1 / 54

Ch. 6: Conflict and Negotiation

Ch. 6: Conflict and Negotiation. Most Conflicts Have Their Roots in Uncertainty, and Negotiation Is a Way of Managing the Resultant Risk. Ch. 6.0: A Good Way to Understand Conflict.

melba
Télécharger la présentation

Ch. 6: Conflict and Negotiation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Ch. 6: Conflict and Negotiation Most Conflicts Have Their Roots in Uncertainty, and Negotiation Is a Way of Managing the Resultant Risk

  2. Ch. 6.0: A Good Way to Understand Conflict Conflict is a process which begins when one party perceives that the other party has frustrated some concern of his/her

  3. Ch. 6.0: When Is a Conflict Resolved? When the level of frustration has been lowered to the point where no action against the other party is being contemplated

  4. Ch. 6.1: Two Definitions of Negotiation • Negotiation is a process through which the parties seek an acceptable rate of exchange for items they own or control • Negotiation is an endeavor that focuses on gaining the favor of people from whom we want things

  5. Ch. 6.1: Pareto-optimal Solution A solution, such that no party can be made better without making another party worse off by the same amount or more (the antithesis of a win/win situation)

  6. Ch. 6.2: Partnering Partnering is a method of transforming contractual relationships into a cohesive, cooperative project team with a single set of goals

  7. Ch. 6.2: Multi-step Process for Building Partnered Projects • Commitment • Four part agreement: • Joint progress evaluation • Problem resolution method • Continuous improvement goals • Joint review at project termination

  8. Ch. 6.2: Project Charter Written agreement between PM, senior management and functional managers, committing resources and people to the project

  9. Ch. 6.2: A Charter Is a Signed Commitment To: • Meet design intent • Complete contract without the need for litigation • Finish the project on schedule • Keep cost growth equal or below a predetermined amount

  10. Ch. 6.2: Scope Changes Are Caused By: • Technological uncertainty • When the project team learns more about the nature of the deliverable • A mandate

  11. Ch. 6.2: Conflicting Priorities • High priority projects: currently supported by senior management • Lower priority projects: should be done if time and resources permit • Mandates: must be done immediately

  12. Ch. 6.2: …. And Then There Is This Pearl of Wisdom This project is so important, we cannot let things that are more important interfere with it

  13. Ch. 6.3: Conflict Sources • Schedules • Priorities • Staff and labor requirement • Technical factors • Administrative procedures • Cost estimate • Personality conflicts

  14. Ch. 6.3: The Three Fundamental Conflict Categories • Different groups with different goals • Who makes decisions • Interpersonal conflicts

  15. Ch. 6.3: Conflict and the Project Life Cycle (PLC) • The project life cycle (PLC) • Nature of conflicts in the PLC • Linkage of PLC with conflict categories

  16. Ch. 6.3: Four Phases of Project Life Cycle As Seen By:

  17. Ch. 6.3: Personality Clashes Senior Management  PM  Client

  18. Ch. 6.3: Project Manager Vs. Functional Manager Conflicts • PM concern: project • FM concern: day-today operations

  19. Ch. 6.3: Who Decides in a Matrix Organization? • PM: schedule and flow of work • FM: technical decisions, manpower

  20. Ch. 6.3: When Top Management Fixes Time and Cost Too Tight • Underestimation of cost and time • PM tries to pass cost and time squeeze on to FM • FM complains to senior management that he/she cannot meet cost and time goals

  21. Ch. 6.3: Conflicts by Category and Parties-at-Interest

  22. Ch. 6.3: Whose Priorities are ruling? • Functional manager • Client • Project team

  23. Ch. 6.3 Methods for Settling Project Priority Conflicts • Priority ranking through PS model • Priority ranking through senior management

  24. Ch. 6.3: The“Who” and “What” of Matrix Organization Conflicts (*) Good example of senior management wanting to have their cake AND eat it!

  25. Ch. 6.3: Conflicts in the different phases of the PLC

  26. Ch. 6.3: Fundamental Issues for Conflict during Project Formation • Technical objectives • Commitment of resources • Priority • Organizational structure

  27. Ch. 6.3: Questions leading to Conflict during Project Formation • Which of the functional areas will be needed to accomplish project tasks? • What will be the required level of involvement of each of the functional areas? • How will conflicts over resources/facility usage between this and other projects be settled?

  28. Ch. 6.3: More Questions leading to Conflict during Project Formation • What about those resource/facility issues between the project and the routine work in the functional departments? • Who has the authority to decide the technical, scheduling, personnel and cost issues? • How will changes in the parent organizations priorities be communicated to everyone involved?

  29. Ch. 6.3: Who Will Win the Argument?

  30. Ch. 6.3: The “Height” of Conflict During Project Buildup

  31. Ch. 6.3: How a Main Phase Scheduling Conflict Develops • Some project activity runs into trouble • Some tasks dependent on (1) will be delayed • (2) will delay the entire project • PM tries to prevent (3) from happening by requesting resources from his dear buddy, the FM • PM Vs. FM (looks like deja vue!)

  32. Ch. 6.3:Environment for Conflict during Phase out • Schedule slippage consequences from main phase felt strongly during phase out • Firm deadlines  hectic environment • Substantial cost overruns ignored to meet deadline  potential conflict with senior management • Functional groups needed to support project team to meet deadlines  potential conflict with FM (outch! Not again!)

  33. Ch. 6.3: Personality Conflicts During Project Phase out • Pressure to complete project • Anxiety to leave project • Distribution of project resources at project termination • Fresh starting projects Vs. Phasing out projects

  34. Ch. 6.3: Discipline Oriented Vs. Problem Oriented Individual “He/she will do whatever he/she thinks is right to get his/her own job done, whether or not it is good for the company or anyone else” Pelled and Adler, 1994

  35. Ch. 6.3: Successful Handling of Conflicts by PM Ability to reduce and resolve conflict in ways to support achievement of project’s goals Primary tool: Negotiation

  36. Ch. 6.3: Preview and Reading for Ch. 6.4 • Pinto and Kharbanda (1995) – conflict resolution in the spirit of win-win negotiation • Dyer (1987) – focus on conflict between team members • Afzalur (1992) – general work on win-win negotiating Similarities between the confrontation-problem solving technique and win-win negotiation:

  37. Ch. 6.4 Negotiations NOT covered in Section 6.4 • President and Congress • NFL player’s agent and team • Real-estate buyer and seller • Divorce • Collective bargaining agreement • Tourist and peddler

  38. Ch. 6.4: Key to Understanding the Nature of Negotiating NOT: whether or not a task will be undertaken or a deliverable produced BUT: project design of the deliverable and/or how the design will be achieved, by whom, and at what cost

  39. Ch. 6.4: Main Requirement for Conflict Reduction/Resolution Conflict is to be settled without irreparable harm to the project’s objectives

  40. Ch. 6.4: Second Requirement for Conflict Reduction/Resolution Honesty between negotiators

  41. Ch. 6.4: The Win/Win Solution Seek solutions to the conflict that not only satisfy an individual’s own needs, but also satisfy the needs of other parties-at-interest and the parent organization

  42. Ch. 6.4: Principled Negotiation • Separate people from problem • Focus on interest, not position • Before trying to reach agreement, invent options for mutual gain • Insist on using objective criteria

  43. Ch. 6.4: How to Separate People from Problems Carefully define the substantive problem Then, let everyone work on the problem – not on the person

  44. Ch. 6.4: How to Focus on Interest, not Position WRONG: Focus on position PM: “I need this subassembly by November 15”FM:” I will not deliver it before February 1 next year” RIGHT: Focus on interest FM and PM: “Let’s talk about the schedule for this subassembly.”

  45. Ch. 6.4: Two Examples of Negotiating Positions 1. Real estate bidder, assuming a future property value:“I will not pay more than 1 Million for that property” 2. Assume that a workgroups current workload will not change, PM states:“We cannot deliver this subassembly before February 1”

  46. Ch. 6.4: Shifting Focus from Position to Interest Real estate bidders true interest: Earn a certain return on investment in the property Workgroup PM’s true interest: Not to commit to delivery of work if delivery on the due date cannot be guaranteed

  47. Ch. 6.4: An Interest Negotiator’s Knowledge and Purpose Knowledge:The parties-at-interests interests Purpose: Suggesting solutions that satisfy the conflicting parties interests without agreeing with either sides position

  48. Ch. 6.4: Before Reaching Agreement, Invent Options for Mutual Gain Marital conflict: Joe wants to go to the mountains Sue wants to go to the shore WIN/WIN solution: Go to lake Tahoe

  49. Ch. 6.4: Four Steps to Move from Parties-at-Conflict to Win/Win • Parties-at-conflict (p-a-c’s) enter negotiations knowing what they want • The interest negotiator spells out the “Substantive problem” • As the interest negotiator presents a variety of possible solutions that advance the mutual interest of the p-a-c’s, the p-a-c’s converge in their positions • 4. A win/win situation emerges

  50. Ch. 6.4: Key to Finding a Negotiator’s Interests and Concerns Ask “WHY?” when he or she states a position

More Related