Recent session at PMI Bangalore chapter

1. Conflicts – Are They Really Bad! Keshav Kumar Business Head Axcend Automation and Software Solution Private Limited

2. Agenda Conflicts Conflict Management Techniques Conflict Vs Productivity Conflict Vs Team Bonding Conclusions References Q &A 22-06-2011 2

3. Conflicts – Let’s Be Positive About it !!!!! Conflict is the gadfly of thought. It stirs us to observation and memory It instigates invention. It shocks us out of sheep like passivity and sets us at noting and contriving. Conflict is a “sine qua non” of reflection and ingenuity JOHN DEWEY 22-06-2011 3

5. Conflicts could be

6. Positive (Functional) - Have positive impact on

7. Team bonding

8. Individual relationship

9. Productivity

10. Creativity

11. Improved Quality

12. Negative(Dysfunctional) – Have negative impact on

13. Productivity

14. Individual relationship

15. Team bonding

16. Retarded communication22-06-2011 4

17. 22-06-2011 5 “Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.” -- William James

19. In an organization, absence of conflicts is a strong indication of some major problems brewing within which could lead to

20. High attrition

21. Poor project Performance  Poor organization results

22. No trust

23. Conflicts could lead to mutual respect for each other22-06-2011 6 “Conflict is the beginning of consciousness.”-- M. Esther Harding

25. Differences in idea/thought

26. Differences in Strategy

27. Introduction of new team member/leader

28. Example – Greg Chappell as coach of Indian cricket team in 2005. Here PERFORMING team went back to “Storming “ stage of team building

29. Example – Gary Kirsten as coach of Indian cricket team in 2007. Here Storming team moved to “Performing “ stage of team building

30. Removal of existing team members22-06-2011 7 There is nothing wrong in having conflicts. The important point is how conflicts are managed

32. All working towards one goal rather then individual goal

33. Focus on solving the problem that lead to conflict

34. No personal attack on individual personality

35. Respect each other’s strengths22-06-2011 8

37. Conception

38. Definition

39. Execution

40. Closing22-06-2011 9

41. Sources of Conflict 22-06-2011 10

42. Variation of Conflict over the project life cycle 22-06-2011 11

43. Conflict -Cycle 22-06-2011 12

45. Smoothing

46. Compromising

47. Forcing

48. Problem Solving22-06-2011 13

50. Yield – Lose solution

51. One party gives up & refuses to discuss the conflict, which is probably the worst technique

52. Walking away from the problem, usually in disgust

53. Can be used when the issue is not critical

54. Neglects the problems – Due to Perceived Threats – Affects the organization negatively22-06-2011 14

56. Smoothes out the conflict by minimizing the perceived size of the problem

57. Temporary solution- Can calm team relations and boisterous discussions

58. Lose – Lose Solutions – No one really wins in long term22-06-2011 15

60. When the proposed solutions will not currently settle problem

61. To emphasize the areas of agreement between disagreeing stakeholders

62. Attempts are made to make conflict appear less important than it is

63. Maintain relationship22-06-2011 16

65. Each party gives up something to reach a solution

66. Decision made is a blend of both sides of argument

67. Lose-Lose solution – Since neither party really wins. Sometimes it is known as Neutral-Neutral solution

68. Should be used when

69. Relationships are equal

70. No one can really win

71. To avoid a fight22-06-2011 17

73. Decision made may not be the best decision but fast

74. Autocratic approach – does little for team development

75. Win – lose solution

76. Should be used when

77. The stakes are high

78. Time is of the essence

79. Relationship are not important

80. Destroys relationship - Due to Perceived Threats – Affects the organization negatively22-06-2011 18

82. Preferred method of conflict resolution

83. Also known as Confrontation

84. Calls for additional research to find the best solution

85. Win-Win Solution

86. Should be used if there is time to work through and resolve the issue

87. Also serves to build relationship and trust22-06-2011 19

88. Robert Maddux’s Conflict Model 22-06-2011 20 Person’s desire to satisfy own concerns Person’s desire to satisfy concerns of others

90. Degree of conflicts was defined by two factors

91. Number of conflicts

92. Impact of conflicts

93. Impact of conflicts was measured by measuring matrices such as

94. Schedule Variance

95. Cost Variance22-06-2011 21

96. Conflicts Vs Team Productivity 22-06-2011 22

97. Conflicts Vs Team Productivity 22-06-2011 23

98. Conflicts Vs Team Productivity 22-06-2011 24

99. Conflicts Vs Team Productivity 22-06-2011 25

100. Another study by Researchers 22-06-2011 26

102. Employee Survey

103. Impromptu HR discussions with employees

105. Employee alignment to organization culture

106. Willingness to share knowledge and learn from others22-06-2011 27

108. Organizational capabilities

109. Improved project performance

112. Or

113. Someone should be mandated to ensure that organizational process are followed, specially for intermediate work product review (Design review, Code Review etc.)22-06-2011 29

115. Suppress working environment – Conflicts will not come out  Problems will not come out

116. Open Working Environment – Employees will be able to share their views  Could lead to some conflicts  However, this would also help organization/team to strive for the best solution22-06-2011 30

118. Sometimes it is necessary to have conflicts

119. Sometimes, conflicts are deliberately introduced

121. No Conflict Management Technique can be rated as best. It depends on the situation

122. Unmanaged conflict or inappropriately managed conflicts might lead to HAVOC!!!22-06-2011 31

123. 22-06-2011 32 “A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong - that's healthy.” -- Robert Townsend

125. From The Project Management Institute Project Management Handbook, Ed: Jeffrey Pinto. 1998 isbn 0-7879-4013-522-06-2011 33

126. Q & A 22-06-2011 34