Projects are an arena that can be fraught with conflict. Disputes and ‘fights’ of all types occur, ranging from million-dollar claims, through many types of negotiation, to personal battles with an adversary. Smart operators do not get into a fight they don’t expect to win, but often there is no choice!
While seeking a ‘win-win’ outcome is desirable, in many situations the only real option if someone wins and someone loses. The art of effective dispute management is to make sure any ‘wins’ are worth the cost and more importantly making sure any losses are manageable—Pyrrhic victories are the route to eventual defeat.
Lose battles, win wars
How does this translate into modern project management?
•Don’t start a fight without a very clear understanding of the outcome you want and the costs involved.
•In negotiation, understand your BATNA where BATNA = ‘Best Alternative To a Negotiated Agreement’. If you are pushed to the level of your BATNA, simply walk away.
•It’s nearly impossible to achieve, but try to keep emotions out of your decision making.
•Some fights are worth losing! The Russians fought and lost several battles to damage the French army. This is particularly important if your opponent is a powerful bully; if ‘winning’ the fight hurts them enough (and you can lose without too much damage) the effort can be worthwhile.
•Even when you expect to win, have a way out planned—you may just need it.
•Take a long-term view; reputations and relationships take a long time to build but can be destroyed in minutes.
•Apply effective risk management and do your sums, as there is no point fighting if the cost is more than the likely winnings. Even when there is a surplus—you expect the outcome to be positive—discount your ‘winnings’ by the probability and cost of losing. Saving Changes...
Yes, sometimes PMs wants to reach their dates and timings forgetting communication, people management, Leadership, Team building.
Some others go for overtime as a success factor. Also they forget to motivate employees and to create cultural awareness.
Getting the project to an end is not enough, it is the way you do it. Saving Changes...
Larry SenekerProgram Manager| IBMJefferson City, Mo, United States
I think describing Pyrrick victories to stakeholders is a great idea and am glad others talk of it too. So much momentum and rallying goes into large projects, that it becomes too unpopular to make a rational decision to reduce scope / shift delivery dates / or even cancel large projects. I think a good comparison (yet extreme) would be the changes NASA made after the Challenger event... They met their deadline for launch, but truly a Pyrrick victory. Thx! Saving Changes...
Suresh KumarAssistant Vice President| Infinite Computers India LtdChennai, Tamilnadu, India
It is like operation is success and the patient is dead Saving Changes...
Carlos TessoreDr.| RManagementMontevideo, Montevideo, Uruguay
Pyrrhic victory is a concept that many PM do not understand, it is often linked to the lack of ethic. Always win no matter how. Saving Changes...
I can see cases of the PM pushing to get the project done and deliver On time On budget On quality.... So the in that aspect it's win, but on the other hand teams members don't want to do other project with that PM Saving Changes...
Marcelo GuerraDirector of Engineering| SoundCommerceKirkland, Wa, United States
This seems like a bad idea in general. I have seen it happened when PMs push so hard that they end up losing trust/influence on the team and/or other stakeholders. Definitely not worth it. Saving Changes...
