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There is a certain unease to confronting conflict head on, but ultimately that is what leads to those ‘win-win’ scenarios
There is a certain unease to confronting conflict head on, but ultimately that is what leads to those ‘win-win’ scenarios
Handling project conflict
Handling project conflict
Conflict. The very mention of the word can have people doing everything they can to avoid it. Whether a personal home improvement project or a large food manufacturing capital project, you are bound to run into some level of disagreement, a conflict. There is no shortage of sources of conflict on a capital project, and conflict is not necessarily bad – as long as it is handled appropriately.
Conflict. The very mention of the word can have people doing everything they can to avoid it. Whether a personal home improvement project or a large food manufacturing capital project, you are bound to run into some level of disagreement, a conflict. There is no shortage of sources of conflict on a capital project, and conflict is not necessarily bad – as long as it is handled appropriately.
Conflict generally arises when two (or more) parties have a difference of opinion on how to handle something, and there is a natural tension as the parties look to resolve it fairly. There could be disagreement over scope, cost, and/or schedule. There could even be design disagreement. There could be interpersonal disagreement. Conflict is not necessarily bad; it is healthy and even helpful, and, handled appropriately, can even serve to strengthen relationships. While ignoring the conflict may seem to be the path of least resistance, generally this will lead to simmering resentment and is not helpful to the working relationship. Whatever the source, to address and resolve the conflict successfully, it is important to keep it professional – keep emotions in check and ideally out of it, consider the other party’s position, and focus on addressing the issue.
Conflict generally arises when two (or more) parties have a difference of opinion on how to handle something, and there is a natural tension as the parties look to resolve it fairly. There could be disagreement over scope, cost, and/or schedule. There could even be design disagreement. There could be interpersonal disagreement. Conflict is not necessarily bad; it is healthy and even helpful, and, handled appropriately, can even serve to strengthen relationships. While ignoring the conflict may seem to be the path of least resistance, generally this will lead to simmering resentment and is not helpful to the working relationship. Whatever the source, to address and resolve the conflict successfully, it is important to keep it professional – keep emotions in check and ideally out of it, consider the other party’s position, and focus on addressing the issue.
To start, acknowledge the conflict exists. Acknowledge the other party’s position even if you may not necessarily agree with it. Even something as simple as repeating what you understand their position to be can be helpful to you in addition to reaffirming to the other party. Now we have the issue out in the open and hopefully understand the other party’s position (again, even if you don’t agree with it!).
To start, acknowledge the conflict exists. Acknowledge the other party’s position even if you may not necessarily agree with it. Even something as simple as repeating what you understand their position to be can be helpful to you in addition to reaffirming to the other party. Now we have the issue out in the open and hopefully understand the other party’s position (again, even if you don’t agree with it!).
Next, identify the desired outcome. Not your specific desired outcome, but the desire to resolve the conflict and presumably move the project forward. Concede that all parties are looking to resolve the issue fairly to work towards the common goal. It may seem like a small step, but by starting with agreement as opposed to disagreement, it aligns everyone and sets the stage for communication and collaboration.
Next, identify the desired outcome. Not your specific desired outcome, but the desire to resolve the conflict and presumably move the project forward. Concede that all parties are looking to resolve the issue fairly to work towards the common goal. It may seem like a small step, but by starting with agreement as opposed to disagreement, it aligns everyone and sets the stage for communication and collaboration.
With communication channels open – and parties starting to work together – collaboration starts to emerge. The source of the issue will likely come out, along with understanding of each party’s position. By keeping the focus on the desired outcome, the parties can start sharing what is important to them and why. Ideas and potential solutions may start to emerge, that the parties might not have otherwise thought of by themselves, focused solely on their position. Collaboration especially among disagreement can be challenging, but this is where we see those ‘win-win’ solutions come together, and relationships can even be strengthened.
With communication channels open – and parties starting to work together – collaboration starts to emerge. The source of the issue will likely come out, along with understanding of each party’s position. By keeping the focus on the desired outcome, the parties can start sharing what is important to them and why. Ideas and potential solutions may start to emerge, that the parties might not have otherwise thought of by themselves, focused solely on their position. Collaboration especially among disagreement can be challenging, but this is where we see those ‘win-win’ solutions come together, and relationships can even be strengthened.
On large capital projects, scope change is a common source of conflict, with the associated cost and schedule impacts. Perhaps one party understood a certain scope inclusion, and the other party understood it as an exclusion. Or more likely, it was not a very clearly defined, black-and-white, in-or-out scope item. Significant amounts of money may be at stake, and there could likely be schedule implications. Ignoring or trying to brush it off will only generate bad will down the line. Confronting the issue may feel uncomfortable but will likely not only help resolve the current issue, but also potentially help identify and address future ones.
On large capital projects, scope change is a common source of conflict, with the associated cost and schedule impacts. Perhaps one party understood a certain scope inclusion, and the other party understood it as an exclusion. Or more likely, it was not a very clearly defined, black-and-white, in-or-out scope item. Significant amounts of money may be at stake, and there could likely be schedule implications. Ignoring or trying to brush it off will only generate bad will down the line. Confronting the issue may feel uncomfortable but will likely not only help resolve the current issue, but also potentially help identify and address future ones.
Early on in my career, I thought conflict was something to be avoided, disagreements prevented, etc. I learned that my early methods of avoiding and/or accommodating ultimately led to ‘win-lose’ or ‘lose-lose’ outcomes. There is a certain unease to confronting conflict head on, but ultimately that is what leads to those ‘win-win’ scenarios.
Early on in my career, I thought conflict was something to be avoided, disagreements prevented, etc. I learned that my early methods of avoiding and/or accommodating ultimately led to ‘win-lose’ or ‘lose-lose’ outcomes. There is a certain unease to confronting conflict head on, but ultimately that is what leads to those ‘win-win’ scenarios.
Although there is no universal solution to every disagreement that may arise, perhaps there is a method that can be used to respond to conflict. Acknowledge it. Look for points of agreement as opposed to disagreement. View the other party as a collaborator. Keep communication flowing, keep it professional, and build your relationship as you develop that win-win solution together!
Although there is no universal solution to every disagreement that may arise, perhaps there is a method that can be used to respond to conflict. Acknowledge it. Look for points of agreement as opposed to disagreement. View the other party as a collaborator. Keep communication flowing, keep it professional, and build your relationship as you develop that win-win solution together!
-David Ziskind
-David Ziskind
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