Conflicts in projects: Better resolved sooner than later

When we talk of team and people, difference of opinions and conflict are a given. When a constructive criticism may take form of a conflict you never know. Project Management is a dynamic field, and a Project Manager, along with all the project performance related metrics, must make sure that the conflicts to a large extent are healthy and are helping the project. Having said that, he must be on a constant lookout for situations that might result in a conflict that adversely affects the project team and eventually the project.

To accomplish this, a PM also needs to put the hat of a behavioral scientist. He must understand the personality types and behavior patterns of key team members/stakeholders while identifying the stakeholders or developing the project team. Just like a PM is identifying and assessing risks all the time, he should also do the same with conflicts.

A conflict could arise during any stage of the project, from initiation through closure. PMBOK lists following four strategies for conflict management

• Collaborate/Problem Solving
• Compromise
• Withdraw/Avoid
• Smooth/Accommodate
• Force/Direct

While forcing is thought to be the least desired strategy, Collaboration is considered to be the most fruitful for conflict resolution. However, one might have to use any of the above strategies depending on the situation at hand.

Causes of conflict in the project team can also be ascribed to the motivation factors. More often than not, I have seen experienced seasoned team members to be most involved so much so that they are reluctant to confront the situation and are in the Withdrawal mode or being adamant about their stand. If a close analysis is done, a PM can find out what drives the team member. Theories such as Maslow’s Needs Hierarchy can be referenced to do the analysis.

Psychologists James Waldroop and Timothy Butler in their article Managing Away Bad Habits have defined the personality traits of people that might comprise your project team as well as the strategies for handling them.  Their categorization is as follows:

The Hero

Always pushes himself—and, by extension, subordinates—too hard to do too much for too long.

The Meritocrat

Believes that the best ideas can and will be determined objectively and thus will always prevail because of their clear merit; ignores the politics inherent in most situations.

The Bulldozer

Runs roughshod over others in a quest for power.

The Pessimist

Focuses on the downside of every change; always worries about what could go wrong rather than considering how things could improve.

The Rebel

Automatically fights against authority and convention.

The Home Run Hitter

Tries to do too much too soon—in other words, swings for the fences before he’s learned to hit singles.

Understanding your project team under the light of above categorization might also help you focus your action in ensuring fewer conflicts.

Sometimes, there could be frustration among the experienced members for lack of authority or lack of challenging work which might get them into the withdrawal mode. Finding what motivates them and addressing it can at least bring them into Collaboration mode which can possibly lead to a successful resolution and a win-win situation.

Cultural differences need to be taken into consideration as well if the team comprises of diverse cultural backgrounds.

A happy team will always produce better results and it’s the job of the Project Manager to ensure there are less conflicts; a PM should act as glue that binds the team together.