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‘Could we survive the battle?!’ Conflicts and Conflict Management in PM’

Southampton

Business School

MANG6311 PM – People & Organizations

Week 9 - Lecture

Dr Ramesh Vahidi [email protected]

30 Nov 2021

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Could You See Any Potentials for Conflict?

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1. How do you perceive conflict

and react in conflicts?

https://vevox.app/#/m/138916020

1) Don’t like it at all. Avoid at any price.

2) Don’t like it. Avoid as far as I could but

rarely react.

3) Sometimes is part of the life. Often react

or even get involved.

4) Like conflicts and always ready to react

and get involved.

5) I have a different opinion.

https://vevox.app/#/m/138916020

Aim

To provide the necessary Backgrounds, Concepts,

and Tools for:

- Identifying and analysing conflicts in project environments,

- Understanding the key approaches to coping with, managing and taking advantage of them!

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Conflict in Project

Environments

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What is ‘Conflict’?

“… a clash between hostile or opposing elements or ideas. It can range from a mild disagreement to a win- lose, emotion-packed confrontation.” (Gardiner, 2005, p.218)

“It refers to any situation in which there are incompatible goals, thoughts or emotions within or between individuals or groups.” (Verma, 1996, p.87)

“Conflict is a process that begins when you perceive that someone has frustrated or is about to frustrate a major concern of yours.” (Pinto, 2019, p.243)

Perception not always Fact (Remember: weaknesses, strengths, Belbin, communication, diversity, ….?) Not a state but a process (dynamic) Causes might change or vanish over time, though conflict might still remain!

Not even happened yet!

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Potential Factors Contributing to Disagreements

Socio- Economic

Status Geograph

ical Location

Physical strength

Ethnicity

Gender

… Religion

Language

Potential Dimensions of Diversity in Project

Teams

Educational Backgrounds

Generation

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https://www.youtube.com/watch?v=Bq_xYSOZrgU

Are you biased? I am | Kristen Pressner | TEDxBasel

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https://www.youtube.com/watch?v=Bq_xYSOZrgU

• Overall, how comfortable are you with working in a diverse team?

• Easiest dimension to cope with? ……

• Hardest dimension to cope with? ……

• Any dimension you cannot tolerate?

• How others deal with this compared to you?

Give these more thought:

• Anything I would like to change about myself to tolerate more?!

• What are the benefits/issues if you change?

• Could I learn from someone else?

1 2 3 4 5 Socio-

Economi c Status Geographical

Locatio n

Physical strengt

Ethnicity

Gender

…

Religion

Langua ge

Potential Dimensions of Diversity in Project

Teams

Educational Backgrounds

Generation

Personal Reflection: Score Yourself on Diversity Tolerance

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Concepts for

Identifying &

Analysing

Conflicts

Categories, Causes, Levels 11MANG6311©RameshVahidi2021-22

Categories and Causes of Conflict

Major Categories

Associated with …

Goal-oriented

Differences in/ interpretations of/ disagreements on: Objectives, results, outcomes, time horizons, scope, performance specifications and criteria, priorities/sequences, … (W Questions!)

Administrative/ Structural

Level of support in/ disagreements on/ vagueness of: Philosophies, hierarchies, level of controls, management structures, role uncertainty, differentiation, …

Interpersonal

Differences in/ misunderstandings of/ mismatch of: Work style, values, ethics, personalities, egos, communication skills/styles, role incompatibility, … And ‘Faulty attributions’

Pinto (2013) and Verma (1996)

Matrix Org.

Matrix Org./Larg

e Prjs

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Conflict Sources during Project Life Cycle (PLC)

Administrative procedures

Cost/Budget

Human Resources

Personality

Priorities

Schedules

*Some researches try to ‘rank’ these for each phase of the PLC (examples: Thamhain and Wilemon, 1975; Posner, 1986, both cited in Verma, 1996, pp.107-9 and Pinto, 2013, p.218).

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Levels of Conflict

Interpersonal ConflictIntrapersonal Conflict

Intragroup Conflict Intergroup Conflict

Verma (1996)

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2. Could you think of the

potential reasons for these levels

of conflict to become related or

interrelated?

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Management

of Conflict

in Projects

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Significance of Conflict Management in PM

An inevitable part of a project manager’s (PM’s) job and one of the most important skills of a PM. (Verma, 1996; Gradiner, 2005)

PM’s success in team management “often depends a great deal on their ability to resolve conflict” (PMI, 2008, p.239).

Over 20% of a PM’s time is spent on dealing with conflicts! (Verma, 1996, p.113; Pinto, 2019)

Critically thinking: Does 20% seem: realistic, optimistic or pessimistic?

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What is Conflict Management?

“Conflict management involves intervention by top

management or project managers (depending upon

the intensity and nature of conflict) to stimulate or

decrease the level of conflict between the parties

involved.” (Verma, 1996, p.)

* Are these or should these be ONLY the managers’ responsibilities

* Could these be EVEYRONE’s responsibility

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Traditional View

(Late 19s - mid-1940s)

- Bad;

- Impact: Always negative;

- Performance: Decreases as conflict increases;

Behavioural/Contemporary View

(Late 1940s - 1970s)

- Natural and inevitable;

- Impact: May be positive or negative (how is it handled?);

- Performance: Increases to a certain level; declines if conflict increases or is left unresolved.

Interactionist

(Newest perspective)

- Necessary;

- Impact: An appropriate level keeps projects self- critical, viable, creative, and innovative;

- Performance: conflict is necessary to increase performance- Avoid

- Suppress - Manage

- Stimulate - Encourage

Perspectives on Conflict

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Potential Values of Conflict (depending how it is handled …)

Positive Aspects Negative Aspects

• Diffuses more serious conflicts. (like a safety valve!)

• Can lead to more hostility and aggression.

• Fosters change and creativity. • Desire to ‘win’, blocks exploration of new opportunities.

• Enhances communication if both parties are committed to mutual gain.

• Inhibits communication; relevant information never shared.

• Increases performance, energy, and group cohesion.

• Causes stress; creates an unproductive atmosphere.

• Balances power and influences if collaborative problem solving techniques are emphasized.

• May cause loss of status or position or power when both parties take it as a contest of wills and strive for a win- lose outcome.

• Clarifies issues and goals. • Real issues overlooked as positions become confused with personalities.

X

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1. Remember of a conflict within

a team you were part of. Could

you suggest at least one benefit

or what you learned from that

conflict?

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Handling

Goal-

Oriented and

Structural

Conflicts Conflict Management Styles, Strategies,

Resolutions and Stimulation 23MANG6311©RameshVahidi2021-22

Some Key Points

Personal (Individual & Groups)

Goal- Oriented

Structural

Before Analysing and Managing conflict

consider that:

• Categories are highly interrelated;

• Causes might fall within more than one

category so difficult to draw a clear

borderline;

• Terminologies might slightly differ;

• Dynamic: Proportions might change

depending on … → So needs continuous

monitoring, assessment, action …

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Handling Goal-Oriented Conflicts

• Formulating strategic plans;

• Developing master plans;

• Collaborative & participative planning;

• WBS, PBS, CBS, etc.

• Communicating these with all affected

or to be affected stakeholders

Specifically important for

large projects &

programmes like integrated

software system for a large

industry

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Handling Structural Conflict

• Procedural Changes

• Personnel changes

• Authority changes

• Layout changes (separation or integration)

• Resources changes

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4. Think of a conflict within a

team you were part of. Could you

now think of one or two things

that could have helped you in

better handling the situation?

https://vevox.app/#/m/138916020

Handling

Personal

(Human-

related)

Conflicts

Conflict Management Styles, Strategies, Resolutions and Stimulation 28MANG6311©RameshVahidi2021-22

Conflict Management Strategies

Thomas-Kilmann Model (1976, cited in Verma, 1996, p.121) & Rahim (2001, cited in Gardiner, 2005, p.219)

• Forcing

• Majority Rule (not always #) • Collaborating

• Confronting

• Consensus

• Accommodating• Avoiding

Compromise

Desire

Satisfy

Oneself

Desire to Satisfy OthersLow

High

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Styles of Conflict Resolution

Filley’s and Blake & Morton Models (cited in Verma, 1996, p.123)

Personal

Goal

RelationshipLow

High

Medium

Win-Lose Integrative

Yield-LoseLose-Leave

Compromising

Forcing Collaborating,

Confronting,

Problem Solving

Smoothing Withdrawing

Compromise

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5. Which one of these

strategies/styles have you been

using most in conflicts so far?

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Conflict Management Strategies - Forcing

Verma (1996, p.123) & Gardiner (2005, p.219)

Use Force When/to:

For sure you are right (?!); emergency (do or

die); important situations/high stakes; you are

stronger (?!); gain status or demonstrate

position power; acceptance is unimportant.

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Conflict Management Strategies - Avoidance

Verma (1996, p.123)

Use Avoidance When/to:

You cannot win/stakes are low; stakes are

high but you are not ready; unnerve your

opponent; gain time; discourage your

opponent; maintaining neutrality or

reputation; problem goes by itself.

Conflict Management Strategies - Accommodation

Verma (1996, p.123)

Use Accommodation (Smoothing) When/to:

Reach an overarching goal; create obligation

for a future trade-off; stakes are low and

liability limited; maintain harmony, peace and

goodwill; any solution will be adequate; losing

is unavoidable; gain time.

Conflict Management Strategies

Thomas-Kilmann Model (1976, cited in Verma, 1996, p.121) & Rahim (2001, cited in Gardiner, 2005, p.219)

Compromise when/if:

Desire

Satisfy

Oneself

Desire to Satisfy OthersLow

High

Need temporary solutions to

complex issues; not sure if you’re

right; maintain relationship;

backup if collaboration fails; both

parties need to win/can’t win or

don’t have time to win; other

party as strong as you.

Conflict Management Strategies - Collaboration

Verma (1996, p.123)

Use Collaboration When/to:

You get at least what you want or more;

reduce overall project costs; gaining

commitment/creating a common power base;

enough time/complementary skills; prevent

using other methods; maintain future

relationships; there is mutual trust/respect/

confidence.

Further Examples/Notes from Real Projects

Seeking low-conflict and long-term business? Ensure ‘Fair

Play’/’Ethical Play’!;

Maintain Personal and Professional ‘Respect’; (little careless words → long-term consequences!)

Contribution: Evaluation vs. Measurement (specially in teams);

Admit/Communicate Strength/Weaknesses!;

• Collect enough data • Is the data reliable? • Communicate effectively • Recognize the context, backgrounds, situations, history, etc. • Don’t judge at this stage! Don’t make it personal.

Acknowledge Conflict

Establish Common Ground or Shared Goals

Separate Problems and People

Explore Alternatives

Evaluate Alternatives

Select and Implement Alternatives

Step 1 Problem

Definition

Step 2 Problem Analysis

Step 3 Select Best Alternative

• Don’t judge based on hearing just from one or few sides!

• Don’t take sides based on first impressions, instincts, limited/unreliable data…

• Any potential for hidden agendas?

Consider long- and mid-term consequences besides the short terms ones.

Problem solving/ Confronting) Approach

Time for

Conflict?!

Potential Need for Conflict Stimulation

‘Yes People’

Too much or too many of

any of these?

Resistance to change

Peace & cooperation regardless of

the price!

No sensitivity to key

compromises

Lack of creativity and

new ideas

Reluctance to admit

mistakes

…

Stimulating Conflict!

• Accept conflict as desirable on certain occasions;

• Restructure the project organization;

• Introduce programmes designed to increase competition;

• Introduce programmed conflict!;

• Bring new individuals into an existing structure.

A Deep & Comprehensive Conflict Analysis and Management Plan …

Identifies and links conflict and conflict management issues to the other

PM knowledge areas or other topics you have studied so far or will study.

For example: linking the ‘Potential Values of Conflict’ to Tuckman &

Jensen’s Model, stakeholder management, BELBIN Roles, change/strategic

management, etc.

Positive Aspects Negative Aspects

• What were the positive

aspects in the context of

team building stages?

• What were the negative

aspects in the context of

team building stages?

Forming Storming

Assess Your Learnings of This Lecture

By active participation in the lecture and following up with background studies you

are expected to be able to:

Describe the main sources/causes of conflict;

Reflectively analyse your self-tolerance for potential sources of conflict;

Describe and justify the approaches/styles/strategies of dealing with conflicts;

Demonstrate an ability in analytical and critical review of conflicts and their

handling in a real project case;

Ultimately demonstrate abilities in applying the theories in your real teamwork!

• How long we stay in every stage?

• Can we avoid the storming stage?

• Will we survive the storming stage?

• Will we pass every stage just once?

• Does the process worth it?!! 44

Revisit these Questions about T & J Model with your knowledge of

Conflict?

References and Some Further Readings

Gardiner, P. (2005) Project Management – A strategic Planning Approach. Palgrave. (*Parts of Chapter 8)

Pinto, J. (2019) Project Management Achieving Competitive Advantage. 9th ed. Pearson. (*Parts of Chapter 6) (Chapter available online as course collection)

PMI (2008) A Guide to the Project Management Body of Knowledge (PMBOK Guide). 4rd ed.

Verma, V. (1996) Human Resources Skills for the Project Manager. Book Series: The Human Aspects of Project Management. Vol. II. Project Management Institute. (Chapters 3 and 4) (Chapter 4 will soon be available online as course collection)

Verma, V. (1996) Conflict Management. From The Project Management Institute Project Management Handbook, Ed: Jeffrey Pinto. 1998. (http://www.iei.liu.se/pie/teio12/allmanna_filer/1.171778/conflManagementVerma.pdf)

Vijay Verma Website: http://www.verma.ca/index.html

* Parts of the chapters are specifically assigned to Conflict and Conflict Management but reading the rest of the chapter will help you to put the discussions in a better context and will relate them to the authors’ other discussions. 45MANG6311©RameshVahidi2021-22

http://www.iei.liu.se/pie/teio12/allmanna_filer/1.171778/conflManagementVerma.pdf

http://www.verma.ca/index.html