DEVELOPING A CONFLICT
MANAGEMENT AND RESOLUTION
PLAN
HEV COURSE 302
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Tools We Will Explore Today
 What is conflict?
 What is Conflict Scoping Process (CSP)?
 Why create CSP?
 The Process of CSP
 The Nine Clouds
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Planning for Conflict
Photo by Minnesota Department of Transportation
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Planning for Conflict
 What is conflict?
 Expressed struggle between at least two parties
who perceive incompatible goals, scarce resources,
and interference from others in achieving their
goals.
William Wilmot & Joyce Hocker, Interpersonal Conflict
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Planning for Conflict
 Elements of conflict
 Intrapersonal
 Perceived
 Interdependence of
incompatible goals
 Perceived scarce
resources
 Escalatory spiral
 Avoidance spiral
conflict parties
 Destructive
 Constructive
 Interference
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Planning for Conflict
 Risks of conflict
 Risks
 Increased costs, anxiety, and staff time
 Media scrutiny
 Relationships tested, potentially damaged
 Project purpose questioned
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Planning for Conflict
 What is conflict?
 Interests versus positions
 Leads to conflict
 Ask questions to determine interests
 Assists in resolving conflict to get understanding and
leads to direction of resolution
 Stakeholders may be stuck on position while having
many interests
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Planning for Conflict
Photo by Minnesota Department of Transportation
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Planning for Conflict
 What is Conflict Scoping Process (CSP)?
 Nine Clouds- Nine step process
 Predicting, identifying, assessing managing, and
resolving conflict
 Flexible, scalable and dynamic
Chris Moates, Conflict Scoping Process
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Planning for Conflict
 What is Conflict Scoping Process (CSP)?
 Based on interpersonal relationships
 Historical issues and relationships
 Power imbalances
 Stakeholders without a voice
 Political connection
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Planning for Conflict
 Why create CSP?
 Conflict costs agency and project both time and
money
 Increases accountability, transparency, and trust
with stakeholders
 Improves project management and public
engagement processes
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Planning for Conflict
Photo by Minnesota Department of Transportation
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Planning for Conflict
 CSP meetings can be done with other project
functions
 Team members should include



Project Manager (PM)
Conflict Specialist (CS)
External stakeholders
Other district personnel (project engineer, planner, public
affairs coordinator)
 Higher conflict projects should also include Assistant District Engineer
 Metro Area Manager (where applicable)
 Customer Relations
 Ombudsman’s Office
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Planning for Conflict
 The process of CSP:
 Provide overview of what CSP is
 Project overview, highlighting known key
stakeholders and issues
 Proceed through Clouds 1-9, completing
Stakeholder Management Workbook
 Assign members with task resolutions identified in
conflicts
 Establish communication procedures and meeting
schedule of conflict project team
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Planning for Conflict
 The process of CSP:
 Final area is Post Project Analysis
 Based on tracking and resolution of all conflicts
 Contain best practices, lessons learned, & other
assessments
 Benefits project managers, other personnel and
future projects
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Planning for Conflict
 The process of CSP will:
 Increase trust and transparency with the public
 Promote collaboration with public, stakeholders
and MnDOT
 Value diversity through inclusion of all within
project area who can express views and concerns
 Recognize that employees are integral to project
success and MnDOT as a whole
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Planning for Conflict
Photo by Minnesota Department of Transportation
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Planning for Conflict
 The Nine Clouds or steps of CSP
1.
2.
3.
4.
5.
6.
7.
8.
9.
Project Analysis
Stakeholder Identification
Conflict Identification
Conflict Mapping
Conflict Assessment
Conflict Strategy
Conflict Management
Conflict Resolution and Review
Post Project Analysis
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Planning for Conflict
 The Nine Clouds
1. Project Analysis
 Team members are educated in self-assessment,
conflict resolution
 Project research is completed
 CSP Project Vision is established
 Review of recent media coverage in project area
and/or political or department discussion
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Planning for Conflict
 The Nine Clouds
2. Stakeholder Identification
 Identify internal and external stakeholders
 Include existing and potential relationships
between agencies, elected and appointed officials,
advocacy groups, and adjacent property owners
3. Conflict Identification
 Identify existing and potential issues related to
identified stakeholders identified

Stakeholder Management Workbook
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Planning for Conflict
Stakeholder Management Workbook
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Planning for Conflict
 The Nine Clouds
4. Conflict Mapping
 Identifies interests and influence of stakeholders

Interest/Influence Grid
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Planning for Conflict
 The Nine Clouds
4. Conflict Mapping (cont.)
 Mapping exercise
 Identifies relationships between stakeholders



Alliances, friction, broken, no existing relationship,
and need to establish a relationship
Power imbalances
Triggering events
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Planning for Conflict
Interest/Influence Grid
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Conflict Mapping
Busines
ses
Paving
Industry
Chamber
of
Commerc
e
DNR
Nicollet
State
Legislature
Town
ships
ACOE
Nicollet
County
Taxpa
yers
Governor
GDSU
Reside
nts
OCPPM
Lando
wners
Court
land
D7
Hwy 14
Partnershi
p
CO
Mater
ials
OTST
North
Mkto
Upper
Mgmt
MPC
Blue
Earth
County
Alt
Finance
Brown
County
New
Ulm
Other
Districts
Local
Media
FHWA
Truck
ing
This map represents the opinions of the
conflict mapping participants and may not
accurately reflect the condition
Big
Media
Other
Coalitio
ns
Size of circle indicates influence on US 14
project
Line indicates relationship status
Relationship
Friction
Alliance
Broken
Planning for Conflict
 The Nine Clouds
5. Conflict Assessment
 Conflicts are assembled & classified by color
(critical, moderate, low)
 Probability: team determines the likelihood the
event will happen
 Impact: risk of damage to the scope, schedule, or
budget or to the agency
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Planning for Conflict
Photo by Minnesota Department of Transportation
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Planning for Conflict
 The Nine Clouds
6. Conflict Strategies
 Many possible options for resolution gathered
 Focus on identifying potential impacts, outcomes,
strategies, and planned responses
 Strategic resolution options are assessed
7. Conflict Management
 Implementation stage
 Action toward resolution
 Communication with stakeholders
 Track progress
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Planning for Conflict
 The Nine Clouds
8. Conflict Review and Resolution
 Reflective state




Some conflicts resolved, review existing
Regeneration of some conflict
Emergence of other stakeholders and issues
Return to steps 2-7 if needed
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Planning for Conflict
 The Nine Clouds
8. Conflict Review and Resolution (cont.)
 Resolved state



Track conflicts until final resolution
Issues where potential conflict never materialized is
monitored until project completion
Everyone understands each other- “state of
happiness”
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Planning for Conflict
 The Nine Clouds
9. Post-Project Analysis
 Final report
 Lessons learned, best practices
 Estimated costs and time savings
 Confidence with predicting conflict
 Outline key issues and resolutions
 Project team comfort level, any needs for soft-skill
improvements
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Planning for Conflict
Photo by Minnesota Department of Transportation
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The Tools We Explored Today
 What conflict is
 What Conflict Scoping Process (CSP) is
 Why CSP was created
 The Process of CSP
 The Nine Clouds
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Sources and Resources
 Wilmot & Hocker, Interpersonal Conflict, 8th Ed.
 Chris Moates, Conflict Scoping Process,
Minnesota Department of Transportation
 Lindy Crawford for the Urban and Regional Studies Institute at
Minnesota State University, Mankato

http://www.sbs.mnsu.edu/ursi
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