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MGT/437 – Project Management © Westbrook Stevens /30/2015 Conflict
MGT/437 – Project Management © Westbrook Stevens /30/2015 Dysfunctional Stress: Emotional Response Pattern weeks/months self-esteem/performance high low | | | | | | | | | | | fright fight flight facing reality anger shock hope disillusionment depression recovery RSG: stressmgt1 2/27/97
MGT/437 – Project Management © Westbrook Stevens /30/2015 Characteristics of Conflict Conflict is Inevitable Conflict Can be Productive or Destructive Not all Conflicts Will Be Resolved, But Most Can Be Managed Conflict Can Be Motivator for Change Conflict Can Help Build Relationships Conflict Will Not Go Away by Itself Conflict Doesn’t Have to Result in a Loser Conflict Should Not be Suppressed
MGT/437 – Project Management © Westbrook Stevens /30/2015 team- building period The Concept of Controlled Conflict Project’s Life Cycle Average Conflict Intensity low high conflict tolerance threshold beneficial conflict destructive conflict Destructive conflict intensities are easy to detect but very difficult to manage RSG: conflict01 3/5/97
MGT/437 – Project Management © Westbrook Stevens /30/2015 Types & Levels of Project Conflicts Severity of Conflict low high Political Level Conflicts (priorities/authority/responsibility) semi- personal Technical/Work Level Conflicts (problem-solving approaches /performance levels/schedule slippage/ cost overruns) impersonal Interpersonal Level Conflicts (attitudes/conceptualization/behavior) personal RSG: conflict02 3/5/97
MGT/437 – Project Management © Westbrook Stevens /30/2015 Role of Conceptualization in Conflicts We each see things differently. We form perceptions of conflict’s source and intentions. With no feedback the other position appears to be totally arbitrary. Since WE are always rational the conflict spirals -- unless… RSG: conflict04 3/5/97
MGT/437 – Project Management © Westbrook Stevens /30/2015 Conflict Management Styles | | | || || || || | | | || || | | 9/1 1/9 1/1 9/9 my degree of assertiveness in satisfying my personal goals my degree of cooperativeness in satisfying other party’s goals low forcingwithdrawing accommodatingcollaborating compromising I win/you loseI lose/you lose I lose/you winI win/you win I cede/you cede 5/5 Ideal ordering of conflict management styles: 9/9 5/5 9/1 1/9 1/1 most effective least effective
MGT/437 – Project Management © Westbrook Stevens /30/2015 Seven Habits of Highly Effective People 1.Be proactive 2.Begin with the end in mind 3. Put first things first 4. Think win-win 5. Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw Stephen R.Covey The 7 Habits of Highly Effective People
MGT/437 – Project Management The Only Way to Get the Best of An Argument is to Avoid It Dale Carnegie
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#1 Be Proactive -You make choices about your life. -Choose to respond to bad things in good ways. -Think about those things that YOU can change.
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June 27, 2011 Course Administration Behavioral Interview Questions Industry Groups Conflict Management Break Thomas Kilman Group Exercises.
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CONFLICT MANAGEMENT CONFLICT MANAGEMENT Thomas, K. W., & Kilmann, R. H. (2011). Five conflict management styles at a glance. Retrieved from
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© Conflict occurs when two or more people or organizations disagree because their needs, wants, goals, or values are different.
#1- Be Proactive I am a Responsible person. I take the blame for my wrong actions. I choose my mood, actions, and attitude. I Do The right thing without.
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