Managing Conflict in a Project - Research Paper Example

?Managing Conflict in a project. Introduction. Projects are an essential element of development and growth in all levels of the society. They are undertaken by businesses, companies, industries, governments and by international agreement between nations. It is therefore very essential to ensure that all processes leading towards the successful completion of a project are carefully monitored and managed .Typically, a project involves different entities in corroboration; such as managers, architects or technical teams, suppliers, quality assurance teams, logistics teams, communication teams, stake holders and consumers or end users (Cleland & Ireland, 2004). In the process of project development and implementation, disagreements may arise from time to time between any of the teams sometimes leading to conflicts. These conflicts can have constructive or destructive effects on the successful completion and implementation, as well as in the usability of the project. Kerzner (2010), states that managers spend as much as 42% of their time resolving conflicts. It is therefore necessary that project management include effective study of conflicts and sound conflict resolution procedures. This paper will look into managing conflict in a project. Definition of a project. A project can be defined as a specific undertaking within a given timeframe aimed at producing a unique product or products, service or results. In science or marketing, a project may be defined as a corroborative undertaking between individuals or teams usually involving design or research that is carefully planned with the aim of achieving a particular objective (Kerzner, 2010). In carrying out a project, the aspect of project management involves harmonizing and organizing all the project activities with an aim to enable timely completion of the project and its success. In order to appreciate the reasons why conflicts may build up in course of the project development, it is important to discuss briefly the various stages of a project and the key role players in each stage. Stages of a Project. 1. Project Initiation. During this stage, the initial scope of the project is determined, estimates about cost and time of completion are done, the degree of complexity of the project is determined and material implications studied. A different aspect of initiation also involves building customer relationship, setting up the project team and establishes a project workbook (Ohlendorf, n.d.). 2. Project planning. During this phase, the project work is broken down into specific activities for specific role players. Material sourcing and supply is done, clear channels of communication between the various entities is done such as relationship between the project manger and the quality assurance team, or the flow of work procedures between the project engineers and the logistics teams(Ohlendorf, n.d.). Risk identification and evaluation is done at this stage. Conflict may arise if any of the teams differ with another team, such as suppliers and quality assurances teams. 3. Project execution This is the most practical and most noticeable level of the project. It involves the actual processes of construction, supply of materials, evaluation of work procedures, management of changes to procedures and decisions, reporting of progress to stakeholders or sponsors as well as customers, and preparation of the project for the next phase (Ohlendorf, n.d.). 4. Project control This stage involves refining the aspects of the project that hinder proper realization of its goal. In this stage additional installation maybe done, specific installations removed, decisions changed or made and input from the end consumers or the stakeholders sought. The stage is characterized by radical decisions and is very vulnerable to conflicts (Ohlendorf, n.d.). 5. Project closing. This is the final stage. Here the project is put together and it should function. Evaluation of team members, project review and consumer contact are usually done in this phase. Conflicts may still arise in this stage and laying of blame is usually publicized at this stage (Ohlendorf, n.d.). Conflict. Conflict can be defined as a state of disagreement that is sustained or prolonged between two or more entities where either of the parties perceives their relationship to be negative but proceeds to pursue their own opposing interests (The Foundation Coalition, n.d.). In project conflicts, each side is usually aware of the incompatibility of views between both parties, as well as of the future implications of their decisions. Unlike in social conflicts where most conflicts are born of personality differences, project conflicts may not be personal, but rather born of market dynamics such as profitability versus ethics differences as well as company image protection (Friedman et al., 2000). The inability to make decisions basing on either party’s views usually constitutes the underlying conflict. Sources of Project Conflicts. a) Ideological Differences When the different role players in a project have different interpretations of what is required of them and the structural requirements of the project as a whole. This kind of conflict may easily arise if clear information is not provided and emphasized regarding the nature of the project and the specific role of each party (Cleland & Ireland, 2004). b) Status conflicts These arise due to the different levels of power or command especially is the lead decision makers are unwilling to listen to suggestions from the actual implementers of a process, or when support staffs are unwilling to submit to the management teams. c) Communication barriers This may occur if precise information is not provided, leaving the parties to make independent conclusions. For instance, unexpected delays in supply chain in a construction project should be communicated promptly to the engineering teams, as well as the quality assurance and management teams by the communication specialist to avoid unwarranted work delay and time mismanagement that may lead to disagreements (Cleland & Ireland, 2004). d) Other factors such as personality differences, past unresolved conflicts, conflicts of interest and image protection. Stages of a conflict. Conflict is a process with various stages and implications. It develops in the following order. i) Conflict initiation stage, - this is when the conflict begins ii) Conflict awareness stage- either or both parties become aware of it. iii) Realization stage- an immediate solution does not exist iv) Manifestation stage- the conflict is escalated to the management. v) Resolution or suppression stage vi) Review stage- outcomes of resolution are evaluated. For the management of conflicts to be effective, it is necessary that the necessary steps be taken in each stage (Kerzner, 2010). Techniques of conflicting resolution. Once the management team realizes the presence of a conflict, it should study the conflict and use an appropriate approach to manage it. There are five traditionally used approaches to conflict resolution. i) Competing This type of conflict resolution is assertive and low cooperation is required. It is very useful when there is no time for lengthy discussions and a quick action has to be made, when unpopular decision need to be taken, when critical issues need to be addressed or when protecting self interests (The Foundation Coalition, n.d.). ii) Compromise The underlying factor in this approach is that both parties give up something in order to reach a workable balance. This approach works best when the time is short, both parties are fixated on winning, there is a deadlock, all might be lost if no compromise is reached and there is little loss in compromise (The Foundation Coalition, n.d.). iii) Smoothing or accommodating. This method involves emphasizing the areas of agreement and downplaying areas of conflict. It works when good will is required, there is moderate loss in any outcome, there is limited liability and one wants to obtain time (Cleland & Ireland, 2004). iv) Forcing. This method is also called controlling or compelling. It is best used when one party is unreasonably fixated on winning and is unwilling to negotiate. This is usually the last resort and implies that one party must win and the other loses. It is best used when the relationship between parties is unimportant, important principles are at risk and time is short (Cleland & Ireland, 2004). v) Avoiding/Withdrawal This method involves postponing the conflict resolution to a later time. It is usually used when one needs to maintain neutrality, losses are low in any outcome of losses are high but one is unprepared, when time is limited and there are possibilities that the problem would end given time (The Foundation Coalition, n.d.). Friedman et al., (2000) has studied the outcomes of the various approaches of conflict resolution and found that managers who use the confrontation approach tend to create an environment with less relationship conflicts and stress. Those who use avoiding or forcing approaches tend to create environments with more task conflicts. The study found that conflicts can be aggravated by the approach taken by the management team to resolve conflicts. Conclusion. Conflicts are a natural part of projects and have both positive and negative contributions to the overall process of project development and implementation. While conflicts can increase personal growth, boost morale and lead to organizational accountability, they can also lead to time wastage, strained relationships and reduced productivity. It is important to note that methods applied to avoid a conflict are just as important as the methods used to manage a conflict when it does occur. Different approaches of resolving conflicts work in different situations, and conflict managers need discretionary expertise in knowing the best approach to different situations. References Cleland, D. I. & Ireland, L.R. (2004). Project manager's portable handbook. New York: McGraw-Hill Professional Friedman, R. A.,Tidd, S. T, Currall, S. C., & Tsai, J. C. (2000). What goes around comes around: the impact of personal conflict style on work. International Journal of Conflict Management,11(1), 32-55 Kerzner, H. (2010). Project management best practices: achieving global excellence. New York: John Wiley and Sons Ohlendorf, A. (n.d.). Conflict Resolution in project Management. Retrieved Dec 5, from http://www.umsl.edu/~sauterv/analysis/488_f01_papers/Ohlendorf.htm The Foundation Coalation (n.d.). Understanding Conflict and Conflict Management. Retrieved Dec 5, 2011 from http://www.foundationcoalition.org/publications/brochures/conflict.pdf Read More