Conflict can be defined as "an expressed struggle between interdependent parties over goals which they perceive as incompatible or resources which they perceive to be insufficient" (Hocker & Wilmot, 2001). Another author, Rothwell (2004), defines conflict as “the expressed struggle of interconnected parties who perceive incompatible goals and interference from each other in attaining those goals” (p. 286).

This week's readings and discussions have you examine the notion of destructive versus constructive conflict, styles of conflict (collaborating, accommodating, compromising, avoiding, and competing), and potential cultural influences. You need to understand all of these topics thoroughly and be able to use them in the remaining weeks of the course.

Conflict can be positive (constructive) and can help the group achieve it's goals without harming the relationships between the members of the group. Destructive conflict, on the other hand, is negative and not only harms the relationships between group members, but also challenges the group's effectiveness toward reaching the group goal(s).

The collaboration conflict style is usually the most productive at resolving conflict, because it can meet both individual (relationships) and group (task) goals. However, it requires good communication skills and the time and effort of group members.

Certain situations might require the use of different conflict styles, and an effective group leader will understand when it is appropriate to use a particular approach, and how to do it.

Conflict often arises in virtual groups. What factors might contribute to this conflict? Anonymity? Asynchronous communication? Lack of nonverbal cues? Other? Have you observed conflict in any virtual group? How are you planning to manage conflict within your current PMAN team?

The PMBOK Guide includes conflict management as one of the tools & techniques under "Develop Team" (Section 9.4) and “Manage Team Team” (Section 9.5). One of the responsibilities of the project manager is to develop the project team and create an environment that ensures project success. Developing a high performing project team by "using open and effective communications" and "managing conflicts in a constructive manner" (PMI, 2017, p. 336).

Additionally, other interpersonal skills used in developing/managing project teams include:

· Negotiation

· Leadership

· Providing challenging assignments, and

· Recognition for high performance

Methods for reducing the amount of conflict on projects include the use of:

· Team ground rules

· Group norms

· Role definition, and

· Communication planning

Be sure your team incorporates some or all of the above methods to prevent or resolve conflict in your team’s GCCM Plan.

Selecting an appropriate conflict style(s) and sound project management practices are important in reducing conflict, but sometimes additional conflict management strategies are needed to resolve conflict. Conflict resolution approaches might include using one or more of the following:

· A-E-I-O-U (Wisinski, 1993)

· Negotiation

· Mediation

· Arbitration

Using the readings, and a search of these approaches, will help you better understand when and how to use each of these strategies to resolve conflict. Your team should incorporate appropriate conflict management strategies into your GCCM Plan.

Destructive conflict can damage the cohesiveness of a group. A cohesive group of committed, interactive, supportive, productive, and satisfied members is important to the group achieving its goals. Consider the following to ensure your group remains a cohesive one:

· Establish a group identity and traditions

· Emphasize teamwork

· Recognize and reward contributions

· Respect group members

Which of these methods can be used by your virtual PMAN 638 team to improve group cohesion and, therefore, member satisfaction? In your team’s meeting this week, discuss how you have used and/or could use these strategies to strengthen your group’s cohesiveness. Should any of them be included in your GCCM Plan?

While it is important to have a cohesive group, you do not want members to feel so pressured to conform that they succumb to groupthink. Groupthink decisions avoid conflict, but are not the best possible decisions the group could make.

When making group decisions or problem-solving, you should actively think about ways to prevent groupthink. Here are a few suggestions found in the weekly readings.

· Have more than one group member work on the same problem independently (individual brainstorming)

· Ask questions, offer reasons for positions, and demand justifications

· Follow a formal decision-making procedure that encourages differing points of view and discussion of ideas

· Discuss potential negative consequences of any decision

· Before finalizing, give members a second chance to express doubts