What is Conflict on Projects?
• A conflict exists when two people wish to carry out acts which are mutually inconsistent. They may both want to do the same thing, such as to deliver a project, but in fundamentally different ways. Or they may want to do different things where the different things are mutually incompatible, such as increase scope or decrease the timeframe.
• A conflict is resolved when some mutually compatible set of actions is worked out.
• The definition of conflict can be extended from individuals to groups (such as teams and organisations) and more than two parties can be involved in the conflict.
BSBPMG506A Manage Project Human Resources

The Benefits of Conflict
• Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.
• Conflict is often needed and can -
 Help to raise and address problems
 Energizes work to be on the most appropriate issues
 Help people "be real", for example, it motivates them to participate
 Help people learn how to recognize and benefit from their differences
• Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that it becomes a problem.
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Conflict is a problem when it…
1.
Hampers productivity
2.
Lowers morale
3.
Causes more and continued conflicts
4.
Causes inappropriate behaviours
5.
Causes delays or cost overruns
6.
Causes scope or quality issues
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Major causes of conflict in teams…
• Poor Communication
 Team members experience continuing surprises, they aren't informed of new decisions, programs, etc
 Team members don't understand reasons for decisions, they aren't involved in decision-making
 As a result, team members trust the "rumour mill" more than management
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Major causes of conflict in teams…
• Poorly defined roles and responsibilities
 Disagreement about "who does what“
 Lack of respect for decision making powers and authority
• Interpersonal chemistry
 Arising from conflicting values or approaches
 Strong personal natures that clash
 Failure to acknowledge and value experience of team members
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Major causes of conflict in teams…
• Under Resourcing
 Stress from working with inadequate resources
 Avoidance of assigned work tasks
• Ineffective project sponsorship
 Inconsistent expectations
 Inexperience with projects
 Avoiding decision making
 Lack of trust
 Lack of understanding of team roles and project activities
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Tips to Reduce Team Conflict
• Regularly review job descriptions
 Seek team member’s input and agreement
 Document, distribute and date them
 Review roles to ensure no overlaps, gaps or conflict
• Build relationships
 Execute Communication Plan with stakeholders and team members
 Conduct team member one on ones
 Conduct regular team meetings
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Tips to Reduce Team Conflict
• Get regular status updates including –
 Accomplishments and progress
 Current risks and issues
 Plans for the upcoming period
 Needs for assistance
• Conduct basic training about –
 Interpersonal communication
 Conflict management and resolution
 Delegation and decision making
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Tips to Reduce Team Conflict
• Develop team rules for working together
 Procedures for key tasks based on team input
 Agreements about how the team will operate – Team Charter
 Clearly communicate behavioural expectations
 Make easily accessible
 Feedback and review protocols
 Conflict resolution frameworks
 Escalation procedures
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

Tips to Reduce Team Conflict
• Encourage feedback and input
 Be prepared to act on good ideas
 Ensure rationale behind suggestions that are not taken up are clearly communicated
 Consider an anonymous suggestion box in which employees can provide suggestions
Source: Adapted from Carter McNamara, MBA, PhD, Authenticity Consulting, LLC , Basics of Conflict Management , 1997-2008
BSBPMG506A Manage Project Human Resources

5 Common Responses to Conflict
BSBPMG506A Manage Project Human Resources
Source: Adapted from Negotiation Theory and Techniques, Spegel et al , Butterworths, 1998

5 Common Responses to Conflict
1. Competing
 is a style in which one's own needs are advocated over the needs of others.
 It relies on an aggressive style of communication, low regard for future relationships, and the exercise of coercive power.
 Those using a competitive style tend to seek control over a discussion. They fear that loss of control will result in solutions that fail to meet their needs.
 Competing tends to result in responses that increase the level of threat.
BSBPMG506A Manage Project Human Resources
Source: Adapted from Negotiation Theory and Techniques, Spegel et al , Butterworths, 1998

5 Common Responses to Conflict
2. Accommodating
 also known as smoothing or appeasing, is the opposite of competing.
 People using this style yield their needs to those of others, trying to be diplomatic.
 They tend to allow the needs of the group to overwhelm their own, which may not ever be stated, as preserving the relationship is seen as most important.
BSBPMG506A Manage Project Human Resources
Source: Adapted from Negotiation Theory and Techniques, Spegel et al , Butterworths, 1998

5. Responses to Conflict
3. Avoiding
 a common response to the negative perception of conflict – perhaps it will go away
 feelings get pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore.
 Perhaps it could have been overcome if tackled early
 Can break relationships and severely impact project success.
 Because needs and concerns go unexpressed, people are often confused, wondering what went wrong?
Source: Adapted from Negotiation Theory and Techniques, Spegel et al , Butterworths, 1998
BSBPMG506A Manage Project Human Resources

5. Responses to Conflict
4
Compromising
 is an approach to conflict in which people gain and give in a series of tradeoffs.
 While it gets an outcome, compromise is generally not satisfying for all parties
 Often there is a lack of trust and risk taking involved. In more collaborative behaviours this is avoided
Source: Adapted from Negotiation Theory and Techniques, Spegel et al , Butterworths, 1998
BSBPMG506A Manage Project Human Resources

5. Responses to Conflict
5. Collaborating
 is the pooling of individual needs and goals toward a common goal.
 Often called "win-win problem-solving," collaboration requires assertive communication and cooperation in order to achieve a better solution than either individual could have achieved alone.
 It offers the chance for consensus, the integration of needs, and the potential to exceed the original possibilities.
 Dispute are resolved more meaningfully
Source: Adapted from Negotiation Theory and Techniques, Spegel et al , Butterworths, 1998
BSBPMG506A Manage Project Human Resources