Today we would like to say a few words about conflicts and the main models of conflict management in projects.
Conflict management What is conflict? I’ll give you two money.
Conflict means: Antagonistic interaction between the parties and the existence between the parties.
The process of interaction between the parties, in which one of the parties accepts something that negatively influences (or tends to influence) those that are important for the first side.
Tobto. We have a number of participants in the conflict, we look at the situation and the difference in views of each side on this situation. Good or bad?
There are two ways of looking at Conflict: The traditional view sees Conflict as evil, as a consequence of uniqueness.
Today’s understanding of Conflict, however, views conflict as inevitable between people and as one that, if properly managed, can become visible, allowing one to quickly find the right solutions in extreme situations.
From the moment a project is initiated until its completion, the project manager and project team are constantly in a state of “conflict anxiety,” regardless of how the conflict itself is perceived, both evil and good.
Therefore, it is important to understand what the main sources of conflicts exist in projects.
The main ones include: 1) Conflict through priorities – due to the fact that the thoughts of the project participants about the consistency of the succession of work and orders differ;
2) Conflicts through administrative procedures – related to the normative and regulatory rules that regulate how the project is handled, what documents can be created and in what format;
3) Conflicts through technical decisions – related to technical inputs in the process of project implementation;
4) Conflicts through human resources – a permanent conflict with the project :-), related to the recruitment of personnel to the project team from functional subdivisions of the company;
5) Conflicts through conflict – related to the provision of supplementary budgets, labor rates, payment of labor to contractors, etc.;
6) Conflicts through the project schedule – related to the superpoints around the terms of succession, their sequence, interdependence, etc.
7) Interpersonal conflicts are associated with adversity between participants on a special level.
There are a lot of identified conflicts that are visible throughout the entire life cycle of the project in one way or another. And in these situations, the project manager himself is responsible for “resolving” controversial situations that arise.
Therefore, it is important to understand that which models of conflict management can be challenged and if different models can be stagnated.
There are five such models: 1) Uniqueness: If the parties, dealing with the problem, try not to emphasize respect on this issue and simply ignore its obviousness.
The model will stagnate if you spend too much time on the top problem to outweigh the problem itself, and also if the problem is not important for the participants;
2) Attachment: If one side takes over the benefits of the other side, to the detriment of its interests.
The model will stagnate if the most important nutrition between the participants in the conflict and the nutrition of lesser principles.
You can also stagnate, if it is politically important to “lose the battle, or else win the war.”
Or if the forces are no match for the conflict, the battles in the “fight” can become strong.
Either way, the conflict may not arise and the existing conflict may develop into serious consequences.
3) Primus If one of these sides is corrosive with force (power, physical power) it crushes the other sides to its decision.
It becomes stagnant when it is necessary to quickly make decisions, and the consequences of delaying the decision may be significant.
4) Compromise When the parties to the conflict try to find a hidden solution, but sacrifice some of their interests, appearing to be against them.
The model will stagnate if there is a conflict between the majority of the peers, as well as if there is pressure on the drains and you don’t want to stagnate the force to make the problem worse.
5) Spіvrobіtnitstvo This model allows all sides of the conflict to win. Most often, when this model is stagnant, the parties are encouraged to look at the problem more broadly and find additional options for the ultimate problem, in which the formulation of the primary problem changes.
The model becomes stagnant when there is enough time to find mutually viable solutions, and it is important for the parties to know such a solution themselves.
The figure below shows how the model stagnates, depending on the orientation towards one’s own or others’ goals within the framework of the conflict.
Conflict management You can write about conflicts and methods of interaction in them for a long time, the skin itself chooses how to deal with this situation, based on its own values, principles, etc. iley.
In this article, I want to show the main sources of conflict in projects and the models that stand in conflict management.
I hope the information was useful to you.
Effective and correct solutions for you in complex and conflict situations.
And in future projects!
And finally, I’d like to watch a small cartoon in which the conflict and the model of its participants are clearly visible. What models can you discover?
