Project Management

Introduction to Conflict Management

Dr. Giselher Dombach

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Goals of this session

Presenting concepts of individual and group conflicts Explaining the escalation mechanism

Providing some concepts to settle conflicts

Dr. Giselher Dombach

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Conflicts are everywhere

Conflicts are fueled by human interactions and fierce competition in a dramatically changing environment
Dr. Giselher Dombach
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Managers identify the following reasons for conflicts

Managers responsibility

Personal issues

Facts based issues

Communication is insufficient Mutual dependency Sense of unfair treatment Unclear responsibilities Little constructive criticism Distrust Incompatible personalities Fights for power and influence Resentment, anger, sensibility Membership in different units Fight for responsibilities Reward systems Lost of face Competition for scarce resources

Dr. Giselher Dombach

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Managers are trapped in a sandwich position

Superiors

Manager
Subordinates

Managers have to cope with this net of conflict potentials and have to find their own role
Dr. Giselher Dombach
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Managers have to slip into different shoes

Holistic thinking

Develops visions

Self motivated and initiative

Managers Characteristics

Strong communicator

Decides cooperatively and integratively

Wants to decide (loves risks)

These different roles bear additional conflict potentials

Dr. Giselher Dombach
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Managers are confronted with three classes of conflicts Decision conflicts

Criticisms and controlling conflicts

Good news there are tools to cope with all these conflicts
Dr. Giselher Dombach
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Communication conflicts

Decision conflicts are daily business

Lack of Information Hectic Paralysis

Leverage & Influence

Time constraints

Decision conflicts can lead to two behaviors

Dr. Giselher Dombach
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Conflicts are mainly based on miscommunication

85% of managerial time is used for communication 80% of our communication is non-verbal or para-verbal communication These facts may illustrate the potential for communication conflicts

Verbal
Words, Message

Communication

Non-verbal
Gestures Mimic

Para-verbal
Tone Voice Loudness

Avoid further conflicts by phrasing your criticism clear and associated with next steps
Dr. Giselher Dombach
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We have four ears for verbal communications with more potentials for conflicts
Self declaration
What sort of person is he/she?

Facts
Which are the facts and figures?

Relation
Which relation do we have?

Request
What does he/she want from me?

In analyzing conflicts you should listen with all of your four ears
Dr. Giselher Dombach
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That all sounds good, but.

We dont have time for a long analysis in the real world We are always under enormous stress to come up with a decision There are so many interdependent issues influencing our decisions Conflicts are not easy to calculate Organizational politics determine our decisions Somebody has to suffer anyway...

Dr. Giselher Dombach

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...but be aware of this first impression trap

People are influenced by the first impressions of the other party First impressions are not objective impressions but a complex response of your inner believes and ideas to external information You cannot avoid the misguiding effect of first impressions The danger exists that first impressions become fixed impressions Emotionalizing your decisions can increase conflicts!

So, try to find time to use objective methods to come to your decision
Dr. Giselher Dombach
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Conflicts are based on social interactions

Two partners are involved at least Different goals and interests Parties are mutual dependent Room for movement exists

Role conflicts

Formal / Informal conflicts

Four dimensions of conflicts

Conflicting issues
Dr. Giselher Dombach
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Hot / Cold conflicts

Role conflicts are based on social positions

Role conflicts are based on interdependent social positions and relations (sandwich position of managers, private relationships)
Different expectations of other parties and selfexpectations clash with reality and lead to conflicts Own expectations cannot be matched sometimes Role overload is a typical conflict potential not only in project management settings

Dr. Giselher Dombach

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Dr. Giselher Dombach

Conflict of interests

Social conflicts

Conflicting targets

Emotional conflicts
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Fact based conflict

Communication conflicts

Value conflicts

Conflicting perceptions

Background issues can be more important than foreground conflicts

Structural conflicts

Clear signs signal conflicts

Withdrawal Partners avoid direct eye contact Disparagement Negative expression about other party Ignoring Other party ignores message or decision Distance No cordial relation; formal procedures dominate relationship Silence A very specific expression of lack of respect Gestures, mimic Negative non-verbal or para-verbal signals

Be aware of cultural differences!

Dr. Giselher Dombach
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Conflicts can escalate due to self propelling dynamics

Prevention Self Moderation External Moderation Mediation External decision

Win - Win Win - Lose Lose - Lose

Dr. Giselher Dombach

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Complete mutual destruction

Actions instead of words

Hardening of positions

Limited destructions

Images, coalitions

Latent conflict

Fierce debate

Lost of face

Splitting up

Threats

There are early warning signs for an escalating conflict (1)

Dont trust anybody Mutual dependency is ignored Fear and distrust dominates Relations are superficial Emotions are always right Details block the discussion Emotions overwhelm facts Facts move to the background

The other side is bad I am different

Fantasies replace reality Black & white perspective
Dr. Giselher Dombach

Own hostile actions are perceived as necessary reactions

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There are early warning sign for an escalating conflict (2)

We have nothing to do with each other

Limited contacts
Information are restricted Common goals and objectives are no longer important

The other side should just get away

Enemies are confronting Solutions are no longer interesting Direct communication is no longer requested

Destruction of the other side becomes the dominant goal

Interventions by external parties can help to prevent further escalation

Dr. Giselher Dombach
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Conflicts are inevitable elements of group development

High Performance

Organization

Conflicts Orientation Complex tasks need complex teams associated with high conflict potentials
Dr. Giselher Dombach
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Warming Group and members have to define their roles

Roles are not clear Acceptance of behavior Introverted members

To Do:
Create commitment to goals

Goals and milestones must be described clearly

Information channels should be defined transparently

Wait & See Acceptan ce of person and emotions

Dependent on team leader

Clear structures and processes have to be established Building networks and social relations

Dr. Giselher Dombach

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Storming The hours of conflicts

Experimenting Challenging the leader

To Do:
Leading into the right roles

Stretching rules and norms

Honing structures and processes

Mediating between opponents

Politics

Struggle for status

Group training and development Setting high goals

Fight for power and territory

Dr. Giselher Dombach

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Norming Time for cooperation

Get together Group feeling Strategies to avoid conflicts Consensus Authentic and open communication

Risk of loosing contact to environment

Signals:
Interest of sponsor decreases

Management wants to control more

Moving targets Milestones and priorities are changed

Group becomes increasingly separated from organizational environment

Dr. Giselher Dombach

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Performing The group is aligned with the goal

Group alignment

To Do:
Reflecting on group work

Committe d to success

Group wants to achieve

Avoiding group think

Continuous 360 feedback Team development Celebrating success

High Performance Team

There is a specific conflict potential when the goal is achieved

Dr. Giselher Dombach

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Dr. Giselher Dombach

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