Conflict Resolution Within the Business Setting

¶ … stakeholders in the project have had friction throughout the program which you -- as the manager -- have been able to resolve. The latest conflict seems to be very destructive to the completion of the project. The project is on a very tight time line, and the resolution must be determined quickly.

Conflict resolution is a critical component within managements overall skillset. Due primarily to changes in culture and organizational structures, conflicts occur. It is up to management to effectively handle these conflicts for the benefit of the entire organization. Two articles that provide valuable insight into conflict resolution are entitled. "Bargaining: Power, Tactics and Outcomes," and "Strategic Management of the Family Business: Past Research and Future Challenges."

The first article provides insights into bargaining situations with an emphasis placed on conflict resolution. The proposed framework in bargaining power is based on the notion of dependence. It also emphasizes the tactical and subjective nature of bargaining power. It is suggested that bargaining is understood by knowing how bargainers perceive and manipulate power. This is particular true with conflict resolution where management must, on occasion, exercise their power to come to a reasonable solution. This solution, due to perception of power, can also help to mitigate further conflicts of interest. This framework of conflict resolution is applied to concessions. Social-psychological data are used to indicate how different images of bargaining power result in different levels of concession.

The second article, although emphasizing conflict within a family business, is pertinent to conflict within a business setting as well. The article emphasizes communication and candor between family as a primary reason for success and failure within business. Family owned businesses due in part to candor and honesty are better able to shift strategic focus and innovate more rapidly. In many instances, within the business setting management is unwilling to address issues with candor. This is especially true, when the result is uncomfortable. This lack of initiative and candor ultimately harms all parties involved. Therefore, the project manager in this instance, much like a family business, should address all parties quickly and with candor.

To help identify risks, what are some questions a project manager could ask when reviewing the project charter and WBS?

To gain support and cooperation for projects, a project manager must obtain a project charter that has been signed off by the project's sponsor. To help identify risks, the project manager should first ask questions regarding management's expectations regarding the project. The project manager should also ask questions clarifying his role and responsibility within the overall project structure. Will the project manager have direct oversight over the entire project or just a particular aspect? The manager should ask to what extent will management support the project if it runs over budget or requires further assets.

The project manager must also have a clear understanding and question project expectations. This is particularly true for project deliverables that may occur in phases. Deliverables that occur late in one phase may have an adverse impact on deliverables in a subsequent phase. It is therefore important for the project manager to ask about avaible resources that can be used in the event of a project delay.

Give some examples of common and special cause variation within business practices. Which of these causes of variation can be addressed through continuous improvement?