5 Conflict Resolution Techniques in Project Management

今天我们将讨论五个conflict resolution techniques我们在项目管理中使用来解决冲突。

These techniques are universal to any type of workplace.

但是，在项目管理中，工作环境与功能环境不同。冲突是常见的事件。如果您要管理项目，您知道管理冲突的重要性，这就是为什么您应该了解解决冲突技术的原因。

Conflict Resolution Techniques

当两个或多个利益相关者具有不同的意见或利益时，可能会发生冲突。

Schedule priorities, scarce resources, technical reasons, and personal issues can all cause clashes. According to the American Management Association, managers manage conflicts 24% of their time.

不要恐慌;情况通常不像您想象的那么糟糕。适当解决冲突可以建立信任，有时带来新的想法和机会。这可以使积极结果和负面结果之间有所不同。

If you don’t solve the conflict, your team members will lose trust. It will weaken your position as a project manager and the ability of your team to bond, which may affect your project’s success. You must deal with conflict before it is beyond resolution.

The following are a few consequences of improper conflict management:

• 低团队士气
• 对项目经理权威的负面影响
• 个人冲突数量增加
• 低生产率和效率
• Low-quality work

If required, project managers must monitor and resolve conflicts as quickly as possible to keep them from becoming bigger issues.

Now, we will talk about conflict resolution techniques.

该博客遵循PMI指南和PMBOK指南。bob手机客户端这是五种技术：

1. 提取/避免
2. 光滑/容纳
3. 妥协/调和
4. 力/直接
5. Collaborate/Problem Solve

这些冲突管理策略也被称为托马斯·基尔曼（Thomas-Kilmann）解决冲突的五种方法。

让我们详细讨论每种技术。

＃1. Withdraw of Avoid

在这种解决冲突技术中，您避免了冲突或撤退，并允许冲突解决自己。这是因为赌注很低，冲突很可能自行消失。

在以下情况下使用此技术：

• 参与冲突的个人不是影响力相关者。
• 这个问题不需要时间投资。
• An intense argument has already happened, and the individuals need time to cool off.
• You do not have enough information to pursue other techniques.

优点

This technique saves time that you can invest elsewhere. It is a good conflict management strategy to apply to low-level disagreements and gives you enough time to prepare if the conflict re-emerges.

Disadvantages

撤回或避免不是真正的决议, does not resolve a conflict, and may weaken your position because parties may assume you have an unfair bias. Team members may think you are lacking skills or are not authoritative.

许多专家不认为这项技术是冲突管理策略，因为避免和逃脱不是解决方案。

＃2。光滑或容纳

In this conflict resolution strategy, you find areas of agreement, try to smooth out the situation, and circumvent tough discussions.

平滑技术比另一方更加考虑一方。您淡化了严肃性，表现得好像冲突从未存在。

在以下情况下，此技术很有帮助：

• 您没有时间处理它。
• 您需要解决问题的临时解决方案。
• The conflict is minor and involves less influential stakeholders.

优点

这种解决冲突策略不需要太多努力。您可以通过忽略不重要的论点来关注基本问题。可以在带来和谐，创造善意并提供足够的时间找到永久解决方案的同时简单地处理情况。

Disadvantages

If you fail to bring a balanced approach, one party may take advantage since you are giving them more consideration. Other parties not being accommodated may question your authority or stop reporting conflicts.

不建议采用这种解决冲突策略，因为它通常会削弱项目经理的权威。

＃3。妥协或调和

在这种冲突管理策略中，您可以从双方提出建议，并部分满足它们。当涉及的利益相关者持有同等权力时，此技术很有用。

You may use this technique in the following cases:

• All parties involved need to win
• When you have an equal relationship with both parties
• Collaborative and forcing techniques have failed
• 当您需要临时解决方案时

优点

这种技术带来了快速的结果，降低了压力，并使所有各方都安抚了，直到您找到永久解决方案为止。您可以稍后冷却并重新审视情况。

Disadvantages

This conflict management technique does not generate trust in the long run; all parties remain unsatisfied, and the conflict could resurface at any time. Morals are not being strengthened. You may have to ensure all parties abide by the agreement.

＃4。力或直接

在这种冲突管理策略中，您同意一方的观点并执行他们的愿望。这是一个胜利的情况，有可能使团队沮丧。

您可以在以下情况下使用这种冲突解决技术：

• When you need a quick solution
• 当您知道一个聚会是正确的
• 您没有时间调查
• 当冲突不是很重要的时候
• When the relationship with stakeholders is not essential

优点

该技术提供了一个快速解决方案。它几乎不需要项目经理的努力，可以帮助建立他们的权威。

Disadvantages

使用此技术可能会给您带来负面印象。您可能会从反对党的观点中失去机会。您不能与强大的利益相关者一起应用这项技术。它可能适得其反，并使冲突恶化。

＃5. Collaborate or Problem Solve

In a collaborative conflict resolution strategy, you discuss the issue with all parties and agree on a solution while considering multiple viewpoints.

You may use this technique in the following cases:

• When incorporating multiple views
• 如果参与有影响力的利益相关者
• When a consensus is required
• 如果您想分配责任

优点

This is a real problem-solving technique that provides a solution to the conflict. It brings consensus, commitment, and shared responsibility for the outcome. This technique creates a win-win situation, builds your team’s confidence, earns respect, and establishes your authority.

Disadvantages

You cannot use this technique when you need a quick solution because it takes time and effort. It is generally used for conflicts that may affect your project, not all issues.

我应该使用哪种冲突解决技术？

The PMI does not recommend using any specific technique for all conflicts; it depends on the situation and the stakeholders involved.

For example, if two ground-level laborers have a conflict, what should you do?

您可能会忽略它。

但是，如果您看到一些重要的利益相关者有冲突，您将干预，解决冲突并免除项目的伤害。

Although no single technique can be used for all conflicts, it is thought that the “Collaborate or Problem Solve” method brings the most consensus and commitment.

如何防止冲突

You cannot keep all conflict from happening, but following a few rules can minimize it. These guidelines are:

• Establish Strict Ground Rules:These help discipline team members, which results in less conflict.
• 有一个有效的沟通计划：这可以帮助您避免许多冲突。定义您将与利益相关者沟通的多少和频率。
• Have a Better Stakeholder Management Plan:如果您的利益相关者感到高兴，您的项目将成功。项目管理是关于管理利益相关者的要求。
• Solve Conflict Early:这需要更少的时间和精力。确保以后未解决的冲突不会再次浮出水面。

The Role of the Project Manager in Conflict Resolution

我已经解释了解决冲突以及如何使用它们的所有策略。作为项目经理，您必须以理性的方式做出回应，并达到最适合您目标的解决方案。

While resolving a conflict, keep the following points in mind:

• Each participant deserves respect
• Be calm and rational.
• 人们与问题分开
• 每个参与者都应耐心地听
• 总是有共识和分歧的领域
• You should explore all possible solutions.
• 介意您的偏见，不要选择一面
• Don’t force or pressure participants
• 推迟冲突可能会恶化。
• Focus on the conflict, don’t let escalate the issue or generalize it.

概括

As a project manager, you are responsible for keeping conflicts under control. You cannot use any single technique for all types of conflict. However, you should use a conflict resolution strategy that inspires consensus and commitment from team members.

This is where this blog post on conflict resolution techniques ends.

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以下是我基于PMBOK指南第四版的有关冲突解决策略的旧博客文章。bob手机客户端由于我根据第六版的重写bob手机客户端，旧博客文章不再相关，但我将其保存。

“Conflict Resolution Techniques” was one of my favorite topics during myPMP认证考试准备. Although, I observed a discrepancy between the PMP exam reference books and the PMBOK guide.

所有参考书都表明，面对面的冲突解决技术，项目经理应使用此技术在所有情况下解决冲突。但是，PMBOK指南（第四bob手机客户端版）有利于协作技术。

I have repeatedly reviewed this edition of the PMBOK Guide but could not find any support for this. To my surprise, nobody is discussing this discrepancy.

因此，我正在启动我的博客来解决此问题，这是我的第一篇博客文章。

让我们开始吧。

Conflict happens while managing projects. The PMI recognizes this fact, and they have incorporated conflict resolution techniques into the PMBOK Guide.

冲突的来源包括调度优先级，技术问题，个人问题，资源稀缺等。b0b体育app

According to the PMBOK Guide (fourth edition), you can use six conflict resolution techniques to resolve conflicts:

1. Withdrawing or Avoiding
2. Smoothing or Accommodating
3. 妥协
4. Forcing
5. 协作
6. Problem Solving or Confronting

现在，我将根据《 PMBOK指南》讨论每种技术和最佳冲突解决方案。bob手机客户端

1. Withdrawing or Avoiding:The project manager chooses to avoid the conflict, and those involved find a solution.
2. 平滑或适应：项目经理参与了冲突，试图避免分歧和艰难的讨论领域，并专注于共同点。平滑是避免艰难讨论的一种方式。
3. 妥协:This is a mid-way approach. Here, everybody gains some, but no one gets exactly what they want. This is a lose-lose approach.
4. Forcing:The project manager favors one party at the expense of the others. This technique risks demoralizing team members and may cause serious conflict in the future. This is a win-lose approach.
5. 合作：项目经理与各方合作，找到涉及多个观点以创建最佳解决方案的决议。这种技术加强了相互信任和承诺。这是双赢方法的一个例子。

在《 PMBOK指南》的第四版中，协作和解决问题是不同的技bob手机客户端术。但是，第五和第六版都是相同的技术。同样，解决问题在第四版中被称为面对，但它不再出现在当前的PMBOK指南中。bob手机客户端

A Note on Problem Solving or Confronting Technique

In confronting technique, the project manager must find a solution for a conflict. He will conduct a root cause analysis and provide a platform for all parties to express their disagreements and arrive at a solution.

那么，哪种是解决冲突的最佳技术？

我已经回顾了许多书籍和互联网资源，以发现最佳的冲突解决技术。b0b体育app令人惊讶的是，我得到了相同的答案：面对或解决问题是解决冲突的最佳技术。

但是，我不同意这一点。

A project manager’s job is not easy; they must constantly deal with multiple conflicts. No two conflicts are the same, so why would you always use one technique?

项目经理必须利用他们的判断力和经验来确定哪种冲突解决技术最适合每种情况。所选技术取决于情况，时机和所涉及的个人。

项目经理的主要目的是成功完成项目。

项目经理不是侦探。寻找根本原因，挖掘所有可用的细节和证据碎片，然后得出结论，这不是他们的工作。

有了解决问题的技术，一个人获胜，另一个人输了。这不是双赢的情况，即使他们错了，也会使一个政党不满意。

A prudent project manager will try to avoid this situation and look for a solution to satisfy all parties. The collaborating conflict resolution technique, which is a win-win situation for all.

Let us see what the PMBOK Guide says:

第239页，第二段：

“如果冲突升级，项目经理应有助于促进令人满意的解决方案。冲突应尽早使用直接的协作方法来解决，通常是私下解决。”

第229页，最后一段：

“… managing conflicts in a constructive manner, and encouraging collaborative problem solving and decision-making.”

PMBOK指南中没有任何声明建议针对所有bob手机客户端冲突使用问题解决/对抗技术；但是，我注意到PMBOK指南建议使用协作技术。bob手机客户端

PMI似乎也同意我！

我的看法

I do not recommend using the collaborative technique to solve all conflicts. However, it is the only technique that leads to consensus and commitment among all parties involved in the conflict.

冲突管理的策略取决于冲突。您可以使用最适合这种情况来解决冲突的技术。但是，我不同意面对面是最好的冲突解决技术，您不应该盲目使用它。

哪些冲突解决技术最大程度地帮助您解决冲突？请通过评论部分分享您的经验。