Conflicts – Are They Really Bad!

Keshav Kumar

Business Head

Axcend Automation and Software Solution Private Limited

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Agenda

Conflicts

Conflict Management Techniques

Conflict Vs Productivity

Conflict Vs Team Bonding

Conclusions

References

Q &A

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Conflicts – Let’s Be Positive About it !!!!!

Conflict is the gadfly of thought. It stirs us to observation and memory It instigates invention. It shocks us out of sheep like passivity and sets us at noting and contriving. Conflict is a “sine qua non” of reflection and ingenuity

JOHN DEWEY

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What is Conflict

Disagreement between two or more individual/team Conflicts could be

Positive (Functional) - Have positive impact on Team bonding Individual relationship Productivity Creativity Improved Quality

Negative(Dysfunctional) – Have negative impact on Productivity Individual relationship Team bonding Retarded communication

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“Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude.”

-- William James

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Conflict is present everywhere!!!

Conflicts are there in every walk of life

In an organization, absence of conflicts is a strong indication of some major problems brewing within which could lead to

High attrition

Poor project Performance Poor organization results

No trust

Conflicts could lead to mutual respect for each other

“Conflict is the beginning of consciousness.”-- M. Esther Harding

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Sources of Conflicts Conflicts could arise due to Differences in idea/thought

Differences in Strategy

Introduction of new team member/leader Example – Greg Chappell as coach of Indian cricket team in

2005. Here PERFORMING team went back to “Storming “ stage of team building

Example – Gary Kirsten as coach of Indian cricket team in 2007. Here Storming team moved to “Performing “ stage of team building

Removal of existing team membersThere is nothing wrong in having conflicts. The important point is how conflicts are managed

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When can conflicts be good?

Agree to disagree

All working towards one goal rather then individual goal

Focus on solving the problem that lead to conflict

No personal attack on individual personality

Respect each other’s strengths

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Life Cycle of Conflict Conflicts can arise/resolved during

Conception

Definition

Execution

Closing

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Sources of Conflict

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Variation of Conflict over the project life cycle

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Conflict -Cycle

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Conflict Management

Avoiding

Smoothing

Compromising

Forcing

Problem Solving

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Avoiding Also known as Withdrawal

Yield – Lose solution

One party gives up & refuses to discuss the conflict, which is probably the worst technique

Walking away from the problem, usually in disgust

Can be used when the issue is not critical

Neglects the problems – Due to Perceived Threats – Affects the organization negatively

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Smoothing

Also known as accommodating

Smoothes out the conflict by minimizing the perceived size of the problem

Temporary solution- Can calm team relations and boisterous discussions

Lose – Lose Solutions – No one really wins in long term

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Smoothing cont… Time is of essence

When the proposed solutions will not currently settle problem

To emphasize the areas of agreement between disagreeing stakeholders

Attempts are made to make conflict appear less important than it is

Maintain relationship

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Compromising Also known as negotiation

Each party gives up something to reach a solution

Decision made is a blend of both sides of argument

Lose-Lose solution – Since neither party really wins. Sometimes it is known as Neutral-Neutral solution

Should be used when Relationships are equal No one can really win To avoid a fight

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Forcing Person with Power makes decision

Decision made may not be the best decision but fast

Autocratic approach – does little for team development

Win – lose solution

Should be used when The stakes are high Time is of the essence Relationship are not important

Destroys relationship - Due to Perceived Threats – Affects the organization negatively

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Problem Solving

Confronts the problem head-on

Preferred method of conflict resolution

Also known as Confrontation

Calls for additional research to find the best solution

Win-Win Solution

Should be used if there is time to work through and resolve the issue

Also serves to build relationship and trust

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Robert Maddux’s Conflict Model

Person’s desire to satisfy concerns of others

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Conflicts Vs Team Productivity

Team Productivity/Performance was defined as

1 – (Cost Variance *Schedule Variance)

Different teams with varying degree of conflicts were selected

Degree of conflicts was defined by two factors Number of conflicts Impact of conflicts

Impact of conflicts was measured by measuring matrices such as

Schedule Variance Cost Variance

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Conflicts Vs Team Productivity

 Number of Conflicts

Cost Variance(%)

Schedule Variance(%) Performance

Team A 2 15% 18% 97.300%

Team B 5 10% 10% 99.000%

Team C 8 4% 3% 99.880%

Team D 9 3% 4% 99.880%

Team E 14 8% 12% 99.040%

Team F 19 12% 20% 97.600%

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Conflicts Vs Team Productivity

0 2 4 6 8 10 12 14 16 18 200

2

4

6

8

10

12

14

16

Cost Variance(%)

Cost Variance(%)Polynomial (Cost Variance(%))

Number of Conflicts

Cost

Vari

ance

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Conflicts Vs Team Productivity

0 2 4 6 8 10 12 14 16 18 200

5

10

15

20

25

Schedule Variance(%)

Schedule Variance(%)Polynomial (Schedule Variance(%))

Number of Conflicts

Schedule

Vari

ance

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Conflicts Vs Team Productivity

0 2 4 6 8 10 12 14 16 18 2096.000%

96.500%

97.000%

97.500%

98.000%

98.500%

99.000%

99.500%

100.000%

100.500%

Performance

PerformancePolynomial (Performance)

Number of Conflicts

Perf

orm

ance

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Another study by Researchers

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Conflicts Vs Team bonding

Team bonding – Qualitative measure based on Employee Survey Impromptu HR discussions with employees 360 degree feedback

All aiming to understand Willingness of employees to work together Employee alignment to organization culture Willingness to share knowledge and learn from others

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Conflicts between Teams

Conflicts between teams could be used to improve Organizational capabilities Improved project performance Improved top line and bottom line

By setting up a process of Intermediate work product review by different

team other then the project team

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However …….

Teams should be managed by someone higher up in the organizational hierarchy

Or Someone should be mandated to ensure

that organizational process are followed, specially for intermediate work product review (Design review, Code Review etc.)

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Also…

Organization working environment is extremely critical

Suppress working environment – Conflicts will not come out Problems will not come out

Open Working Environment – Employees will be able to share their views Could lead to some conflicts However, this would also help organization/team to strive for the best solution

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Conclusion

Conflicts are not always bad Sometimes it is necessary to have conflicts Sometimes, conflicts are deliberately introduced Properly managed conflicts might lead to higher productivity and well

bonded team

However Conflicts needs to be managed appropriately No Conflict Management Technique can be rated as best. It depends on

the situation Unmanaged conflict or inappropriately managed conflicts might lead to

HAVOC!!!

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“A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people. If you're the boss and your people fight you openly when they think that you are wrong - that's healthy.”

-- Robert Townsend

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References

Project Management - A Managerial Approach, Fifth Edition, Jack R. Meredith, Samuel J. Mantel, Jr.

From The Project Management Institute Project Management Handbook, Ed: Jeffrey Pinto. 1998 isbn 0-7879-4013-5

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Q & A