Hello, I'm Jennifer Whitt, Director of ProjectManager.com. Well, welcome to our whiteboard session today on how to manage team conflict. This is one of the most difficult things project managers can encounter. It's the point where project managers transition from hard skills to soft skills because, in truth, managing conflict is mostly subjective. I want to provide a few pointers that we have found along the way, and please note that this topic could be a series. I could probably write a thesis on this one topic. First, when we say "manage," it means to actually control. There is a decision point in a project: do we want to stop the conflict or do we want to fuel it? There are times when it is necessary to stop conflict, especially when it is not helpful and hindering progress. On the other hand, there are times when it is helpful to fuel conflict, such as when we are trying to get to a core issue or get a better result. Now, let's look at some pointers that can be helpful in managing team conflict. Number one, as a project manager, you have to educate yourself because there is a wealth of information available on teams and team conflicts. There are numerous resources you can access, so it's best to start there. Number two, educate your team. It's important to let them know that conflicts are normal and will occur along the way. By educating them about this, you are preparing them and helping them understand that it's a part of the process. For instance, you can introduce them to Tuckman's stages of group development, which explains the natural progression of a team. There's the forming stage, the storming stage where conflicts may arise, the norming stage where things level off, and...
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Office of resolution management Form: What You Should Know
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