There's no "one approach fits all" rule here. Even though PMI values problem-solving (a.k.a. confrontation) and collaboration, there are situations where forcing, withdrawing or smoothing might be the best response.
This is what makes the soft skills of project management so critical - applying good judgment to situational leadership.
Kiron Saving Changes...
Dinah YoungProject Manager / Software Asset Manager| Prince William CountySpringfield, Va, United States
Many of the conflicts on my team have been ego driven. In these situation there is usually more smoothing taking place.
For example, I inadvertently offended someone in a meeting when I suggested that we had resources available that could help he with a problem she was having. She took it that I was attacking her ability to do her job. I explained that I was offering a potential solutions to her struggle. We talked it out and I made it clear that I was not attacking her. To alleviate her concerns, I told her I would be more careful about when I make suggestions.
Probably 90% of all conflicts start with someone getting upset about something someone else says. Even the conflicts with our customers are often the result of someone misspeaking and someone else taking offense.
Some of the other issues that have arisen were because of roles and processes not being clearly defined. Saving Changes...
Mahabubur RahmanProject Manager Structures-Bridges| Department of Infrastructure, Government of Nothwest TerritoriesYellowknife, Northwest Territories, Canada
Generally, conflict is inevitable in a project situation. First, the PM needs to understand the situation and then choose the right approach. If it is within team members, the PM can meet with each team member personally or choose other conflict management techniques that is appropriate for the situation i.e., collaborative, compromise, withdraw, smooth, direct etc. Saving Changes...
Jaleel .PMP, Associate Director| MetricStreamBangalore, India
Some of the key factors for conflict resolution is the intensity of conflict, the time pressure to resolve it, persons involved as well as whether resolution needs to be short term or long term. General techniques are
(1) Withdraw/Avoid - Postponing the issue for better preparation or when other are required to resolve the conflict.
(2) Smooth - Resolve by considering the points where there is agreement than disagreement.
(3) Compromise - To provide a temporary solution for things to move on and satisfaction to both parties/individual involved in conflict.
(4) Direct/Force - This is enforced through the power one has in resolving the conflict. In this case it is mostly win-lose situation.
(5) Collaborative/Problem solving - Getting into discussions, looking at different view points and resolve the conflict in a collaborative and co-operative manner. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
My work life is about to resolve conflicts. Trying to add something to previous valuable comments let me say: you have to take into account your organizational culture. That´s all that matters. In my case, I do things against the organizational culture and I have contributed as a agent of organizational change. But I do not advise to do that. Saving Changes...
