The pm must also be able to understand issues propose

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Unformatted text preview: also be able to understand issues, propose solutions or methods of resolution, and lead the conflicting parties to a place where the project can continue without ongoing resentment or other feelings of mistrust. For conflict to be healthy and flourish and produce desired responses the PM must provide leadership and an environment where communication is open and non-threatening. This will allow constructive criticism to thrive without becoming a personal attack. In such situations it is necessary for the PM to first communicate the intent of the environment and the ground rules for team culture. The PM then needs to lead by practicing what has been preached by: displaying the ability to accept criticism; not taking the conflict personally; and, being able to actively listen to those in the team expressing their opinions. The PM needs to be persuasive to ensure that the culture is developed and thrives. This requires patience and tact so that issues are approached diplomatically. Communication competencies are essential when managing conflict that could be damaging to the project. It is necessary for the PM to be decisive, to be clear in communicating the message, and to ensure that information flow is secure, received, and understood by all the parties involved within the conflict. Negotiating Negotiation is used mainly within the intervention lens of the conflict hourglass model, and requires significant communication competencies, though the need to be able to complete the negotiations is a set of competencies to themselves. Negotiation can include negotiating: agreements; designs or construction; coordination across boundaries within the organization; and, collaborating with clients (Kellogg et al. 2002). A PM’s role is like a fulcrum about which all the activities and personnel involved in the project hinges. Needless to say with complex projects and contracts to back them up, there are going to be issues with diverse opinions and interpretations by the different parties engaged. Each of...
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This document was uploaded on 01/22/2014.

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