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CHAPTER 6: PROJECT MANAGEMENT CONFLICTS - Coggle Diagram
CHAPTER 6: PROJECT MANAGEMENT CONFLICTS
common types of conflicts involve
Manpower resources
Costs
Personal clashes
Priorities
Technical opinions and trade offs
Equipment and facilities
Responsibilities
scheduling
Administrative procedures
Factors conflict develop (David Wileson)
The greater the diversity of disciplinary expertise among the participants of a project team, the greater the potential for conflict to develop among members of the team.
The lower the project manager’s degree of authority, reward, and punishment power over those individuals and organizational units supporting his project, the greater the potential for conflict to develop.
The less the specific objectives of a project (cost, schedule, and technical performance) are understood by the project team members, the more likely it is that conflict will develop.
The greater the role of ambiguity among the participants of a project team, the more likely it is that conflict will develop.
The greater the agreement on superordinate goals by project team participants, the lower the potential for detrimental conflict.
The more the members of functional areas perceive that the implementation of a project management system will adversely usurp their traditional roles, the greater the potential for conflict.
The higher the managerial level within a project or functional area, the more likely it is that conflicts will be based upon deep-seated parochial resentments. By contrast, at the project or task level, it is more likely that cooperation will be facilitated by the task orientation and professionalism that a project requires for completion.
The lower the percent need for interdependence among organizational units supporting a project, the greater the potential for dysfunctional conflict.
Conflict Resolution
The development of company-wide conflict resolution policies and procedures
The requirement of direct contact
The use of hierarchical referral
The establishment of project conflict resolution procedures during the early planning activities
Logical Steps in conducting confrontation meeting
Setting the climate: establishing a willingness to participate
Analyzing the images: how do you see yourself and others, and how do they see you?
Collecting the information: getting feelings out in the open
Defining the problem: defining and clarifying all positions
Sharing the information: making the information available to all
Conflict Resolution Modes
Smoothing
Compromising
Confronting
Forcing
Avoiding