Effective Software Project Management

Conflict Resolution

The second operating rule deals with how the team resolves conflicts. Conflicts arise when two or more team members have a difference of opinion, when the customer takes issue with an action to be taken by the project team, or in a variety of other situations involving two parties with different points of view. In all of these examples, the difference must be resolved. Clearly conflict resolution is a much more sensitive situation than the decision-making rule because it is confrontational and situational, whereas the decision-making rule is procedural and structured. Depending on the particular conflict situation, the team might adopt one of three conflict resolution styles:

• Avoidant

• Combative

• Collaborative

Avoidant

Some people will do anything to avoid a direct confrontation. They agree even though they are opposed to the outcome. This style cannot be tolerated on the project team. Each person’s input and opinion must be sought. It is the responsibility of the project manager to make sure that this happens. A simple device is to ask each team member in turn what he or she thinks about the situation and what he or she suggests be done about it. Often this approach will diffuse any direct confrontation between two individuals on the team.

Combative

Some avoid confrontation at all costs; others seem to seek it out. Some team members play devil’s advocate at the least provocation. There are times when this is advantageous—testing the team’s thinking before making ...