A Quick Guide to Conflict Resolution for Project Managers
30.11.2015
Delivering projects that involve groups of people working together usually also involves a certain amount of stress, and sometimes this will give rise to arguments. The cause can be one or more of the following.
Things that can cause conflict on a project
Interdependency or 'are they keeping their end up?'
Different people and different groups have to work together other in such a way that their individual efforts dovetail so that the project as a whole can proceeed smoothly.
Creative differences
There's usually more than one way to do things, and people can end up at loggerheads when differences of opinion occur but both sides are equally convinced that their way is the best way.
Personality clashes
Sometimes a project team will contain new members, or teams that have not worked together before now have to do so. Sometimes people just rub each other up the wrong way.
Whatever the reason, conflicts may arise which threaten to bring the project to a halt. This is when the project managers have to take charge of the situation and resolve disagreements speedily and efficiently.
Possible solutions and strategies
Effective listening
It is vital to understand the conflict from the very beginning, and see whether or not there are any underlying causes or triggers that led to the flare up. Sometimes many seemingly minor disagreements can cumulatively grow into a bigger and harder to resolve argument down the line. If the issue that appears to be the cause of the dispute is something that is in itself minor, it is best to establish a full history of any disagreements.
Mediating and getting effective communication going again
Good communication is the key to allow different ideas and people to be heard and respected. If conflict happens then the project manager needs to quickly identify the cause and step in to bridge the communication gap between parties.
If the conflict is severe then it is perhaps best to speak to both parties separately so that they can each speak their mind in full, before bringing them together and facilitating a discussion between them to see what can be resolved.
Reinforcing the correct understanding of the project goals - and each one's importance
A project manager is tasked with ensuring that the key objectives of the project are met, but also with awarding each objective - and each task within the project - a priority.
First try to establish whether the contrasting views and ideas of team members based on a correct or incorrect understanding of the aims of the project.
Next, try to determine whether or not both viewpoints are equally important as far as their impact on the overall success of the project goes. Both parties could be correct, but should one viewpoint be taken on board instead of another (that is equally valid) because one guarantees that a priority objective is met and the other does not?
Taking sides and making decisons
A project manager has to remain impartial. That said, your prime responsibility is to the successful implementation of the project, so you may well have to make decisions that make some people happy and others disappointed. How can you get the team back together to function as a unit? Unless you're careful in situations like this, you can become a part of the dispute.
This is where diplomacy and effective communication come into it. The final decision you make should be explained from the point of view of its overall importance to the successful completion of the project, and you should let anyone who has argued against this decision know that you do understand that their viewpoint is important, but it is just outweighed by other considerations.
For example:
Team member: I think we should do X rather than Y because that way A will be completely satisfied.
Project manager: That's true, but if we do X then B will suffer, and B is more important to the project than A. If we do Y then B is completely satisfied, and A is still fairly well met. Do you agree?
Team member: Well, B is also met if we do X.
Project manager: You're right. It is, but it's not met as well. Would you agree that B will suffer slightly?
Team member: Yes, I suppose that is true.
Project manager: OK. Well, we have to concentrate on B as that's a priority objective, so I don't think we have a choice but to let A suffer slightly. Can you think of any way that we could meet both A and B 100%?
Team member: No, I can't.
Project manager: OK, there it is. I realise that this is your responsibility, and I am aware that I'm asking you to compromise on the effectiveness of A, but I have to make sure that B is 100% satisfied. I'm sorry, but that's my priority, so we're going to have to implement Y.
Conflict resolution is one of those duties all project managers will have to face at some point. The crucial thing is that you do not allow conflict to determine where a project goes.
You might also find our article about effective project management useful.
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