Conflict Resolution Training: How To Manage Team Conflict In Under 6 Minutes!

Summary

In this insightful session, Jennifer Whitt, Director of ProjectManager.com, discusses the complexities of managing team conflict, highlighting the transition from hard skills to essential soft skills for project managers. She emphasizes the importance of understanding conflict as a natural part of teamwork and provides practical strategies, including self-education, team education, and effective communication. By referencing Tuckman's Stages of Group Development and the PMI project life cycle, Whitt guides managers in recognizing and addressing conflict, ultimately fostering a more productive team environment. She encourages utilizing tools like ProjectManager.com for better project oversight.

Takeaways

• 😀 Managing team conflict requires a shift from hard skills to soft skills.
• 😀 The term 'manage' implies control; project managers must decide whether to stop or fuel conflicts.
• 😀 Disrespect or hindrance to progress are clear indicators that conflict needs to be stopped.
• 😀 Educating yourself about team dynamics and conflicts is crucial for effective management.
• 😀 Team education about the normalcy of conflict can help mitigate its impact.
• 😀 Understanding Tuckman's Stages of Group Development (forming, storming, norming, performing) is essential for recognizing team dynamics.
• 😀 Different project phases (initiating, planning, executing, monitoring, controlling, closing) can introduce varying levels of stress and conflict.
• 😀 Conflicts often arise during project recovery or when established solutions fail.
• 😀 Creating a plan and measuring team dynamics can help determine when to stop or fuel conflict.
• 😀 Communicating openly with your team during conflicts is vital for resolution and progress.

Q & A

What is the main focus of Jennifer Whitt's whiteboard session?

The main focus is on how to manage team conflict, emphasizing the transition from hard skills to soft skills for project managers.

What does the term 'manage' imply in the context of team conflict?

'Manage' means to control the situation, deciding whether to stop or fuel the conflict based on its impact on the project.

When should a project manager consider stopping team conflict?

A project manager should stop conflict when it involves disrespect or hinders progress.

In what scenarios is it beneficial to fuel conflict?

It is beneficial to fuel conflict when it helps get to a core issue or leads to a better result.

What is the first recommendation for project managers dealing with team conflict?

The first recommendation is for project managers to educate themselves about team dynamics and conflict through various resources.

How can project managers help their teams prepare for potential conflicts?

Project managers can educate their teams about the normalcy of conflicts and the stages of group development, like Tuckman's model.

What are Tuckman's Stages of Group Development?

Tuckman's model includes four stages: forming, storming, norming, and performing, which describe the typical progression of team dynamics.

How does project lifecycle affect team conflict?

Team conflict can arise during different phases of the project lifecycle, especially during execution when changes are introduced and stress levels rise.

What role does planning play in managing team conflict?

Creating a plan helps project managers anticipate and address potential conflicts, allowing for better control over team dynamics.

What should a project manager communicate to the team when conflict arises?

The project manager should acknowledge the conflict, explain the context based on their previous discussions, and outline the actions they will take to address it.