Conflict in Project Management

Conflict in Project Management •

Published on December 30, 2018

‘Conflict in project management is inevitable’ (Ohlendorf, 2001:1), this is a fact which we have to admit and face. The Office of Government Commerce (2002:39) advises to ‘determine whether there are any conflicts of interest within the parties to the project’. Conflict may take many types, depending on the characters of the teammates. It will affect the project if it exceeds a certain level. The Project Management Institute, Inc., (2008:239) advises that ‘Conflict should be addressed early and usually in private, using a direct, collaborative approach’.

Holahan and Mooney (2004:1) believe that conflict can be constructive when it ‘enables teams to generate higher quality decisions’, and may become destructive when team members engage in debates that are ‘emotional and personal in nature’. If the management is not aware to the importance of the conflict and its reasons, the constructive conflict may change to be a destructive one ‘to manage conflict, teams must learn how to promote constructive conflict without triggering destructive conflict’ (Holahan & Mooney, 2004:4).

Ohlendorf (2001:1) states that ‘The cause of conflict in team projects can be related to differences in values, attitudes, needs, expectations, perceptions, resources, and personalities’. These differences are well recognized these days due to the new-open world which does not know borders. GCC countries show a real example about this mix, because they have labors and professionals from all nationalities, starting from the Far East, passing the Middle East, North and South Africa, Europe, Australia and America. This mix of nationalities, religions, races, and different styles of work has produced many types of conflicts, which need a real handling and efforts to overcome all these differences within the same team. Researches proved that ‘Managers spend 42% of their time on reaching agreement with others when conflict occurs’ (Ohlendorf, 2001:2). This proves the importance of the Conflict Management, which may become a main leader to the success or the failure of a project.

In order to manage the conflict, Myers (2009) suggests three fundamental steps: Define the Problem, Find Common Ground and Select a Solution. Through these factors we can build an atmosphere of trust which will be the base to keep the constructive conflict. If we find a solution for any question or conflict between the teammates through their collaboration and behavioral integration, constructive conflict will be ‘less likely to spiral into destructive conflict.’

(Holahan & Mooney, 2004:3).

Kerzner (2009:304) has listed five types of “Conflict Resolution Modes” as it follows:

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Confronting (or Collaborating): where both parties meet and discuss their disagreement and tend more to resolve their conflict. The attitude of this mode is a win-win situation where both parties agree to reach a mutual agreement about their conflicts.

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Compromising: where both parties agree to reach a certain degree of satisfaction. It is close to the confronting mode, or it could be a result of it. Also, this mode guides to a win-win situation.

Smoothing (or Accommodating): this approach is used to reduce the effect of conflict, emphasizing area of agreement, and de-emphasizing areas of disagreement. Usually through this mode both parties confirm what they have agreed, and try to resolve all issues which they have not yet, where both confirm that there is an area to agree.

Forcing (Competing, Being Assertive): : in this mode, one party shall impose his solution on the other party. Normally, it happens when there is no agreement, and one party has the power over the other one. This mode guides to win-lose situation where one of the parties reaches to dissatisfaction.

Avoiding (or Withdrawing): this mode is used normally as a temporary solution when it is required to gain some time. Sometimes, delaying an argument or decision may lead to a win without argument.

It is very important as a project manager, team leader, or even a team member to know how to communicate with others and to be able to resolve your conflicts. Sometimes, difficult decisions have to be made, including leaving your current work in case there was no way to resolve the conflicts which may lead to biased personal behaviors out of the professional and official attitude.

References: •

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Holahan, P. & Mooney, A., 2004. Conflict in Project Teams: Gaining The Benefits, Avoiding The Costs. Stevens Alliance for Technology Management, [Internet] Summer 2004.

Available at: http://www.stevens.edu/ses/documents/fileadmin/documents/pdf/Pr oject%20characteristics%20and%20project%20leadership.pdf [accesse d 29 December 2018].

Kerzner, H., 2009. Project Management: A System Approach to Planning, Scheduling, and Controlling. 10th ed. New Jersey: John Wiley & Sons, Inc. Office of Government Commerce (OGC), 2002. PRINCE2. London: The Stationary Office.

Ohlendorf, A., 2001. Conflict Resolution in Project Management .

MSIS, [Internet] Fall 2001.

Available at: http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.h tm [accessed 29 December 2018].

Project Management Institute, Inc., 2008. A Guide of the Project Management Body of Knowledge. Pennsylvania: Project Management Institute, Inc.

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