Potential Sources of Conflict Management and Dispute Resolution in Project Management - Term Paper Example

MANAGING PROJECTS-FINAL REPORT Insert Name: CONTENTS Introduction 1.0 Sources of Conflict in Project Management 2.0 Ranking of the Potential Sources of Conflict Management in PM 2.1: Based on Project Management Phase 2.2 Based on Gender Orientation 3.0 Dispute Resolution in Project Management 4.0 Preferred Conflict Resolution Approaches by the Project Managers 5.0 Frequencies at Which the PM’s Use the Conflict Resolution Approaches 6.0 Conclusion 7.0 Recommendations Abstract In project management, project managers ought to possess interpersonal skills irrespective of their gender orientation. These skills enable the managers to effectively handle conflicts within the project team members. Conflict within the project members and stakeholders has the potential to derail the achievement of the project objectives by utilising the identified resources. However, project managers can either adopt the feminine or masculine approach towards conflict resolution. Managerial scientists have identified a difference in both approaches whereby the feminine approach is based on dialogue compared to the masculine approach. The scope of this study is limited to identifying whether the gender orientation of the project manager has a role to play in conflict resolution. Towards this end, two interviewees; a male and female project manager were selected and their responses were matched with conflict resolution theories to draw conclusions on the subject matter. It is worth noting that, from the gathered information, the approaches are open to either project manager irrespective of their gender orientation. That is, a male project manager can adopt a feminine approach towards conflict resolution and vice versa. Introduction Defined as the process of controlling, co-ordinating and evaluation multiple tasks directed towards the achievement of a common objective, project management requires the project manager to posses interpersonal skills. These skills enable the manager resolve internal issues such as conflicts that are bound to rise and jeopardise the completion of the project. This paper seeks to discuss underlying issues in conflict management by analysing information gathered from interviews conducted on knowledgeable and experienced project managers. Relevant theories will be incorporated towards evaluating the responses to the interview question in a bid to enhance understanding on conflict resolution in project management. 1.0 Sources of Conflict in Project Management Project management involves the coordination and implementation of the various tasks on the basis of a pre-determined time schedule and available resources. Binder (2007, p35) defines conflict as a situation where there are multiple responses to a single event. Causes of conflicts within projects arise from differences in values, attitudes, expectations, beliefs and perceptions among the project members. With the primary responsibility of conflict resolution, Ms. Fiona highlighted five major project elements that give rise to project conflict that include:- Scheduling Conflict This conflict arises from a mismatch in the tasks highlighted for the completion of the project and the provided time frame. As a project manager, developing a schedule that allocates timeframes to the pre-identified tasks and activities is quite a tedious task with the capacity to impact on the project success (Kerzner 2009, p47). Conflicts are bound to arise where some important project tasks and activities were skipped hence resulting into the inclusion of impromptu tasks within the already outlined project schedule. Conflict of Priorities Once the project manager identifies the relevant tasks and activities to be associated with the project, it is crucial for the project manager to rank the activities and tasks according to their impact on the proposed project (Kerzner 2009, p51). The project manager is required to identify the critical activities as well as their impact on the timely completion of the project. Additionally, activities with a high probability of impacting on the projects should be executed and monitored in the initial project stages. Where important tasks are improperly prioritised, the project is likely to halt hence increasing its associative costs. Resource conflict According to Ms. Fiona, once a project has been identified, resources are made available depending on the scope of the project and its various tasks. Resource conflicts arise where insufficient resources are availed during the commencement of the project but fall short later on during the project’s life (Kerzner 2009, p53). On the other hand, redistribution of resources within the various project departments has the potential to give rise to the resource conflict that inhibits the successful completion of the project. Technical conflicts These conflicts arise from the availability of the technical expertise of the project manager to carefully ensure the successful completion of the project. Additionally, the administrative aspect of the project requires the recruitment and selection of project executives with the capacity to meet the project demands and requirements (Kerzner 2009, p56). These conflicts arise from the poor analysis of skills and knowledge by the project manager in selecting competent project team members. Cost conflict Project managers should anticipate cost conflict due to the external elements that have an impact on the project. These elements have the capacity to influence the project’s budgetary estimates by either increasing or reducing the costs and overheads. In return, cost conflicts arise that require an adjustment in the resource demands of the project and their subsequent re-allocation (Mantel et al 2005, p13). Mr. Jim from Air services Ltd agreed to the five conflict sources provided by Ms. Fiona but provided another sources that is:- Personality Conflict This conflict arises from the human differences in their approach in achieving preset objectives. Project managers ought to involve the team members in deciding on the most beneficial approach by highlighting the various benefits and limitations of a particular approach. Behavioural scientists have identified the lack of team spirit as identified by Henry Fayol (1991) as the main cause of personality conflicts. 2.0 Ranking of the Potential Sources of Conflict Management in PM The previously highlighted sources of conflict in the first section are ranked differently by project managers depending on their impact on the project. Mr. Jim and Ms. Fiona agreed that the potential conflict sources can be ranked based on:- a. The project management process phase in which the project is in and b. The gender orientation of the project manager 2.1: Based on Project Management Phase Kendrick (2010, p7) classifies the project management process into four phases namely (see Appendix Section): Project Initiation Project Planning Project Execution Project Closedown With the management process in mind, Mr. Jim ranked the first source as the schedule conflict as the scheduling activities are undertaken during the project initiation phase. At this phase, the PM seeks to identify project tasks and activities directly associated with the project. The conflict of priorities follows the schedule conflict as the PM attempts to develop a sequential log of how the activities will be performed towards the successful completion of the project. Thirdly, the resource conflict involves the efficient allocation of resources for the timely completion of the identified tasks. The PM is required to match the available resources to the project activities and tasks to ensure the achievement of the project objectives. Resource conflicts and the conflict of priorities are highly intense during the project planning phase that precedes the execution of the project activities. Fourthly, the technical conflict arises during the project execution phase as the technical personnel undertake their project assignments. As identified earlier, skill and knowledge of the technical personnel should be synchronised since their individual assignments are interdependent. The technical conflict is followed by the cost and interpersonal conflict that are highly intense in the project completion phase. These conflicts are as a result of inadequate resources while most of the tasks are lagging behind their schedule. Ms. Fiona agreed to the above ranking based on the project life but differed with Mr. Jim on the interpersonal conflict that she stated was evident all through the project life. This is based on the concept that individual members can either get along or not. 2.2 Based on Gender Orientation Ms Fiona ranked the conflict sources based on gender as follows:- a. Resource conflict b. Conflict of priorities c. Scheduling conflicts d. Technical conflicts and e. Cost conflict However, according to Mr. Jim, the conflict sources are ranked as follows:- a. Schedule conflicts b. Conflict of priorities c. Resource conflict d. Technical conflicts e. Cost and administration conflicts and f. Personality conflicts In comparison to male project managers, female project managers tend to adopt a conservative approach to project management. Female project managers have a tendency of developing a project schedule that will require minimal adjustments during the project life. As a result, the PM’s are hesitant to changing their project management approach due to the rigidity of their project management process. On the other hand, male project managers adopt a more flexible approach to project management that can be reviewed during the project’s life as they are exposed to more networking opportunities. 3.0 Dispute Resolution in Project Management As a project manager, understanding group dynamics is important towards conflict resolutions within the project management process. Kerzner (2009, p24) provides that conflicts in groups can be classified as:- Intrapersonal Interpersonal Intergroup and Intragroup Once having identified the nature of conflicts within project management, it is important for the project manager to identify the appropriate tactic towards the resolution of the conflict. APP International Plc provides following methods towards conflict resolution:- A. Smoothing In this method, the parties to the conflict mutually agree to further on areas that they agree on and downplay on the contentious issues. This involves a sacrifice being made by one of the conflict parties for the benefit of the other party. However, this conflict resolution approach depends on its impact on the achievement of the project objectives (Dinsmore & Cabanis-Brewin 2006, p154). For the company’s project managers, this resolution approach can be applied in areas where; The impact of the approach has minimal impact on the project objectives The parties to the conflict are willing to continue with harmonious operations towards the achievement of the project objectives Any solution to the conflict is adequate and mutual B. Confronting With this approach, the project manager seeks to identify the source of the conflict and develop adequate solutions towards resolving the conflict. The project manager attempts to discuss the underlying issue with the parties to the conflict and create a win-win situation for the parties (Dinsmore & Cabanis-Brewin 2006, p147). This is done through organising a series of meetings that consider the positions and concerns of the parties. The communication principle underlies this approach that results into a common ground to the conflict parties. Situations where this approach is considered appropriate include:- The concerns of each party are of utmost importance Where sufficient time is available for completion of the project and Where the skills of either party are similar C. Compromising The compromising approach involves a trade-off situation where the parties to a conflict forego something in order to reach an agreement and the conflict is eventually resolved (Dinsmore & Cabanis-Brewin 2006, p102). Where the conflict parties are members of the same team, the compromising approach is quite beneficial as the achievement of the project objectives are at stake. This approach is used where:- The concerns of either party are important to the achievement of the project objectives There is inadequate time to fully resolve the conflict and continue with the project execution exercise Sustained harmonious relationship is vital. For Air Services, the three conflict resolution approaches are basically used in project management due to their diplomacy and cooperation elements. However, the company has two additional approaches that complement the other three approaches. These additional approaches seek to provide the project managers with an array of conflict resolution strategies in order to maintain the project schedule and budget. These are:- A. Forcing With the authority vested on the project manager, the PM has the sole authority to make a decision where a party to a conflict is required to give up its concerns over and above the concerns of the other party. Dinsmore and Cabanis-Brewin state that this approach is available to the project managers once the other approaches have failed and the conflict resolution efforts have hit a snag (2006, p152). With this approach, a win-lose situation arises that can have a negative impact on the project especially where the losing party withdraws from the project team. The forcing approach can be adopted where:- Project managers ought to prevent the project from failing A harmonious relationship between the parties has little or no impact on the project Important project values are at stake B. Avoiding/Withdrawal Approach This approach involves the project manager postponing the conflict resolution process for later. With this approach, the underlying issue continues to present itself over and over again during the life of the project. It is however regarded as a temporary solution with the capability to interfere with the effective execution of the project tasks (Dinsmore & Cabanis-Brewin 2006, p152). This approach should be used where:- There is no immediate and long lasting solution The project manager is inadequately prepared to handle and resolve the conflict The project manager wishes to maintain a neutral stand on the conflict matter and There is a probability that the conflict will be resolved by delaying In deciding on the conflict resolution approaches to adopt, the project managers are required to evaluate the conflict situation as well as the impact of their decision on the sustainability of the project activities. 4.0 Preferred Conflict Resolution Approaches by the Project Managers According to Mr. Jim, the first three approaches are available during the initial project phases with the last two being appropriate during the final phases of the project. On the other hand, Ms Fiona prefers the smoothing, confronting and compromising approaches to resolve conflicts in project management. Kerzner states that the differences in conflict resolution are based on gender whereby masculine managers are assertive possess high-level mastery and control of their responsibilities (2006, p53). Masculine project managers excel through authority where they develop roles and procedures that have to be followed by the team members. This seeks to develop and maintain high performance standards during the project life. Masculine project managers seek to understand the project environment in order to be able to control the project activities. These managers have pre-determined objectives that guide their decision making process by applying impersonal criteria and taking a rather ‘adversarial’ position in evaluating information (Kerzner 2009, p37). With such a perspective on matters, masculine project managers detach themselves from individual members of their team and the situations in which they aim at resolving. As a result of these qualities, masculine project managers are highly successful in comparison to the feminine managers due to the absolute control they have over the project and its associated activities. The establishment of a formal structure in project management enhances the capacity of the project manager in successfully completing the project. This structure provides power and authority within the project management process to guide the component activities and tasks. On the other hand, feminine project managers tend to engage their team members and are highly interpersonal. They believe that projects have stakeholders with different needs all that have to be considered in the project execution phase (Kerzner 2009, p57). Unlike masculine project managers, feminine project managers view each and every individual team member as an important element in the project team. These managers value power delegation to their subordinates and adopt a more participative work style with consultative decision making processes. Additionally, feminine project managers analyse the sensitivity of a situation and seek to develop strong networks through which information and power are shared (Kerzner 2009, p41). Apart from the achievement of the project’s objectives, feminine managers emphasise on personal development of the individual team members. As a result, feminine managers develop tasks and plans by considering the demands of a situation and deciding on the most probable approach to resolve issues. Feminine project managers are therefore likely to adopt the diplomatic approaches as opposed to the autocratic approaches. 5.0 Frequencies at Which the PM’s Use the Conflict Resolution Approaches Being a methodological approach, project management involves applying a wide array of skills, knowledge and capabilities to various tasks and activities aimed at achieving the project objectives. However, the project is subjected to a number of constraints such as finance and time constraints that may negatively impact on the project if they are left unchecked. As a result, project managers have to evaluate the project’s progress regularly to increase, decrease or maintain their authority over the project. Due to the high number of tasks involved in the project, conflicts are bound to arise more often and the project managers ought to resolve them swiftly (Mantel 2005, p21). Mr. Jim frequently uses the smoothing, confronting and compromising approaches more often during his project management exercise. Although, the project manager has the option of using the forcing and withdrawal approach, he rarely uses them as he expects his project team members to get along towards the realisation of the project objectives. Where Mr. Jim uses the three diplomatic approaches, he provides the internal parties to the conflict with a framework to conduct their negotiations and inform him on any progress made. According to his leissez-faire work style, Mr. Jim acts as a guide to the dialogue process and allows the involved parties to resolve the conflict on their own. On the other hand, Ms. Fiona regularly responds to conflicts using the smoothing, compromising and confronting approaches as she seeks to familiarise herself with her team members. This enables Ms. Fiona to study the human emotion element and its role in the successful completion of the project. According to Ms. Fiona, she is actively involved in the resolution process in order to develop a long-lasting solution to the underlying conflict issue. Researchers have shown that feminine project managers strive to create relationships with the team members to ensure harmonious operations pertaining to the project while minimising operational costs and other inefficiencies (Kerzner 2009, p28). 6.0 Conclusion Irrespective of their gender orientation, project managers are faced with the uphill tasks of enhancing the probabilities of presenting the project deliverables. The capability of the project manager to achieve the objectives is mainly gender-laden based on the ability of the project manager to handle divergent issues pertaining to the project. Underlying the project management process, project managers have to organise, plan, evaluate, control and correct the project activities. However, the manager’s capability to undertake these management functions depends on their approach to the project. This approach can be classified into the feminine approach or masculine approach. Notably, successful conflict resolution does not depend on gender orientation but rather on the approach adopted by the project managers. Therefore, male managers can have a feminine approach to the project and vice versa. 7.0 Recommendations For Ms. Fiona, the use of the avoidance and forcing approaches is at times deemed necessary especially during the critical stages of the project. Adopting the confrontation and avoidance approaches is vital especially where the conflict has the potential to derail the project’s time schedule. On the other hand, Mr Jim should interact with his project members more often to enhance his control over the project activities. Although his choice of approach is dependent on the project phase, it is important to maintain harmonious relationships within the team that acts as an interdependent unit. Appendix References Binder, Jean 2007, Global Prjct Mgmt: Communication, Collaborating & Mgmt Across Borders, Boston: Gower Pub. Ltd. Dinsmore, PC & Cabanis-Brewin, J 2006, The AMA handbk of PM, 2nd Ed., Washington: AMACOM. Kendrick, Tom 2010, The Prjct Mgmt Toolkit, 2nd Ed, Washington: AMACOM. Kerzner, Harold 2009, Project Mgmt: A Sys. Approach to Planning, Scheduling & Controlling, California: John Wiley & Sons. Mantel, J Samuel, Merendith, R Jack, Shafer, M Scott & Sutton, M Margaret 2005, Core Concepts of Prjct Mgmt in Practice, 2ND Ed, California: John Wiley & Sons. Read More