Conflict resolution in project management involves identifying, addressing, and resolving conflicts that fall within the project’s scope. Conflicts can surface between project team members, stakeholders, project managers, or sponsors.
Conflict is inevitable in management, triggered by various factors. If not managed effectively, conflict can lead to delays, reduced morale, and hinder effective risk management. Managed well, conflict can instead drive innovation and lead to practical solutions.
To better address conflict within project management, it is essential to understand the underlying causes of conflict. Although there are no generic causes of conflict in management, several common ones exist. They include:
A. Resource Allocation
Conflicting priorities arise when different stakeholders have competing demands over the same project, leading to individual conflicts. Overlapping roles in resource allocation can also cause conflict due to duplication or redundancy.
B. Unclear Requirements
Communication breakdown, presumptions, and assumptions can lead to unclear requirements, resulting in conflicts. Lack of clarity, inconsistent language, and ineffective communication often lead to misunderstandings within the team.
C. Unclear Scope or Requirements
Misunderstandings from unclear information about requirements and project scope can cause conflict by hindering stakeholders’ understanding of project objectives.
Once the causes of conflict are understood, it’s helpful to explore established models for resolving them.
The Thomas-Kilmann Model of Conflict Resolution
Unlike other resolution models, such as the Harvard Negotiation Project, the Thomas-Kilmann model offers five distinct conflict resolution models. They include:
1. Avoiding
This is the art of being calm amid impending chaos. Here, project team members are advised to either postpone or completely ignore minor issues that could cause conflict within the team.
2. Accommodating
Team members are advised to be accommodating. They are advised to yield as a way of maintaining a relationship with their team members. One way to achieve this is to be as cordial as possible.
3. Compromising
The Thomas-Kilmann model strongly recommends the art of compromise. Team players should strive to find a middle ground amid an impending conflict.
4. Collaboration
This is the way of dialogue. Kilmann believes that this model will help conflicting team members reach a win-win solution through deliberate dialogue.
5. Competing
The model recommends that team members must assert the superiority of the incumbent authority, especially in urgent situations.
A Practical 6-Step Process for Resolving Project Management Conflict
Step 1
Acknowledgement. Before any resolution is reached, both conflicting parties must openly acknowledge its existence. Without acknowledging the situation, there’s really no chance for peace.
Step 2
Be attentive. This is where active listening comes in. Listen to all perspectives to uncover the crux of the situation.
Step 3
Identify the origin of the conflict. There’s a dire need to go beyond the symptoms and tackle the root of the matter.
Step 4
Pick a viable solution. After understanding the situation, develop a suitable strategy that will lead to a lasting solution.
Step 5
When applicable, introduce a documented agreement with a practical action plan.
Step 6
Follow up on the progress. Ensure every participating party is in compliance for an effective execution. In addition to individual and team efforts, organizational structures also play a crucial role in conflict resolution.
What’s the Project Management Office’s (PMO) Responsibilities?
The Project Management Office (PMO) can support conflict resolution in various ways. The most effective include:
- Providing governance frameworks. This boils down to giving the affected parties a chance, providing the required structure, and offering a platform to present their grievances or make a complaint prior to escalation. Some of this framework includes clear policies and procedures, as well as a well-stipulated decision-making process.
- Acting as neutral mediators. While providing the said needed governance framework, the PMO is expected to act as a neutral mediator. This provides conflicting parties with the needed platform to vent or submit their grievances.
- Providing conflict resolution templates and training. This includes conflict logs, issue trackers, and other relevant tools.
Conclusion
Conflict in project management isn’t bad; it offers opportunities for improvement, more reason why managers should embed it in their operational playbook. Resolving disputes fosters connections and inspires innovative solutions. With the right approach and cooperation, managers can effectively navigate conflicts.