Documente Academic
Documente Profesional
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Accommodating
Competing
Compromising
Collaborating
Resolving Conflicts
Forcing
Smoothing
Compromise
Problem Solving /
Confronting
Withdrawal
Team Decisions
Individual
Minority
Majority
Consensus
Concordance
Motivation Models
Needs
Existence
Relatedness
Growth
Expectancy
Equity
Herzbergs Theory
Theory X
Theory Y
Theory Z
Negotiations
Persuading
Bridging
Disengaging
Asserting
Attractive
outcomes
Avoiding
Forming
Storming
Norming
Performing
Adjourning /
Mourning
Conflicts are normal and they are an important aspect of our workplace. Conflict happens when the interests of two
or more stakeholders interfere with one another.
There will be hardly any project where you will not see a conflict that will not require the project managers
intervention. There can be many reasons for a conflict in a project, such as schedule priorities, scarce resources,
technical reasons, personal causes, etc.
Conflicts are not always bad; if managed properly, they build trust, and sometimes can bring new ideas and
opportunities. A proper conflict resolution can make the difference between a positive and negative outcome. An
improper resolution can negatively affect your project, as well as your impression on your team members and the
management.
The following are a few consequences of improper conflict resolution:
As a project manager it is your job to monitor and resolve conflicts in the early stage in order to keep them away
from becoming a major issue.
You can use many techniques to resolve conflicts. The fifth edition of the PMBOK Guide recognizes five conflict
resolution techniques. These techniques are as follows:
1.
2.
3.
4.
5.
Withdraw/Avoid
Smooth/Accommodate
Compromise/Reconcile
Force/Direct
Collaborate/Problem Solve
Please note that these techniques are not given in any particular order, because each has its own place or use. It is the
responsibility of the project manager to select the suitable technique for a conflict.
Withdraw/Avoid
In this conflict resolution technique, you will avoid the conflict or simply retreat. You will let this issue be solved by
itself or just forget it.
You can use this technique in the following cases:
The advantage of this technique is that it saves your precious time that you can invest in some other productive
activities.
The disadvantage of this technique is that it may weaken your position as a project manager and negatively affect
your relationships.
There is a dispute with this conflict resolution technique: Some experts say that this is not a conflict resolution
technique because when the conflict arises you simply avoid it, no action is taken from your side, and escaping is not
a solution.
Smooth/Accommodate
In this type of resolution, you will try to find areas of agreement, and try to smooth the situation. Smooth or
Accommodate is a technique to avoid tough discussion.
In smoothing, you give more concerns to other parties rather than yours. Here you will try to just play down the
situation and behave like the problem never existed.
This technique can be used in the following cases:
The main advantages of this technique are that it cools down the temperature, brings harmony, creates goodwill, and
gives you sufficient time to find a permanent solution.
One disadvantage of this technique is that since youre giving more concerns to other parties, they may try to take
advantage of it.
The other disadvantage is that it may weaken your position as an authoritative leader.
You should avoid using this technique to solve issues.
Compromise/Reconcile
Here you take suggestions from both sides and try to make a compromise. Both parties involved in the conflict gain
something, so this solution partially satisfies both parties.
You may use this technique in the following cases:
The main advantages of this technique are that it brings a faster result, lowers the stress, keeps all parties cool, and in
the meantime you can search for a permanent solution.
The disadvantages of this technique are that it does not bring trust in the long run, and the conflict could resurface at
any time.
Force/Direct
Here you agree with one partys viewpoint and enforce their wishes. This is a win-lose situation and can demoralize
team members.
You can use this technique in the following cases:
The advantage of this technique is that it provides a quick solution to the problem.
The main disadvantage of this technique is that sometimes you may lose the opportunity gained from the opposing
partys viewpoint, and it may negatively affect your impression on your team members.
Collaborate/Problem Solve
In this technique you will discuss the issue with all parties involved in the conflict and find a solution considering
multiple viewpoints and agreed upon by all.
The advantages of this technique are that it brings consensus, commitment, and shared responsibility for the
outcome. This technique is considered a win-win approach.
The main disadvantage of this technique is that it takes more time and effort, so it cannot be used when youre in a
hurry and need a quick solution.
Please note: in the fourth edition of the PMBOK Guide, Collaborating and Problem Solving were different
techniques but now they are the same. Also in the fourth edition of the PMBOK Guide, Problem Solving was also
known as Confronting. The term Confronting is no longer visible in the fifth edition of the PMBOK Guide.
PMI does not recommend any single technique to be used in all types of conflict; it truly depends on the situation
and the person involved in the conflict.
Suppose if two ground level laborers are involved in a conflict, you may simply ignore it. However, if you see that
some important stakeholders are having a conflict, you will show interest in solving the conflict to save your project
from any harm.
Although there is no single technique to be used in all types of conflict, it is generally understood that
Collaborate/Problem Solve is a technique which brings consensus and commitment. It can be considered a win-win
situation.
Summary
There is no single conflict resolution technique that can be applied to all types of conflict resolution. It is your
responsibility as a project manager to find the suitable technique for any conflict which arises in your project.
However, you should try to implement a resolution which brings consensus and commitment from team members.
The technique which brings consensus and commitment is the Collaborate or Problem Solve technique.
Here is where this blog post on conflict resolution techniques ends. If you have something to share, you can do so in
the comments section.
Below is my old blog post based on the fourth edition of the PMBOK Guide. Although this post is not valid
now, it is still a good read.
Withdrawing or Avoiding
Here, the project manager simply chooses to avoid the conflict, and allows the persons involved in the conflict to
find their own solution. No action is taken by the project manager.
Smoothing or Accommodating
Here, the project manager is involved in the conflict, tries to avoid areas of disagreement, and focuses on
commonalities. Smoothing is a way to avoid tough discussions.
Compromising
This is a mid-way approach. Here, everybody loses and gains something. All parties get some sort of satisfaction. It
is a lose-lose approach.
Forcing
In this technique, a decision is made in favor of one partys viewpoint at the expense of others. It can demoralize
team members and may cause an increase in conflicts. It is a win-lose approach.
Collaborating
This is an example of a win-win approach. Here, the project manager will work with all parties to find a resolution
that involves multiple viewpoints and negotiates for the best solution. This technique reinforces mutual trust and
commitment.
Forcing
Also known as competing. An individual firmly pursues his or her own concerns despite the resistance of the other
person. This may involve pushing one viewpoint at the expense of another or maintaining firm resistance to another
persons actions.
Examples of when forcing may be appropriate
In certain situations when all other, less forceful methods, dont work or are ineffective
When you need to stand up for your own rights, resist aggression and pressure
When a quick resolution is required and using force is justified (e.g. in a life-threatening situation, to stop an
aggression)
As a last resort to resolve a long-lasting conflict
May negatively affect your relationship with the opponent in the long run
May cause the opponent to react in the same way, even if the opponent did not intend to be forceful originally
Cannot take advantage of the strong sides of the other sides position
Taking this approach may require a lot of energy and be exhausting to some individuals
Win-Win (Collaborating)
Also known as problem confronting or problem solving. Collaboration involves an attempt to work with the other
person to find a win-win solution to the problem in hand - the one that most satisfies the concerns of both parties. The
win-win approach sees conflict resolution as an opportunity to come to a mutually beneficial result. It includes
identifying the underlying concerns of the opponents and finding an alternative which meets each party's concerns.
Examples of when collaborating may be appropriate:
Requires a commitment from all parties to look for a mutually acceptable solution
May require more effort and more time than some other methods. A win-win solution may not be evident
For the same reason, collaborating may not be practical when timing is crucial and a quick solution or fast
response is required
Once one or more parties lose their trust in an opponent, the relationship falls back to other methods of
conflict resolution. Therefore, all involved parties must continue collaborative efforts to maintain a
collaborative relationship
Compromising
Compromising looks for an expedient and mutually acceptable solution which partially satisfies both parties.
Examples of when compromise may be appropriate:
When the goals are moderately important and not worth the use of more assertive or more involving
approaches, such as forcing or collaborating
To reach temporary settlement on complex issues
To reach expedient solutions on important issues
As a first step when the involved parties do not know each other well or havent yet developed a high level of
mutual trust
When collaboration or forcing do not work
Faster issue resolution. Compromising may be more practical when time is a factor
Can provide a temporary solution while still looking for a win-win solution
Lowers the levels of tension and stress resulting from the conflict
May result in a situation when both parties are not satisfied with the outcome (a lose-lose situation)
Does not contribute to building trust in the long run
May require close monitoring and control to ensure the agreements are met
Withdrawing
Also known as avoiding. This is when a person does not pursue her/his own concerns or those of the opponent.
He/she does not address the conflict, sidesteps, postpones or simply withdraws.
Examples of when withdrawing may be appropriate:
better)
Possible advantages of withdrawing:
When the opponent is forcing / attempts aggression, you may choose to withdraw and postpone your response
until you are in a more favourable circumstance for you to push back
Withdrawing is a low stress approach when the conflict is short
Gives the ability/time to focus on more important or more urgent issues instead
Gives you time to better prepare and collect information before you act
May lead to weakening or losing your position; not acting may be interpreted as an agreement. Using
withdrawing strategies without negatively affecting your own position requires certain skill and experience
When multiple parties are involved, withdrawing may negatively affect your relationship with a party that
expects your action
Smoothing
Also known as accommodating. Smoothing is accommodating the concerns of other people first of all, rather than
one's own concerns.
Examples of when smoothing may be appropriate:
When it is important to provide a temporary relief from the conflict or buy time until you are in a better
position to respond/push back
When the issue is not as important to you as it is to the other person
When you accept that you are wrong
When you have no choice or when continued competition would be detrimental
In some cases smoothing will help to protect more important interests while giving up on some less important
ones
Gives an opportunity to reassess the situation from a different angle
There is a risk to be abused, i.e. the opponent may constantly try to take advantage of your tendency toward
smoothing/accommodating. Therefore it is important to keep the right balance and this requires some skill.
May negatively affect your confidence in your ability to respond to an aggressive opponent
It makes it more difficult to transition to a win-win solution in the future
Some of your supporters may not like your smoothing response and be turned off