Project Team Development: Constructive Conflict Resolution

Project Team Development
Constructive Conflict Resolution

Based on material made available by John Bennedict, Bell South
Characteristics of a HighPerforming Team

Commitment to a common goal Clear roles and work assignments Informality Participation Civilized Disagreement Consensus Decisions Mutual Accountability
Characteristics (continued)
Honest communications Active listening Shared leadership Good external relations Diversity - style and technical capability Self assessment Appreciation of individual and team efforts
Barriers to Team Performance

Team leadership limitations Goal ambiguity Lack of team rewards and recognition Poor interpersonal dynamics Lack of good communication
Sources of Conflict
Conflicts arise from differences in goals, facts, values, and methods Major sources of conflict in teams include Schedules Priorities Resources Personalities
Five Modes of Handling Conflict

Competing (Forcing)
Avoiding (Withdrawing) Accommodating (Smoothing) Collaborating (Confronting) Compromising
Competing (Forcing)
Assertive and uncooperative - pursuing your own concerns at anothers expense Power oriented Useful when
unpopular actions needed on important issues pressing on issues when you know you are right decisive action required (emergencies) needing to protect yourself and others
Competing (Forcing) continued

Can be harmful if you
Alienate the other party Stalemate the conflict and not come to any agreement by insisting on your own particular outcome Feel remorse later and regret having pushed to much for your own point of view Cause the other party to fell remorseful about the concessions that they felt pressured to give
Competing (Forcing) continued

Can be harmful if you (continued)
Miss hearing other issues or points of view at the moment that might have proven useful Lose sight of your overall goals by locking into one point of view Lose emotional control and run the risk of permanently damaging the relationship Risk alienating your own team members who do no share your point of view
Avoiding (Withdrawing)
Unassertive and uncooperative - neither pursuing you own nor anothers concerns Uses behaviors such as sidestepping, postponing, or withdrawing Is useful when
Issue is trivial or symptomatic of another larger issue or there is no chance of winning Others can resolve issue more effectively, more data are needed, or people need to calm down
Avoiding (Withdrawing) continued

Can hinder the conflict resolution process if you
Persist in avoiding an important issue for the long term Miss a time window in resolving the issue Shut down or lose your connections with others Are seen as being unwilling to cooperate Risk alienation
Unassertive and cooperative - pursuing anothers concerns and sacrificing your own Is useful
When you are wrong or when the issue is more important to others than to yourself When used to demonstrate open-mindedness, preserve harmony, or accumulate social credits When competing would damage your own cause
Accommodating (Smoothing)
Accommodating (Smoothing) continued

Fail to achieve your goals Lose respect in the other partys eyes Are viewed as weak or wishy-washy Are seen as ineffectual by people within your own organization or team Bankrupt your organization Anger or alienate those you represent
Collaborating (Confronting)
Assertive and cooperative - pursuing your own and anothers concerns Is likely to lead to the most lasting solutions Is useful in
Determining an integrative solution when both parties concerns are equally important Gaining commitment from others Resolving interpersonal hostilities Merging insights from people with different perspectives
Collaborating (Confronting) continued

Sell out some have to haves for the sake of a win-win solution Fail to be an advocate when it is necessary Become too close with the other party and lose your objectivity Downgrade your goals to reach agreement Become remorseful that you did not push hard enough for your own particular outcomes
Compromising
Partially assertive and cooperative pursuing a solution that satisfies some concerns of both people Is useful
When used to achieve temporary solutions or arrive at agreement quickly When both parties are strongly committed to mutually exclusive positions When goals are moderately important
Compromising (continued)
Are seen as an easy touch Are seen as too gullible Give up something that you will later regret Lead the conflict to a mediocre outcome Trade off a more valuable concession for a less valuable one End up not getting what you really want
Key Messages
Successful teams should be committed to a common purpose and performance goals, committed to a common approach, and have mutual accountability Conflicts will occur in projects and arise from differences in goals, opinions, facts, values, and methods
Key Messages (continued)

It is recognized that conflict is healthy and should be managed to the mutual benefit of all concerned. The management of conflict determines it goodness or badness When the inevitable conflict occurs, failure to manage it properly can result in many types of negative consequences
Key Messages (continued)

There are five modes of handling conflict:
competing or forcing avoiding or withdrawing accommodating or smoothing collaborating or confronting compromising
Each mode is useful and is harmful in certain ways

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Project Team Development: Constructive Conflict Resolution

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Project Team Development

Constructive Conflict Resolution

Characteristics of a HighPerforming Team

Barriers to Team Performance

Five Modes of Handling Conflict

Competing (Forcing) continued

Competing (Forcing) continued

Avoiding (Withdrawing) continued

Accommodating (Smoothing) continued

Collaborating (Confronting) continued

Key Messages (continued)

Key Messages (continued)

Each mode is useful and is harmful in certain ways

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