Project Management Conflicts in Teaming

Project Management

Conflicts in teaming are natural and as disheartening as it may sound but the truth is there is not much that can be done to make your team completely conflict-proof. But the good news is that you can certainly control the frequency of conflicts and the extent to which they affect team performance and attitude. However this can be achieved only if you are aware of some of the basic rules of conflict management. "In order for a team to be successful, it is essential that members know the basics of conflict resolution, delegation, and consensus building" (Convey, 1994, p. 13)

In this situation we notice that Carly who is the project leader is reporting delays and blaming it on pone team member Morris. She feels that Morris is the reason; team is failing to meet targets. However we must notice that she did not report this earlier when something could have been done to meet targets on time. Instead Carly complained about Morris' attitude only when it was too late. One reason why she didn't approach earlier could be that she was not certain if she should report Morris. Carly was probably trying to sort things out on her own until she realized that she couldn't. Another reason could be her bias against Morris. She felt that if she complained at a critical time, such as near the due date, Morris would be taken to task more severely and he might even lose his job. Judging from her behavior and the research that was conducted, the second reason sounds more credible.

Carly never tried to talk to Morris and the two failed to communicate their resentment to each other because Carly blocked all communication. It appears it was her who was reluctant to start a dialogue since she had pre-conceived notions about Morris. Similarly Morris never spoke to Carly because her attitude made it clear that she wouldn't welcome a healthy dialogue. Carly obviously doesn't understand the value of keeping the communication channel open. Without communication, even the best teams can falter: "If we deal with conflict in ways that produce honest debate, healthy competition, clarification, testing of ideas, better results, innovation, and so on, then it's good. Conflict itself isn't bad or good -- how we deal with it is." (Brenner) Morris might have wanted to approach her but the fact that their personality clash was quite pronounced must have put him off. The two obviously do not share same values and goals and this is one reason, the conflict arose in the first place. "Conflict arises from the clash of perceptions, goals, or values in an arena where people care about the outcome" (Alessandra, 1993, p. 92)

The team members do not interact in a healthy positive environment because Carly the team leader is failing to act like a facilitator. She doesn't encourage debate and dialogue which is one reason team members cannot get their views across and fail to interact properly. Their interaction is sporadic at best and most of them have teamed up against Carly because her attitude doesn't befit her role as the project leader. People listen to the project leader only when he/she can command respect through exemplary behavior. This respect factor is missing since instead of shouldering responsibility for delays or at least sharing it with others; she is blaming one team member for all the problems.

I think Carly should not continue as the project leader because she lacks all the important attributes required to make a good leader such as impartiality, consideration, respect for others, communication skills and responsibility. It is also clear that she lacks any conflict-resolution skills and without these, her leadership can be best defined as 'spineless'. Carly has also failed to create a healthy team spirit. In short she hasn't performed her role as a facilitator and leader as well as she should have. "No matter your title - team leader, manager or facilitator- your goal is to help your team achieve results...Team expert Scott Simmerman of Performance Management Company suggests, "The leader is more of an inspirational person, the one who sets the stage and the vision, while the facilitator is more concerned with generating self-awareness within the team and coercing new ideas and contributions from all." (Cole)