LonghoursTightschedulesTransientworkforceHighrisksWorkoverloadRoleuncertaintySocialrelations AStressSurvey Howmanyoftheseforyouinthelastyear Greenberg Baron 1993 p238 StressManagement 1 OrganizationalLevel 2 IndividualLevel StressManagementattheOrganizationalLevelsettingreasonableworkplansandschedulesdelegatingresponsibilityandincreasingindependenceclarifyingresponsibilities authority andperformancecriteriaclarifyinggoals procedures anddecisioncriteriagivingconsiderationandsupportinleadership StressManagementfortheIndividualstressmanagementprogramrelaxationtrainingdiversionsfromwork relatedproblems Review Conflictistheoppositionofpeopleorforcesthatdevelopsintoanaggressivestateoraction SourcesofITprojectconflictincludes schedules prioritiesandworkforceissues Conflictcanbegoodandbad Conflicthandlingstylesinclude avoiding compromise competition accommodation andcollaboration Grieva