Common Sources of Conflict in a Project The major sources of conflict among project teams are project goals not agreed upon, disagreement of the project's priorities and conflicting work schedules. Most organizations today run multiple projects and team members often find themselves serving on a variety of project teams and may report to a variety of project managers while reporting directly to functional managers. Complex reporting relationships make it difficult to share information. Personality and interpersonal issues may also draw conflict, particularly in high technology environments, where cross-functional, self-directed teams with technical backgrounds must rely on work of others to get their own work done. The following are common reasons of project conflicts: • Conflicting interests of stakeholders.
Cross cultural conflict, communication, and communication problems Hogan anticipated challenges and difficulties of working in a culturally diverse group. When there are cultural differences within the same group work, there is more room for clashes and disappointments. Hence, the collective background may not necessarily represent the ideal positive environment for higher productivity. Ting-Toomey & Oetzel explain conflict (as cited in Boyacigiller, Goodman & Phillips) as an undesired atmosphere of irritation, disturbance, annoyance and dissatisfaction caused by disagreement on goals, procedures, standards, results, different values or limited resources, between members of one group from at least two different
Conflict resolution is the process by which two or more parties engaged in a disagreement, dispute or debate reach an agreement resolving it (Grimsley, 2013). It can be argued that conflict has its origins in objective and subjective causes such as competition for external resources or it can arise when there is a clash between the internal beliefs, values, and interests of two parties. De Dreu and Weingart (2003) propose that conflict has been suggested to interfere with team performance and reduce satisfaction because it produces tension and distracts team members from performing the task as there are various indicators that impact on the team performance. Although conflict might have a negative impact in team performance however, conflict could be beneficial to team performance as individuals in the team realise and confront issues, learn to take different perspectives, and need to be creative. Moreover, there is team efficiency and better decisions are made when the team agrees to disagree.
Dysfunctional conflict can be described as an aggressive format of conflict where people would normally refuse to work towards a particular solution and therefore the task indeed becomes compromised. Conflict in a working environment has its advantages and disadvantages. Some advantages may include the stimulation of creative thinking and helping people to learn from one another as well to undertstand a problem better. Disadvantages may include behaviour such as violence and it could hamper with the productivity of the business. There are various reasons for conflict such as inclusivity and cultural diversity, poor communication, resource allocation and values and ethics.
For instance, there seems to be a conflict with managing style within the new group, due to the lack of communication there must be some personality-conflicts, and the added stress could potentially lead to work-family conflicts. In our text, Kinicki and Fugate speak about contact hypothesis. This means, “that the more members of different groups interact, the less intergroup conflict they will experience” (Kinicki & Fugate, 340). It is ideally up to the managers to resolve intergroup conflict
How to resolve conflict between team members. Team Conflict is an interpersonal problem that occurs between two or more members of a team (Mary, 2010). According to Mary (2010), the conflict arises between team member will affect the outcomes of teamwork, and eventually the team does not perform at optimum levels. However, the conflict can be resolved by several ways. We should be looking at the issue from many different angles instead of being restricted to a very narrow view of the matter.
Moreover, with the pace of time several other factors have been revealed those are negatively affect employee motivation and performance. That is why there are different researches made by researchers to determine the factors that motivate the employees in a positive way and as a result of these researches too many factors have been found (Mak & Sockel,
Some conflict is mental whereas some are practical. Some conflict is occurring in individuals some are in groups. Generally when two parties or group 's are differ from their post, values, desires, goals, interests, preferences, and emotions then in this situation conflict arise. According to Coser "Conflicts involve struggles between two people or more people over values, or competition for status, power and resources." Conflict is related to human behavior, thoughts and views.
1. Conflicts are inevitable in common life and in organizations’ life. Conflicts arise from differences. When individuals come together in teams the difference in terms of power, values, and attitudes contribute and create conflict. In this case we can see different kind of conflicts.
These have been discussed below. Organisational Environment – Conflicts in an organisation might rise because of conflict of ideas and expression among individuals in the organisation with a common mission but incompatible goals or approaches. Conflicts often rise among a coordinator and subordinators can be because of the over-demanding nature of the manager and extreme criticism delivered by him. Employees in this situation might not openly voice their concerns but indulge in surface acting which at some point of time will aggravate conflicts and the frustration might burst out