Project management is somewhat different from the day to day operations of a business. A project is a process that has a beginning, a middle and an end. Each day is different and there are often many ways to achieve the objective. Conflict is a normal and sometimes desirable part of that process. Managing the conflict effectively is a skill required by the project manager.

Conflict may begin even before project inception. Management may set deadlines and budgets long before the scope of the project has been defined.

A project will move through a number of stages. Once the tasks have been identified, a project team must be appointed. Many of the team members are experts in their own right and may have strong views on how a task should be approached.

Conflicts can often be resolved by hearing out both sides. Listen carefully to the views of each. Note the main points. Ask each of these to provide solutions. If necessary bring in other team members. Diffuse the conflict by transforming it into a debate. The debate should be facilitated in a neutral manner. The main technique employed here is that it is the issues that are being debated. These issues should be distanced from the personalities involved so that a good decision can be made on the way forward.

This type of conflict can be quite valuable. The conflicting parties have thought about the issues. They are committed to the project's success. It is important to steer this conflict in a constructive way to ensure that it remains positive and does not become a negative force in the project.

Some conflicts are a result of personality clashes. Project team members are competing for dominance and want their own part recognised. Recognition should be given to all participants and all contributions welcomed. But the project manager must maintain a fair environment where all players are able to contribute. If a team member is becoming aggressive and stepping into the territory of others, then ensure that functional boundaries are maintained.

Sometimes it is not possible for the conflicting parties to resolve the issues. The project manager must intervene and decide on the best way forward. This decision is final, and no further discussion should be tolerated.

Conflict may arise from parties that are external to the project. There could be problems with suppliers. Executive management may have set an unrealistic deadline for political reasons. Rather than being drawn into an losing conflict, simply explain the facts, the scope and the resources available. Perhaps offer a compromise. Negotiation skills become imperative in this type of situation.

Conflict often has negative connotations, but can be a source of fresh ideas and approaches to solving problems and meeting project objectives. It is important to manage that process and transform it into a constructive discussion.

Learn more about this author, Barry Marcus.
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