How can we identify potential problems based on conflict, address them by applying useful tools, and then obtain the outcome we desire?

One of the best concepts found in the PMBOK Guide is one of the simplest. The framework of using Inputs, Tools and Techniques and Outputs to move from start to finish is both clear and useful. We offer a variation on that theme using the same model for identifying problems (Inputs), methods to address them (Tools and Techniques) and achieving desired results (Outputs).

Juxtaposed against the F.A.C.T.S. model, this creates a matrix and a unique and useful way to view the principal factors of conflict in following an accepted project management approach.

The problems and challenges for the project manager that arise from Fear, Anger, Control, Trust and Synergy issues are many and varied, which we will discuss as the central themes to this book.

Fear, what Dorothy Thompson called “the most destructive element in the human mind,” manifests itself in a number of ways (Inputs). We fear insecurity, our own inexperience, and perhaps even our own incompetence or ignorance in a specific area. We fear a lack of “top cover” when we make a mistake and we may even fear success! By asking questions, learning as we perform, adjusting as needed, seeking the counsel of those around us and managing our emotional reaction to our fears, (Tools and Techniques), we can create the positive results we want and need.  These results, (Outputs), include new confidence, independence, improved self-image, some level of expertise, and a more rational thinker.

Anger stemming from past offenses, long held grudges, frustration, immaturity or some other pain are all inputs that can be addressed with proper tools and techniques.  Personal growth, learning to forgive and forget while accepting our own failures, can hasten our achievement of the desired output. Applied properly, these techniques can lead to a calmer, cooler and more relaxed version of ourselves. We will think more clearly, improve our ability to reason and “lengthen our fuse” so we are slower to anger in the future.

Typical Control issues plague us in several ways. Our relative position on the organization chart, our age (too young or too old) our time with the organization itself, and our apparent inability to influence leaders, open us to more opportunities to have to face conflict head on. Often, control issues are overcome with time.  As we grow into the job, our influence widens and our credibility increases.  We will build relationships, expand our network, and become better communicators with experience. The outputs we will then enjoy include the ability (and willingness) to accept more risk, work more efficiently and be more trusting while focusing on the needs of those around us.

The lack of Trust is manifested in even more obvious ways. These inputs might be low self-esteem, operating based on fear, hoarding information, working alone when teamwork is clearly optimal and an unwillingness to take others into one’s confidence or inner circle. To overcome these obstacles, we must learn to delegate and accept the risk of the failure of others.  This requires that we take the time to train, coach and mentor as necessary. The outputs we hope to realize include an exponentially increased presence in the enterprise – because we have “extended our reach” by building trusting relationships with others. 

Finally, problems caused by the absence of Synergy, especially within the structure of project teams, will bring unwanted and often unforeseen problems.  Poor integration, inadequate processes and procedures, stove-piping, poor collaboration, and even a substandard cross-training policy can lead to synergistic nightmares.  We can apply training, team building exercises, and a more appropriate structure and organization. Synergy brings about efficiency and “smoothness” to work flow that is difficult to describe but understood by most managers. Accountability is properly distributed, the chain of supervision is made clear and conflict is dealt with properly and promptly.      

©2008 Dave Gerber and Dave Maurer – Extracted from their book “Are You a King or Queen of Conflict…in Project Management?” found at www.kingorqueenbooks.com (coming soon.)

“A project is complete when it starts working for you, rather than you working for it.”

-Scott Allen