Project Management Conflict Resolution Essay

OverviewShirley was the manager of untested products division at an e-commerce company. She and Maggie, single of her group members, interviewed Jesse for a new position on their figure team up. Maggie did not feel Jesse was the right fit for the position and strongly opposed his undersidedidature. Shirley matte up differently and hired Jesse. Six months after Jesse was hired, Shirley left the jut to demoralize her own company and recommended that Jesse and Maggie serve as joint project leaders. Maggie hold reluctantly-with the stipulation that it be made clear she was not operative for Jesse. The widely distributed Manager consented Maggie and Jesse were to share the project leadership. Within a month of this development, Maggie was indignant when she felt that Jesse was representing himself to differents as the leader of the entire project and giving the printing that Maggie was inventing for him. She called for a acheing with the common Manager to see if he could clarify the replication again and resolve the contrast between them.Maggie utter to the General Manager, Right after the joint leadership arrangement was r each(prenominal)ed Jesse called a brush of the project team without even consulting me more or less the time or content. He just told me when it was being held and said I should join them. At the meeting, Jesse reviewed every unrivalleds duties line by line, including mine, treating me as just an opposite team member achievementing for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him. Jesse replied Maggie is all hung up with feelings of spot and titles. Just because I sign myself as project director doesnt mean she is working for me.I dont see anything to doctor excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she mobilises Im trying to run everything. Maggie has other things to do-other projects to run-so she doesnt pay too oftentimes attention to this one. She mostly lets things slide. But when I take the initiative to shape up a meeting, she starts jumping up and down about how I am trying to make her work for me.How is the General Manager firing to resolve this booking?The issues* Personality clashes* Lack of attentiveness* Authority* Egos* Disagreements about the right way to manage.ProblemsMajor Project delay, Client dissatisfaction, Miscommunication, Effectiveness chela Confusion, Rumours, Low moraleTying theory to the issue fight is outlined as a disagreement of persons or groups of persons considering a situation as inconsistent with their own interests (Boulding 1963, Robbins 1974, Putnam & Wilson 1982, Hocker & Wilmot 1985). A mesh notify oppose well-nighone to himself or herself (internal conflict), to other persons, groups of persons or to institutions (Thomas 1992). Several definitions synthesis made in organization theories (Putman & Poole 1987), psychology (Thomas 1992) or information systems (Barki et coll. 2001) considers three properties of interpersonal conflicts interdependence, prophylactic and disagreement. By itself, each property cannot be considered as a comfor submit condition. interpersonal conflicts are more dependant of their overlapping. Interdependence exists when each party reaches a specific goal, at least because of the actions of the other party. In essence, interdependence is a structural condition for conflicts in a professional condition because of respective consequences of the way the other party acts. Interference is a behavioural condition for conflict and occurs when one or some(prenominal) parties oppose the other partys attainment of its interests, objectives, or goals. Interference thus represents the interchange behavioral node of any conflict (Barki et coll. 2001 p.198).Disagreement is a cognitive condition for conflict and corresponds to divergence of interpretations toward ranges, objectives, subscribes, methods, etc. Disagreement refers to dis projectant behaviors and is considered as the central process associated to conflict ( fence & Callister 1995). In the above context, these causes can be task (or process) oriented versus affective (or relational) oriented (Deutsch 1969). Conflicts about tasks are issue oriented and arising from differences between activities to be performed, whereas affective conflicts refer to personalized disagreements or individual disaffections. The first ones can be considered as differences ofpoints of view seldom assorted of negative emotions while the second ones can raise frictions and tensions which can affect team operation (Jehn & Mannix 2001).The 4 different conflict types gaunt from task and affective orientations areConflicts about task definition and execution are caused by the way organizational processes puddle to be change or transformed to fit with IT process requirements (for examples how in voices and orders must be established, new data codification, signature validation process). These conflicts can be internally initiated when users analyse the way they achieve their tasks and perceive organizational inconsistencies (Besson 1999). They can to a fault be externally initiated because of the process constraints imposed by information technology to be implemented. Value conflicts are psychologically based. They refer to ideology by which some people share beliefs and make sense of their worlds (Trice & Beyer 1993).Firm subunits may have their own subculture varying in their ideological content (Stewart & Gosain 2006). In IS, value conflicts may arise on inconsistency between cultural principles of users or group of users and the perceived underlying strategic objectives assigned to IT implementation (Leidner & Kayworth 2006). great power conflicts concern the way individual autonomies and capabilities of influence are likely to be distributed among employees. AAnalys is and SolutionIn this case, there are several issues between Maggie and Jesse. First and foremost, Maggie feels that Jesse is incompetent, thus her cognitions of his capabilities are skewed and has little respect for Jesse. On the other hand, Jesse feels that Maggie seems to have an issue with titles andplacement of authority. There appears to be a clear lack of teamwork and trust. There is also the appearance of self-promotion and miscommunication. This conflict did not originate from conflicting goals, but is related to the individuals multiform. It is cod to reputation clashes between the individuals and some of the reasons are* Lack of respect for each other* Power conflict* Value conflicts* Working styles* Incorrect perceptions formed due to lack of personal interaction.* Personal dislike.The General Manager needs to meet with them and explain to them how the personal conflict between them is affecting the project and the team as a whole. The goal here is to light them to at least communicate with each other to disturb everything out in the open. Confidentiality is underlying here, but it is also important that they are really listening and earshot each other. Remind them that what is discussed in the room does not leave the room. During the meeting * Inquire as to what (are) the issue(s)? Get it all out on the table let them vent.* What are their perspectives?* Work with them to develop criteria for solutions to their conflict. * Ask them their ideas on how to move around forward with resolving the issue based on the criteria agreed to, that may help to resolve the conflict. * What alternatives can they come up with to work in concert effectively? * Can they come to consensus on any of the alternatives? * Ask them to think about what they can do to get past the issue, or put it aside, in order to move forward with working together. What alternatives exist? This should authorize overnight let them sleep on it. * Provide feedback on their work ing styles as it is hindering team spirit. * Set up off-site sessions to get the team together to improve bonding and overcome personal biases. * show on the need to separate personal prejudices from the task at hand.The General Managers role here will be to get them talking to each other about their ideas to resolve the conflict and, ideally, overture to a consensus on how to resolve it. It is important to remember that the manager cannot resolve it for them they need to do so themselves. He isjust facilitating the discussion for them. Help them work toward coming to consensus on resolving the conflict by asking questions, probing for details, etc. If one comes up with an idea, see how that idea might be tweaked so that it is acceptable to the other individual. How can the other add to the idea so that it might work for his/her also? Remember also that sometimes consensus cannot be reached and the conflict is not able to be resolved, but you still need these individuals to work t ogether.How might they do so? What do they need to work together professionally and cordially toward the successful conclusion of the project? erstwhile a consensus has been reached or there is agreement on how to work together in spite of the conflict between them review what was agreed and get their lading that they will celebrate to work on the resolution of the conflict (as we know it wont go away immediately) and acquit by the plan they developed to resolve it.The General Manager should also* Clearly define the responsibilities and set guidelines for both. * Make the dependencies between Jesse and Maggie clear and see that their goals are aligned to take care of the dependencies. * Take a commitment that key decisions are taken jointly. * Create a communication plan, escalation weapon and set up ground rules. * Ensure that both Jesse and Maggie promote project interest over self interest. * Take steps to build coarse trust, as it is key to minimizing unhealthy conflict AdvantagesIt is important that the team members involved in a personal conflict take ownership of their issues and work constructively to resolve them. This will ensure that the project is not in jeopardy and all the stakeholders have confidence in the team leadership. in one case the power conflict is resolved, a collaborative and consultative environment can be created which is conducive to productivity and efficiency. In such an environment, projects are one time and on budget.DisadvantagesA possible disadvantage is that to maintain a balance of power and effective collaboration wherein there is no perception of subterfuge, substantial time commitment is required. Also, even with the time commitment, there no absolute guarantee that the feeling of distrust will eliminated entirely.RecommendationsFollow up with them both individually and together to check on how things are discharge over the next few weeks and months, and provide them the support they need to continue to head in the right direction of an improved working relationship.ReferencesBarki H. & Hartwick J. 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