Recognize and manage conflict potential in projects

Every person has their own goals. And in project teams, each participant has his or her own project goals. The art of good project management therefore consists of harmonizing and "reconciling" different goals. A customer may want to achieve favorable conditions, while production wants to keep production costs low and marketing wants a technically sophisticated result. Ultimately, however, everyone has to pull together, because the team's main goal is to complete the project successfully. The project manager can use this common ground as a basis for good communication, the best prerequisite for effective conflict resolution. Negotiations lead to problem solving in the case of such conflicting goals.

There is humanity in the project
Since a project team consists of people, interpersonal conflicts can naturally arise. Different personalities with different ideas meet directly in the team. Often the participants do not even know each other and have never worked together before. When conflicts arise between individuals in the project team, it is important to talk to each other from the beginning instead of just talking about each other. This is much easier for the people involved if they have already agreed on this at the beginning of the project. In addition, roles and expectations within the team should be clarified in advance in order to reduce the potential for typical project conflicts.

Bringing inner worlds to light
The most difficult thing to identify and resolve in a project are internal conflicts of individual team members. They usually become apparent in the behavior of the colleague concerned. For example, if a team member always strives for the best possible solution for all employees, this is laudable; however, "always wanting to please everyone" can also become a burden for the individual and the entire group. The person concerned is torn to shreds by this impossible effort. Others suffer because, above all, decisions are delayed and schedules are not adhered to. In this case, clarifying coaching, which takes place in a private conversation with the individual, can provide relief.

The influence of the system
Of course, the environment in the company or in society also has an impact on a project. This can lead to conflicts within the team that are sometimes impossible to resolve. For example, if a company decision changes the conditions so fundamentally that the project cannot continue in its current form, the team will have to live with it, even if it is annoying. Changes in the law can also lead to such situations. If project participants cannot adapt to such new, often radically changed situations, it is advisable for them to turn their backs on the project. "Love it or leave it" can be the best motto in such cases in order to avoid unnecessary pressure and tension for oneself and the other team members.

Solution on the right level
Based on the different types of conflict, the approach to resolution must always take place at the appropriate level. If this is not the case, the conflict is not resolved; at most, the conflict is shifted. However, unresolved conflicts always have negative consequences for a project, and can sometimes even lead to additional costs in the millions. Unnecessary costs and time delays are not the only consequences of poor communication and unresolved conflicts. The resulting frustration of employees can lead to either internal resignation or actual departure. In any case, smoldering conflicts create a bad climate in the project team.

Solution approaches for all levels
In the case of conflicts over issues or goals, communication must ensure that the parties concerned negotiate with each other objectively and do not take the matter personally. Only then are joint solutions possible. The different goals of the team members serve the project and should therefore be taken seriously by all participants. It helps to be aware that it is precisely such conflicts of objectives that give rise to innovations. In this way, they can negotiate common goals. To do this, solutions must be found that take all sub-goals into account. For example, a joint effort is made to develop a product that is both attractive to the customer and cost-effective. With this goal, the win-win solution would be achieved.

On the relationship level, mutual respect is the basis of every conflict resolution strategy. Only those who value the personalities of their counterparts in their differences can communicate with them at eye level. A conflict resolution process must, among other things, clarify the distribution of roles in the project team. It must also address the mutual expectations of the employees and provide a platform for them to formulate them.

If inner conflicts of individual team members lead to blockages within the group, these can hinder the progress of the entire project. Those affected by an inner conflict can contribute to solving the problem themselves if they become aware of their inner conflict and reflect on it. An experienced coach can help with this in a personal conversation.

Learning conflict management
It is inevitable that conflicts will arise in any project. It is therefore advisable to be prepared for conflicts before the start. If you learn possible strategies for dealing with and preventing conflicts in advance, you will benefit from them later in the project when identifying and solving problems. In addition, they can then concentrate on the essential goals and having fun during the actual project work. Good preparation thus brings with it a certain lightness that makes project work enjoyable. But how do you prepare for the conflicts that a project can bring? Seminar providers such as PS Consulting have specialized in this area and impart their knowledge in various offerings. In addition to targeted seminars on conflict management in projects, the portfolio also includes moderated project start workshops, project support and crisis intervention.

The emergence of conflicts can therefore be seen as a normal aspect of work in projects. If communication and conflict management are right, however, they can successfully avert negative consequences or even the failure of the project. Conflict resolution can also trigger fruitful processes within the project in order to identify and exploit previously undiscovered potential. If project teams do not succeed in doing this themselves or lack the necessary conflict management skills, external consultants with a neutral view from outside can help to uncover unresolved conflicts and find constructive solutions. Joint problem solving is designed and understood as the path of all team members.