Dealing with conflict in project management - Revision history

Tkokotas at 15:30, 16 November 2018

2018-11-16T15:30:45Z

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			''Developed by Sebastian Graff Daugaard''


	==Abstract==		==Abstract==

Daugaard: /* Annotated Bibliography */

2018-02-26T16:25:50Z

Annotated Bibliography

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	'''Project Management Institute. A Guide to the Project Management Body of Knowledge. 5th edition. Project management institute.'''<ref name="Book10">''Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).'' </ref> This books acts as a complete guide to the many facets of project management. It is a good source of information regarding the methodology that can be used when defining scope, scheduling the project, managing risks etc. Chapter 10 is spent on project communications management, which is where conflicts are briefly discussed. This book in itself does not provide a sufficient level of coverage to prepare an upcoming project manager for dealing with conflict.		'''Project Management Institute. A Guide to the Project Management Body of Knowledge. 5th edition. Project management institute.'''<ref name="Book10">''Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).'' </ref> This books acts as a complete guide to the many facets of project management. It is a good source of information regarding the methodology that can be used when defining scope, scheduling the project, managing risks etc. Chapter 10 is spent on project communications management, which is where conflicts are briefly discussed. This book in itself does not provide a sufficient level of coverage to prepare an upcoming project manager for dealing with conflict.

	'''Lock, Dennis. Project management. 2013, 10th edition. Gower.''' Similar to the project management institue, the book focuses on the more tangible aspects of project management e.g. scheduling. The importance of conflict management is mentioned several times, but never supported with tools, examples etc. Again, this book in itself does not provide a sufficient understanding of how one should approach conflict management.		'''Lock, Dennis. Project management. 2013, 10th edition. Gower.''' Similar to the project management institue, the book focuses on the more tangible aspects of project management e.g. scheduling. The importance of conflict management is mentioned several times, but never supported with tools, examples etc. Again, this book in itself does not provide a sufficient understanding of how one should approach conflict management in a project-setting.

	== References ==		== References ==

	<references/>		<references/>

Daugaard: /* Annotated Bibliography */

2018-02-26T16:25:03Z

Annotated Bibliography

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	'''Spiess, Wolfgang (2008). Conflict Prevention in Project Management. 1st edition, Springer.'''<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, p.48 (Springer). </ref>. This book is centered on the importance of correctly classifying conflicts and acting accordingly. Particularly, chapter 4, 5 and 8 provide insight to conflict management through the eyes of the PM. Chapter 4 revolves around using psychology to prevent conflicts, and it is also where the 9 conflict stages are introduced. The book contains a number of case studies of proper and improper conflict management.		'''Spiess, Wolfgang (2008). Conflict Prevention in Project Management. 1st edition, Springer.'''<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, p.48 (Springer). </ref>. This book is centered on the importance of correctly classifying conflicts and acting accordingly. Particularly, chapter 4, 5 and 8 provide insight to conflict management through the eyes of the PM. Chapter 4 revolves around using psychology to prevent conflicts, and it is also where the 9 conflict stages are introduced. The book contains a number of case studies of proper and improper conflict management.

	'''Project Management Institute. A Guide to the Project Management Body of Knowledge. 5th edition. Project management institute.'''<ref name="Book10">''Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).'' </ref> This books acts as a complete guide to the many facets of project management. It is a good source of information regarding the methodology that can be used when defining scope, scheduling the project, managing risks etc. Chapter 10 is spent on project communications management, which is where conflicts are ~~addressed~~. The ~~Conflict Style Inventories~~ is ~~introduced along~~ with examples ~~for when the different approaches make sense to apply~~.		'''Project Management Institute. A Guide to the Project Management Body of Knowledge. 5th edition. Project management institute.'''<ref name="Book10">''Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).'' </ref> This books acts as a complete guide to the many facets of project management. It is a good source of information regarding the methodology that can be used when defining scope, scheduling the project, managing risks etc. Chapter 10 is spent on project communications management, which is where conflicts are briefly discussed. This book in itself does not provide a sufficient level of coverage to prepare an upcoming project manager for dealing with conflict.

			'''Lock, Dennis. Project management. 2013, 10th edition. Gower.''' Similar to the project management institue, the book focuses on the more tangible aspects of project management e.g. scheduling. The importance of conflict management is mentioned several times, but never supported with tools, examples etc. Again, this book in itself does not provide a sufficient understanding of how one should approach conflict management.

	== References ==		== References ==

	<references/>		<references/>

Daugaard: /* Conflict stages */

2018-02-26T16:13:48Z

Conflict stages

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	A brief explanation of the stages are:		A brief explanation of the stages are:<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, chapter 4, 5, 8 (Springer). </ref>

	'''Stage 1: Tension'''		'''Stage 1: Tension'''

Daugaard: /* Dimensions of conflict */

2018-02-26T16:12:45Z

Dimensions of conflict

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	==Dimensions of conflict==		==Dimensions of conflict==

	Conflicts in a project-setting can be divided into four basic dimensions.<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, ~~p.48~~ (Springer). </ref> It is noteworthy that in a real-life setting, a conflict can easily be the sum of different dimensions. Nonetheless, it is valuable to understand the different dimensions, as they have different levels of severity and should be tackled in different manners.		Conflicts in a project-setting can be divided into four basic dimensions.<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, chapter 4, 5, 8 (Springer). </ref> It is noteworthy that in a real-life setting, a conflict can easily be the sum of different dimensions. Nonetheless, it is valuable to understand the different dimensions, as they have different levels of severity and should be tackled in different manners.

	#Instrumental dimensions		#Instrumental dimensions

Daugaard: /* Character traits and conflict */

2018-02-26T16:08:58Z

Character traits and conflict

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	A lot of these attributes can be directly linked to conflict - what can cause certain personality archetypes to become irritated, how a behavioral pattern responds in a conflict situation and so on. These things can be kept in mind when designing a project team. In doing so, one should strive to find a level of equilibrium in the team. That is, a well-rounded team will each be able to find a role in the project team and compliment each other's strengths and weaknesses. Alternatively, a project team designed with an abundance of a particular character trait may experience a harder time collaborating. A classical example would be having too many assertive or dominant individuals in a group. This is why [[Belbin's team roles]] or similar tools are commonly used to create well-rounded project teams.		A lot of these attributes can be directly linked to conflict - what can cause certain personality archetypes to become irritated, how a behavioral pattern responds in a conflict situation and so on. These things can be kept in mind when designing a project team. In doing so, one should strive to find a level of equilibrium in the team. That is, a well-rounded team will each be able to find a role in the project team and compliment each other's strengths and weaknesses. Alternatively, a project team designed with an abundance of a particular character trait may experience a harder time collaborating. A classical example would be having too many assertive or dominant individuals in a group. This is why [[Belbin's team roles]] or similar tools are commonly used to create well-rounded project teams.

	Different personality tests use different attributes to define their classes. However, some common denominators exists. A brief explanation will be given of dominance, extroversion, urgency, and detail orientation as these are commonly found. One method that uses these attributes is the DISC model, albeit with different names, as seen in figure 3. Examples will show how the character archetypes may ~~be annoyed~~.		Different personality tests use different attributes to define their classes. However, some common denominators exists. A brief explanation will be given of dominance, extroversion, urgency, and detail orientation as these are commonly found. One method that uses these attributes is the DISC model, albeit with different names, as seen in figure 3. Examples will show how the character archetypes may become irritated.
	[[File:DISC.gif\|400px\|thumb\|right\|Figure 3: The DISC model, which places the four dimensions dominance, influence/extroversion, steadiness/urgency, and compliance/detail orientation on a grid in relation to task focus and being outgoing versus reserved.<ref name="Web1">Retrieved Feb 22, 2018, from https://discprofile.com/what-is-disc/overview/ </ref>]]		[[File:DISC.gif\|400px\|thumb\|right\|Figure 3: The DISC model, which places the four dimensions dominance, influence/extroversion, steadiness/urgency, and compliance/detail orientation on a grid in relation to task focus and being outgoing versus reserved.<ref name="Web1">Retrieved Feb 22, 2018, from https://discprofile.com/what-is-disc/overview/ </ref>]]

Daugaard: /* Character traits and conflict */

2018-02-26T16:07:51Z

Character traits and conflict

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	==Character traits and conflict==		==Character traits and conflict==

	A competent conflict manager needs to have a broad understanding of different ways people behave when facing a conflict. It is not a case of labeling or defining people, but more so of recognizing personality traits and adjusting the professional communication accordingly<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, p.48 (Springer). </ref> Multiple tools and tests exist for understanding personalities. Noteworthy examples are Myers Briggs Type Indicator (MBTI)<ref name="Web2"> ''Myers Briggs personality profiles, [Online] Available at: https://www.16personalities.com/personality-types [Accessed 20 February 2018].</ref>, The Sixteen Personality Factor Questionnaire (16PF)<ref name="Web3"> ''Catell's 16 Personality Traits, [Online] Available at: https://openpsychometrics.org/tests/16PF.php [Accessed 20 February 2018].</ref>, and DISC assessment<ref name="Web1"> ''Disc Profiles, [Online] Available at: https://www.discanalyse.dk/disc-profil/ [Accessed 20 February 2018].</ref>. Despite different classification methods of the tools, their underlying indicators are based on attributes and a score, where an individual is placed somewhere on a spectrum. High scores in an attribute is associated with certain behavioral patterns, and the same goes for low scores.		A competent conflict manager needs to have a broad understanding of different ways people behave when facing a conflict. It is not a case of labeling or defining people, but more so of recognizing personality traits and adjusting the professional communication accordingly<ref name="Book8">''Spiess, Wolfgang. 1st, 2008. Conflict Prevention in Project Management, p.48 (Springer). </ref>. Multiple tools and tests exist for understanding personalities. Noteworthy examples are Myers Briggs Type Indicator (MBTI)<ref name="Web2"> ''Myers Briggs personality profiles, [Online] Available at: https://www.16personalities.com/personality-types [Accessed 20 February 2018].</ref>, The Sixteen Personality Factor Questionnaire (16PF)<ref name="Web3"> ''Catell's 16 Personality Traits, [Online] Available at: https://openpsychometrics.org/tests/16PF.php [Accessed 20 February 2018].</ref>, and DISC assessment<ref name="Web1"> ''Disc Profiles, [Online] Available at: https://www.discanalyse.dk/disc-profil/ [Accessed 20 February 2018].</ref>. Despite different classification methods of the tools, their underlying indicators are based on attributes and a score, where an individual is placed somewhere on a spectrum. High scores in an attribute is associated with certain behavioral patterns, and the same goes for low scores.

	A lot of these attributes can be directly linked to conflict - what can cause certain personality archetypes to become irritated, how a behavioral pattern responds in a conflict situation and so on. These things can be kept in mind when designing a project team. In doing so, one should strive to find a level of equilibrium in the team. That is, a well-rounded team will each be able to find a role in the project team and compliment each other's strengths and weaknesses. Alternatively, a project team designed with an abundance of a particular character trait may experience a harder time collaborating. A classical example would be having too many assertive or dominant individuals in a group. This is why [[Belbin's team roles]] or similar tools are commonly used to create well-rounded project teams.		A lot of these attributes can be directly linked to conflict - what can cause certain personality archetypes to become irritated, how a behavioral pattern responds in a conflict situation and so on. These things can be kept in mind when designing a project team. In doing so, one should strive to find a level of equilibrium in the team. That is, a well-rounded team will each be able to find a role in the project team and compliment each other's strengths and weaknesses. Alternatively, a project team designed with an abundance of a particular character trait may experience a harder time collaborating. A classical example would be having too many assertive or dominant individuals in a group. This is why [[Belbin's team roles]] or similar tools are commonly used to create well-rounded project teams.

Daugaard: /* Conflict management styles */

2018-02-26T16:04:49Z

Conflict management styles

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	==Conflict management styles==		==Conflict management styles==

	Whenever a conflict is looming in a project, the project ~~manager is faced with a choice regarding~~ how to address the conflict. To illustrate this dynamic, the Conflict Mode Instrument developed by Kenneth W. Thomas and Ralph H. Kilmann can be applied. A good project manager must understand in what instances the different styles are applicable.<ref name="Book10">''Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).'' </ref>		Whenever a conflict is looming in a project, the project manage rmust choose how to address the conflict. To illustrate this dynamic, the Conflict Mode Instrument developed by Kenneth W. Thomas and Ralph H. Kilmann can be applied. A good project manager must understand in what instances the different styles are applicable.<ref name="Book10">''Project Management Institute, 5th, A Guide to the Project Management Body of Knowledge (Project management institute).'' </ref>

	[[File:conflict Styles.png\|700px\|thumb\|center\|Figure 2: Conflict Mode Instrument<ref name="Book10"> ''</ref>		[[File:conflict Styles.png\|700px\|thumb\|center\|Figure 2: Conflict Mode Instrument<ref name="Book10"> ''</ref>

Daugaard: /* Conflict stages */

2018-02-26T16:03:18Z

Conflict stages

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	==Conflict stages==		==Conflict stages==

	Recall that conflict can lead to positive change if managed correctly. It is ~~very much~~ a case of identifying and dealing with the conflict in an early stage. In doing so, the conflict escalation model can be applied. The model, developed by Australian conflict expert Friedrich Glasl, states that all conflicts will move through some general steps, each with its own dynamics, figure 1:		Recall that conflict can lead to positive change if managed correctly. It is a case of identifying and dealing with the conflict in an early stage. In doing so, the conflict escalation model can be applied. The model, developed by Australian conflict expert Friedrich Glasl, states that all conflicts will move through some general steps, each with its own dynamics, figure 1:

	[[File:conflict Stages.png\|700px\|thumb\|center\|Figure 1: Friedrich Glasl's model of conflict escalation<ref name="picture"> ''Friedrich Glasl's model of conflict escalation [Online] Available at: https://en.wikipedia.org/wiki/Friedrich_Glasl%27s_model_of_conflict_escalation [Accessed 14 February 2018].</ref>		[[File:conflict Stages.png\|700px\|thumb\|center\|Figure 1: Friedrich Glasl's model of conflict escalation<ref name="picture"> ''Friedrich Glasl's model of conflict escalation [Online] Available at: https://en.wikipedia.org/wiki/Friedrich_Glasl%27s_model_of_conflict_escalation [Accessed 14 February 2018].</ref>

Daugaard: /* Abstract */

2018-02-26T15:59:28Z

Abstract

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	==Abstract==		==Abstract==

	It is of interest for the project manager to deliver a high-quality result on time and on budget. No projects are executed without conflicts and they have the potential to derail a project completely if ignored or improperly managed e.g. via loss of profit, time, quality, creativity or morale. On the other hand, proper conflict management can lead to positive change such as improved respect and understanding for one another. The competent project manager should therefore possess knowledge that allows him or her to identify and classify a conflict, resolve ~~a conflict~~ accordingly, and design a working environment that minimizes the risk of conflicts occurring. A conflict is spawned from multiple variables such as interpersonal relations, stress, or the difficulty of the task at hand. As a consequence of the complexity, no best practice exists. A strategy for resolving conflict may be applicable in one scenario, but useless or even damaging in another. The project manager must be able to analyze the situation and chose the correct approach to conflict management based on the information he or she has available. In doing so, a fundamental understanding of human psychology and [[Cross-cultural Management]] is a plus.		It is of interest for the project manager to deliver a high-quality result on time and on budget. No projects are executed without conflicts and they have the potential to derail a project completely if ignored or improperly managed e.g. via loss of profit, time, quality, creativity or morale. On the other hand, proper conflict management can lead to positive change such as improved respect and understanding for one another. The competent project manager should therefore possess knowledge that allows him or her to identify and classify a conflict, resolve it accordingly, and design a working environment that minimizes the risk of conflicts occurring. A conflict is spawned from multiple variables such as interpersonal relations, stress, or the difficulty of the task at hand. As a consequence of the complexity, no best practice exists. A strategy for resolving conflict may be applicable in one scenario, but useless or even damaging in another. The project manager must be able to analyze the situation and chose the correct approach to conflict management based on the information he or she has available. In doing so, a fundamental understanding of human psychology and [[Cross-cultural Management]] is a plus.

	==Definition==		==Definition==