practical tips for resolving project management conflicts

PRACTICAL TIPS

FOR RESOLVING

PROJECT

MANAGEMENT

CONFLICTSSATURDAY HALF DAY EDUCATION SESSION

LAKESHORE PMI CHAPTER

MISSISSAUGA SEPTEMBER 26, 2015

PREPARED BY VITALIY FURSOV

AGENDA

DEFINE CONFLICT

WHY STUDY CONFLICT?

WHO IS RESPONSIBLE?

SOURCES OF CONFLICT IN PROJECT MANAGEMENT

PERSONAL CONFLICT REACTION PROFILE

TYPES OF CONFLICT

EXERCISE AND DISCUSSION

SCHEDULE

9:00 9:30 30 min presentation

9:30 10:00 30 min group work

10:00 10:30 30 min reports, discussion

10:30 10:45 15 min break

10:45 11:00 15 min test

11:15 11:30 15 min reports, discussion

11:30 11:50 20 min presentation

12:10 12:30 20 min reports, discussions, questionsPREPARED BY VITALIY FURSOV

DEFINE

CONFLICT

PRACTICAL TIPS FOR RESOLVING PROJECT

MANAGEMENT CONFLICTS

17 HORSES

3 SONS

1/9PREPARED BY VITALIY FURSOV

1/2 1/3 1/9

17 HORSES

1/2 1/3 1/9

17 HORSES

CONFLICT

: THE PROBLEM BETWEEN OPPOSING FORCES IN

THE STORY:

- MAN VS. MAN

- MAN VS. NATURE

- MAN VS. SOCIETY

- MAN VS. SELF

LITERATURE CLASS

CONFLICT

: A STRUGGLE FOR POWER, PROPERTY, ETC.

: STRONG DISAGREEMENT BETWEEN PEOPLE,

GROUPS, ETC., THAT RESULTS IN OFTEN ANGRY

ARGUMENT

: A DIFFERENCE THAT PREVENTS AGREEMENT

: DISAGREEMENT BETWEEN IDEAS, FEELINGS, ETC.

MERRIAM-WEBSTER

DICTIONARY.COM

TWO MAN IN THE

SAME COUNTY

MARK HORSTMAN,

CO-FOUNDER OF MANAGER TOOLS

PROJECT

STAKEHOLDERS NOT

AGREED UPON GOALS

AND/OR PRIORITIES

VITALIY FURSOV

WHY STUDY

CONFLICT?

THE AVERAGE AMERICAN

WORKER SPENDS 2.8

HOURS A WEEK DEALING

WITH CONFLICT IN THE

OFFICE

A STUDY OF OVER 5,000 WORKERS COMPLETED BY

CONSAULTING PSYCHOLOGISTS PRESS IN 2014:

“CHRONIC UNRESOLVED

CONFLICT” IN THE OFFICE IS

THE DECIDING FACTOR IN 50%

OF CASES WHERE AN

EMPLOYEE CHOOSES TO LEAVE

THEIR JOB, AND IS ONE OF THE

PRIMARY CAUSES CITED IN 90%

OF TERMINATIONS

49% OF WORKERS

SURVEYED AGREED THAT

DIFFERENCES IN

PERSONALITY TRIGGERED

MOST OF THE

INTERPERSONAL CONFLICTS

IN THE OFFICE

42% OF EMPLOYEES FELT

THAT THEIR EMPLOYERS

NEEDED TO DO A BETTER

JOB OF ADDRESSING

PERSONAL CONFLICT IN

THE WORKPLACE

WHO IS

RESPONSIBLE?

PROJECT MANAGERS MAY BE RESPONSIBLE FOR

CAUSING CONFLICT

SOURCES OF

CONFLICT IN

PROJECT

MANAGEMENT

SOURCES OF CONFLICTS IN PROJECT MANAGEMENT

Knowledge Areas

Project Management Process

Groups

SOURCES OF CONFLICTS IN PROJECT MANAGEMENT

Knowledge Areas

Project Management Process

Groups

Initia

Monitoring

Project Integration

Project Scope Mgmt

Project Time Mgmt

Project Cost Mgmt

Project Quality Mgmt

Project Human Resource Mgmt

Project Communication Mgmt

Project Risk Mgmt

Project Procurement Mgmt

Project Stakeholder MgmtPREPARED BY VITALIY FURSOV

1. DIFFERENT STAKEHOLDER INTERESTS

2. PROJECT MANAGER MANAGEMENT STYLE

3. PROJECT TEAM HISTORY

4. SCOPE CHANGES

5. SCHEDULE CHANGES

6. PROJECT FAILURE (OR CANCELLATION)

7. DECLINED CHANGE REQUESTS

8. DISAGREEMENTS WITH VENDORS

9. DISPUTES OVER PROJECT MANAGEMENT

METHODOLOGY

10. DISAGREEMENT OVER COMMUNICATION

METHODS

CONFLICT

REACTION

PROFILE

1 = SELDOM

2 = SOMETIMES

3 = MOST OF THE TIME

SELF-ASSESSMENT

1. _____ I CAN BE

SWAYED TO SOMEONE

ELSE’S POINT OF

1 = SELDOM

2 = SOMETIMES

2. _____ I SHUT DOWN

PEOPLE WHO I

DISAGREE WITH.

1 = SELDOM

2 = SOMETIMES

3. _____ I ADDRESS THE

ISSUE AT HAND

DIPLOMATICALLY AND

DO NOT ATTACK THE

INDIVIDUAL.

1 = SELDOM

2 = SOMETIMES

4. _____ I THINK THAT

OTHERS TRY TO

“BULLY” THEIR WAY

WITH ME.

1 = SELDOM

2 = SOMETIMES

5. _____ I EXPRESS MY

THOUGHTS AND

BELIEFS TACTFULLY

WHEN THEY DIFFER

FROM THOSE JUST

EXPRESSED.

1 = SELDOM

2 = SOMETIMES

6. _____ RATHER THAN

OFFER MY OPINION

WHEN I DISAGREE

WITH SOMEONE, I

KEEP IT TO MYSELF.

1 = SELDOM

2 = SOMETIMES

7. _____ I LISTEN TO

OTHER PEOPLE’S

POINT OF VIEW WITH

AN OPEN MIND.

1 = SELDOM

2 = SOMETIMES

8. _____ I LET MY

EMOTIONS GET THE

BEST OF ME.

1 = SELDOM

2 = SOMETIMES

9. _____ I RAISE MY

VOICE TO MAKE MY

POINT.

1 = SELDOM

2 = SOMETIMES

10. _____ I TEND TO

BELITTLE OTHER

PEOPLE WHEN

MAKING MY POINT.

1 = SELDOM

2 = SOMETIMES

11. _____ I LOOK FOR

WAYS TO NEGOTIATE

AND COMPROMISE

WITH OTHERS.

1 = SELDOM

2 = SOMETIMES

12. _____ I HAVE BEEN

TOLD I AM TOO

PUSHY.

1 = SELDOM

2 = SOMETIMES

13. _____ I MAKE SURE

I HAVE MY OPINION

HEARD IN ANY

CONTROVERSY.

1 = SELDOM

2 = SOMETIMES

14. _____ I THINK

CONFLICT IN

MEETINGS IS

NECESSARY.

1 = SELDOM

2 = SOMETIMES

15. _____ I AM THE

MOST VOCAL IN

MEETINGS WHEN

TRYING TO GET MY

POINT ACROSS.

1 = SELDOM

2 = SOMETIMES

SCORING: ADD THE TOTAL SCORE FROM

QUESTIONS 1, 2, 4, 6, 8, 9, 10, 12, 13, 14, 15

SUBTRACT THE SUM OF THE SCORE FROM

QUESTIONS 3, 5, 7, 11

TOTAL:

A: 1-4

B: 5-10

C: 11+

CONFLICT REACTION PROFILE SCORE

SCORE 1-4

GROUP A

1-4: "PASSIVE" YOU MAY BE SUCH A

PUSHOVER THAT YOU ALLOW

DIFFICULT PEOPLE TO WALK ALL OVER

YOU MAY BENEFIT FROM LEARNING TO

STAND UP FOR YOUR IDEAS AND

OPINIONS IN A DIPLOMATIC AND

TACTFUL WAY.

WHAT DOES YOUR SCORE MEAN?

SCORE 5-10

GROUP B

5-10: “ASSERTIVE”

YOU ARE PROFESSIONALLY ASSERTIVE

WHEN DEALING WITH PEOPLE,

PARTICULARLY DIFFICULT PEOPLE.

CONTINUE TO BE OPEN TO LISTENING

TO DIFFERENT POINTS OF VIEW, AND

EXPRESS YOUR IDEAS AND OPINIONS

APPROPRIATELY.

SCORE 11+

GROUP C

11+: "AGGRESSIVE"

YOU MAY BE SO COMBATIVE THAT

PEOPLE MIGHT AVOID INTERACTING

WITH YOU.

YOU MAY BENEFIT FROM LEARNING TO

LISTEN AND EXPRESS YOUR OPINIONS

MORE EFFECTIVELY.

TYPES OF

CONFLICT

4 TYPES OF CONFLICT

Conflicts

Interpersonal

Process

Direction

External

HOW MUCH DO MY PERSONAL BIASES AND PREJUDICES

AFFECT THIS SITUATION?

INTERPERSONAL CONFLICT

IDENTIFY 3 BEHAVIOURS THAT YOU COULD CHANGE -

COMMIT TO FOLLOWING THROUGH ON THESE CHANGES

FOR AT LEAST 3 MONTHS

ASK THE OTHER PERSON INVOLVED HOW YOU COULD

DEFUSE THE EXISTING CONFLICT THAT MIGHT SEEM

BRUTALLY HONEST

HOW DO YOU THINK THEY VIEW YOUR COMMITMENT TO

REDUCING CONFLICT? WHY?

5 STRENGTHS OF THE OTHER PERSON & 5 WAYS THAT

IMPROVING THIS RELATIONSHIP WOULD BENEFIT YOU

HOW MUCH CONTROL DO I HAVE OVER

THIS 'PROCESS CONFLICT'?

PROCESS CONFLICT

IDENTIFY THE ROOT CAUSE OF THE PROBLEM

AND ANALYZE THE IMPROVEMENT

OPPORTUNITY

PROCESS CONFLICT

TALK TO THE "OWNER" OF THE PROCESS AND

CLARIFY THE PROBLEM

PROCESS CONFLICT

SUGGEST A WORKABLE SOLUTION AND

ACTION PLAN

PROCESS CONFLICT

FOLLOW-THROUGH ON THE PLAN AND

EMPOWER THE "OWNER" OF THE PROCESS

PROCESS CONFLICT

AM I CLEAR ON THE DIRECTION OR VISION?

DIRECTION CONFLICT

CLARIFY THE DISCREPANCY TO BE EASILY

DESCRIBED IN NEUTRAL WORDS AND TAKE

ACTION

DIRECTION CONFLICT

ASK PERMISSION TO ADDRESS THE

DISCREPANCY WITH THE OTHER SIDE IN A

FRIENDLY, NON-CONFRONTATIONAL WAY AND

GAIN AGREEMENT

DIRECTION CONFLICT

USE "I" AND "WE" MESSAGES RATHER THAN

"YOU" MESSAGES

DIRECTION CONFLICT

MAKE AUTHENTIC COMMITMENTS

DIRECTION CONFLICT

HOW MUCH CONTROL DO I HAVE OVER THIS

FACTOR?

EXTERNAL CONFLICT

CHOOSE TO FIGHT BATTLES THAT ARE WORTH

THE PRICE

EXTERNAL CONFLICT

PUT YOUR ENERGY INTO THINGS YOU "CAN

DO" RATHER THAN COMPLAIN ABOUT WHAT

YOU "CAN'T DO"

EXTERNAL CONFLICT

DO SOMETHING GOOD FOR OTHERS

EXTERNAL CONFLICT

MAINTAIN PERSPECTIVE AND A SENSE OF

PURPOSE

EXTERNAL CONFLICT

TALK TO SOMEONE YOU TRUST

EXTERNAL CONFLICT

EXERCISE

DISCUSSION

1/2 1/3 1/9

17 HORSES

1/2 1/3 1/9

17 HORSES

1/2 1/3 1/9

18 HORSES

1/2 1/3 1/9

18 HORSES

1/2 1/3 1/9

18 HORSES

9 + 6 + 2

17PREPARED BY VITALIY FURSOV

THE ATTITUDE OF NEGOTIATION AND

PROBLEM SOLVING IS TO FIND THE

PROVERBIAL "18TH HORSE" OR

"COMMON GROUND"

ONCE THE "COMMON GROUND" IS

FOUND, THE ISSUE IS RESOLVED

MORALE

TO REACH A SOLUTION, THE FIRST

STEP IS TO BELIEVE THAT THERE IS A

SOLUTION

MORALE

practical tips for resolving project management conflicts

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