Simon LangeProgram Manager| NSW HealthNorth Strathfield, Nsw, Australia
When working on a project, conflict can arise from many different sources. The challenge of implementing a change, understanding and translating stakeholder requirements into a result they want, or dealing with organisational politics, all creates ripe conditions for conflict. Indeed, people working together can create tension.
How do you respond to conflict, if it arises in your project environments? What do you do to keep the project on track? Saving Changes...
Mudassar KhanProgram (Project )Manager| Woodward Canada IncPeterborough, ON, Canada
I agree with Rami Thoughts
"Conflict is dealt with on a case to case basis as different conflicts requires different measures. For example, contractual conflict requires a resolution different than team conflict so thrte is no general answer for this question. You need to deal with conflicts immediately as they arise and this is the best way to keep your project on track." Saving Changes...
Simon LangeProgram Manager| NSW HealthNorth Strathfield, Nsw, Australia
Feb 14, 2017 7:25 AM
Replying to Chandrashekhar Thatte
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Conflicts arises when one party tries to blame and pass on their Project risks to the other party.This happens ,generally, on construction contracts where the Employer has the misconception that all the project risks are to be shouldered by the Contractor.If this misconception gets removed ,most of the other conflicts can be resolved across the table .
Hi Chandrashekhar,
Sounds like you have had some direct experience with conflict in your projects, and I too have faced interesting disagreements when different parties refuse to own risks, manage dependencies or accept organisational constraints. Do you find this occurs with specific clients, or is a more general situation with all construction projects?
I find that ownership and accountability are two elements, which if not developed and maintained across the project life cycle, creates critical challenges that cause pressure on the project teams and management.
How do you get a stakeholder to own their risks, produce an amicable outcome, and still deliver the project objectives?
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1 reply by Chandrashekhar Thatte
Feb 16, 2017 7:20 AM
Chandrashekhar Thatte
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Simon,with regard to Indian Client ; this is a general situation on most of the construction projects .They,client's project team, tend to disown (intentionally or unknowingly) Ownership and consider themselves unaccountable despite their contractual obligation and responsibilities under the terms of contract.It is only through the establishment of a good rapport acquired using soft skills that you are able to produce an amicable outcome and deliver project objectives .This notwithstanding,nothing works if you are under-performing.
Saving Changes...
Simon LangeProgram Manager| NSW HealthNorth Strathfield, Nsw, Australia
Feb 14, 2017 11:12 PM
Replying to Prolay Chaudhury
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I would like to address Conflict resolution as DESC Model.
1. Describe - Describe the conflict situation. What has happened.
2. Express - Explain how do you feel by the situation.
3. Specify - What you would like to occur in future with such situation.
4. Consequences - What you will do in the result of the new way to address the conflicted situation.
What I understand that empathically listening is the key ingredient of the conflict resolution. And do not use the model when the both parties are emotionally very high (Angry).
Hi Prolay,
Great way to approach the conflict - I like the way that you frame up the step by step approach to addressing conflict. Especially when words get heated, and conflict is protracted, a process would provide signposts to guide the discussion and resolution.
I often find that conflict arises quickly, and if you don't address it immediately, it will fester and expand, and this has negative impacts to the project. When you do not have a choice except to jump in and resolve an angry conflict, which model would you use?
I also find it really important to be conscious of my self talk - that is what I say to myself when the conflict is in full swing. If I am in "reaction", then my emotional state is not suitable to address a conflict, and I need to change my emotional state. However, if I am in a calm emotional state, then I am best placed to respond (not react) to the situation and defuse the conflict.
I can see you are referring to this when you mention empathically listening - which I take to mean that you hear what they say and feel their perspective, without becoming ensnared in their emotionally charged state. Of course, I am putting words in your mouth... Is this close to what you mean? Saving Changes...
Prolay ChaudhuryPractice Lead & Lead Solution Architect| Chaudhury, Inc.Bangalore, Karnataka, India
Yes, Simon. You explained it very nicely and to the point. Thank you. Saving Changes...
Sounds like you have had some direct experience with conflict in your projects, and I too have faced interesting disagreements when different parties refuse to own risks, manage dependencies or accept organisational constraints. Do you find this occurs with specific clients, or is a more general situation with all construction projects?
I find that ownership and accountability are two elements, which if not developed and maintained across the project life cycle, creates critical challenges that cause pressure on the project teams and management.
How do you get a stakeholder to own their risks, produce an amicable outcome, and still deliver the project objectives?
Simon,with regard to Indian Client ; this is a general situation on most of the construction projects .They,client's project team, tend to disown (intentionally or unknowingly) Ownership and consider themselves unaccountable despite their contractual obligation and responsibilities under the terms of contract.It is only through the establishment of a good rapport acquired using soft skills that you are able to produce an amicable outcome and deliver project objectives .This notwithstanding,nothing works if you are under-performing. Saving Changes...
Conflict if not resolved amicably gives birth to dispute .In such a situation the right application of Emotional Intelligence in managing the projects becomes a handy tool/mechanism to address conflicts for a rationalistic resolution.
Great discussion here and your response was clear and succinct.
Great discussion here and your response was clear and succinct.
Thank you so much. Saving Changes...
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
Generally, I weigh all conflict against the question "What position would most advance the project's interests?", then I act accordingly. I feel this gives me the 'moral authority' to make difficult choices, especially when resolving conflict between individuals. Also, viewing conflict in this light usually removes it from the realms of subjectivity and personal interest, and makes the most beneficial path apparent.
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1 reply by Simon Lange
Feb 26, 2017 4:04 PM
Simon Lange
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Hi Eric,
You bring up a great point, and I think the answer to this question is really critical. Especially when there are multiple valid points of view, the ability to rationalise your strategy based on project objectives provides a clear path to make decisions and address conflict.
However, in my experience, project objectives sometimes flex and stretch based on stakeholders perspective. So while I agree that conflict can be addressed by leveraging from an objective position (in this case project interests), if I seek high moral ground, I'm concerned that I may alienate rather than build an alliance. Is this something that you have experienced while using this approach?
For me, I'd be looking to unite stakeholders underneath an objective position, and then use the common ground to deliver project objectives. That way we build an alliance as a foundation to project delivery.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Feb 11, 2017 1:53 AM
Replying to Simon Lange
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Agreed Rami, this is a big topic and different circumstances would require different responses. However, the general response - which you say is to deal with conflict immediately - is accurate in my experience, if the conflict is impacting on the results of the project.
Sometimes the conflict is bigger than the project and runs deep, and although it impacts project deliverables, dealing with it often needs a dedicated response which will continue after the project has completed.
For me, I think simplicity is the key. I like to view conflict as ambiguous, rather than get into details, create common ground between the conflicting parties, and then get them to see the objectives of the project from the same perspective. If both parties sit on common ground, and see project results as important and satisfying their needs, then this agreement will overshadow the conflict.
You definitely have a point Simon and I do like this approach but sometimes depending on the situation you need to go into all details and follow the endless protocol. Saving Changes...
Diego EscobarSr. Project Manager - CALA Region| TCRP S.A.Buenos Aires, Capital Federal, Argentina
I think one of the best ways to foresee conflict is a good knowledge of stakeholders.
And for resolve conflict keep in mind to separate people from problems an real interests from personal positions.
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1 reply by Simon Lange
Feb 25, 2017 5:51 PM
Simon Lange
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Hi Diego,
Thanks for contributing to this discussion.
I agree, a good understanding of your stakeholders will allow you to anticipate conflict, and sometimes address the cause before it escalates.
How do you maintain a distinction between people and problems, especially when the problems may be linked or caused by people?
For me, I see the value in staying out of the details of the conflict, and I think that is what you mean by separating "real interests from personal positions."
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