项目经理教程第八周下

项目经理教程第八周下33NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStressConflictHandlingStylesAvoidingCompromiseCompetitionAccommodationCollaborationWhichconflicthandlingstylewillyouuse?Whichconflicthandlingstylewillyouuse?ProjectManagersmayhaveapreferredstyleformanagingconflictWhichconflicthandlingstylewillyouuse?ProjectManagersmayhaveapreferredstyleformanagingconflictYoushouldusedifferentstylesdependingontheproblem–andgettherebyusingyourabilitytoreadsituationavoidingaccommodationcompetitioncompromisecollaborationCharacteristicsignoringconflictsandhopingthey’llgoawayputtingproblemsunderconsiderationoronholduseofsecrecytoavoidconfrontationappealtobureaucraticrulesAvoidingWhentouseTrivial,small/unimportantissuenoperceivedchanceofresolutionToallowacooldownperiodToallowotherstoresolvethesituationCharacteristicsnegotiationlookingfordealsandtrade-offsfindingsatisfactoryoracceptablesolutionsWhentousegoalsareimportant,butnotwortheffortopponentswithequalpowerarecommittedtomutuallyexclusivegoalsachievetemporarysettlementstoissuesarriveatsolutionsundertimepressureback-uptocollaborationorcompetitionCompromiseCharacteristicscreatewin-losesituationsuseofpowerplaysforcingsubmissionWhentousequick,decisiveactionisvital,veryimportantunpopularactionseg.costcuttingissuesarevitaltocompanywelfareagainstpeoplewhotakeadvantageofnon-competitivebehaviorCompetitionCharacteristicsgivingwaysubmissionandfulfillmentWhentousefindyouarewrongissuesmoreimportanttoothersthanyourselfmaintaincooperationbuildsocialcreditsforlateronminimizelossharmonyandstabilityareimportantallowteammemberstolearnfromtheirmistakesAccommodationCharacteristicsproblem-solvingcarriagetackledifferencessharingideasandinformationseeingproblemsandconflictsaschallengesWhentousefindanintegrativesolutionwhenbothsetsofconcernsareimportantobjectiveistolearnCollaboration2MethodsforResolvingConflictinateamRoleClarificationTechnique(RAT)IntergroupConflictResolutionRoleClarificationTechnique(RAT)Thisisasystematicprocedurewhichinvolvesallteammembersunderstandingtherequirementsoftheirofownandeveryoneelse'sposition,dutiesandexpectationsYou’llneedtoclarifyrolesforteamandindividuals;forexampleviaquestionnaires(orforprojectteams-RAMmatrices!)IntergroupConflictResolutionEachgroupshouldpreparelistofwhattheywouldliketheothergroupstostartdoing,stopdoing,andcontinuetodo.Thislistnarrowshescopeofthedisputeandmakesiteasiertoworkonthecoreproblems.22NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStressWhatisaGrievance?Agrievanceisanybehaviouroractionofanothermemberormembersofateam,whichhasorislikelytohaveanunreasonablenegativeimpactontheabilityofateammembertoundertaketheirdutiesMostgrievancesareneverraisedwithmanagementWhy?LackoftrustOurcomplaintsaretrivializedNoactiongetstaken!TheyonlytakedefensiveactionWhatyoushoulddo?ListenDiscussPlan11NatureofConflictRespondingtoConflictHandlingGrievancesEmotionalStressStressWhatisStress?Apatternofemotionalstatesandphysiologicalreactionsoccurringinsituationswhereindividualsperceivethreatstotheirimportantgoalsthattheyfeelunabletomeet(Greenberg&Baron,1993,p257).EffectsofStressPhysicalillnessLackofsleepReductionintaskperformancePoorqualitydecisionmakingCausesofStressinProjectsLonghoursTightschedulesTransientworkforceHighrisksWorkoverloadRoleuncertaintySocialrelationsAStressSurveyHowmanyoftheseforyouinthelastyear?

(Greenberg&Baron,1993,p238)StressManagement1.OrganizationalLevel2.IndividualLevelStressManagementattheOrganizationalLevelsettingreasonableworkplansandschedulesdelegatingresponsibilityandincreasingindependenceclarifyingresponsibilities,authority,andperformancecriteriaclarifyinggoals,procedures,anddecisioncriteriagivingconsiderationandsupportinleadershipStressManagementfortheIndividualstressmanagementprogramrelaxationtrainingdiversionsfromwork-relatedproblemsReviewConflictistheoppositionofpeopleorforcesthatdevelopsintoanaggressivestateoraction.SourcesofITprojectconflictincludes;schedules,prioritiesandworkforceissues.Conflictcanbegoodandbad.Conflicthandlingstylesinclude;avoiding,compromise,competition,accommodation,andcollaboration.Grievancehandlingstrategiesinclude;listen,discuss,andplan.Notdealingwithgrievancescanbeharmfultoprojects.Workenvironmentimprovementsandreducingstressisessentialtoateam’shealthandthesuccessoftheproject.ReferencesCondliffe,P.(1991).Conflictmanagement–Apracticalguide.Collingwood,Vic.:RMIT.Greenberg,J.&Baron,R.(1993).Behaviorinorganizations(4thed.).Syd.,NSW:AllynandBacon.Nicholas,J.(2001).Projectmanagementforbusinesstechnology–Principlesandpractice(2nded.).UpperSaddleRiver,N.J.:Prentice-Hall.PhotocreditsHel