Use at least two articles on handling project conflict management. In this paper, identify the different styles you found in your research, and compare and contrast each style. Identify either low, medium, or high concerns for self and concern for others

Conduct research using the CSU Online Library, and find at least two articles on handling project conflict management. In your paper, identify the different styles you found in your research, and compare and contrast each style. Identify either low, medium, or high for concern for self and concern for others in your paper. Also, include a synopsis of each article to include when appropriate for projects (see exhibit 13.11).

Use APA format and cite your work. Your paper should be at least three pages in length and will include a title and reference page which are not included in the page count.

Sources of Project Conflict

Some conflict on projects is useful; other conflict is destructive. Conflict over ideas on how to proceed with a project can lead to more creative approaches. Conflict over how to complete a project with a tight schedule can also be positive. Competition for ideas on how to best handle a project activity has the potential for generating more innovative and successful approaches and can be highly stimulating work. However, when conflict becomes personal, it can often become negative. These types of conflict need to be handled with care. A few typical sources of project conflict are shown in Exhibit 13.10. Generally, it is better to deal with conflict on projects promptly—or even proactively. Conflicts do not get better with time! This is especially true for projects with significant pressure to stay on schedule or on budget (in other words, many projects). Virtually all studies determine that relationship conflict can be detrimental to project team success. When people spend time and emotional energy arguing, they have less energy to work on the project.

Exhibit 13.10.

RELATIONSHIP SOURCES	TASK SOURCES
Roles and responsibilities	Stakeholder expectations
Lack of commitment	Unique project demands
Communications failure	Money and other resources
Different personalities	Technical approach
Stakeholder relationships	Priorities
Personal motives of participants	Differing goals of stakeholders
Energy and motivation	Task interdependencies
Next project assignment	Schedule
Individual rewards	Risks

Also, when people have personal conflicts to the point where they really do not like each other, they often feel less committed to the project and to their team. Task conflict is a bit more complicated. A certain amount of task conflict can encourage people to consider alternative approaches and to better justify decisions. Up to that point, task conflict can be useful. However, beyond a certain point, when people spend a great deal of time arguing over task-type issues, it still takes away from the project team’s progress and camaraderie. The timing of task conflict can also make a difference on whether it helps or hurts the project. The best times to discuss different options are during the initiating stage, when high-level approaches are being decided, and during the planning stage, when more detailed decisions are being made. However, once the plans are made, a project team needs to be a bit more careful because prolonged discussions during the executing periods of the project can lead to schedule slippage and cost overruns.

Conflict Resolution Process and Styles

Once a project manager realizes a conflict exists, if it is a task conflict, he or she tries to utilize it to develop a better solution. If it is a relationship conflict, he or she tries to resolve it before it escalates. A project manager can use the six-step project conflict resolution process, making sure to pay attention both to the tasks and relationships needed at each step. Six-Step Project Conflict Resolution Process

1. Understand the conflict.

2. Agree on conflict resolution goals.

3. Identify causes of the conflict.

4. Identify potential solutions for the conflict.

5. Pick the desired conflict solution.

6. Implement the chosen solution.

First, what are the signs of the conflict? Is it specific to a certain stage in the project? Does each party in the conflict understand it the same way? If not, ask clarifying questions, summarize how the other person has stated the problem, and confirm that you have a common understanding. Next, ensure that all parties agree on what a successful conflict resolution would be. While there are often conflicting goals on projects, all stakeholders typically want useful deliverables on time and on budget. Use the project goals as a basis for what the solution needs to cover. Many conflicts have multiple causes, such as those shown in Exhibit 13.10. Identify potential causes and then verify which cause(s) are actually contributing to the conflict. The next step is to identify potential solutions to the conflict. This is clearly a time where creativity and trust are helpful. The fifth step is deciding how to resolve the conflict. There are five general styles for resolving project conflict, as depicted in Exhibit 13.11. The collaborative style is preferred for important decisions that require both parties to actively support the final decision. However, collaboration requires both parties to develop trust in each other and frequently takes longer than the other styles. Therefore, each style has its place in dealing with project conflicts. The final step is to implement the chosen solution. For a major conflict, this could be almost like a mini-project plan with activities identified and responsibility assigned. It is vital to include communication of the solution to all concerned parties.

13.11 STYLES OF HANDLING PROJECT CONFLICT

STYLE	CONCERN FOR SELF	CONCERN FOR OTHERS	WHEN APPROPRIATE FOR PROJECTS
Forcing/Competing	High	Low	Only when quick decision is necessary, we are sure we are right, and buy-in from others is not needed
Withdrawing/ Avoiding	Low	Low	Only when conflict is minor, there is no chance to win, or it is helpful to secure needed information or let tempers cool
Smoothing/ Accommodating	Low	High	Only when we know we are wrong, it is more important to other party, or we are after something bigger later
Compromising	Medium	Medium	Only when an agreement is unlikely, both sides have equal power, and each is willing to get part of what they want without taking more time
Collaborating/ Problem Solving	High	High	Whenever there is enough time, trust can be established, the issue is important to both sides, and buy-in is needed