Conflicts, while often viewed negatively, can actually be a useful tool for successful project delivery if managed correctly. As a leader, one should view conflicts as opportunities to improve communication and involvement from team members. There are different approaches to managing conflicts depending on what stage the team is at. In early stages, leaders should facilitate discussions and push for different opinions to be shared. As the team norms develop, leaders can delegate more while ensuring disputes are resolved constructively. Resolving conflicts properly helps teams progress from simply forming to truly performing at their best through improved decision making and involvement from all members.
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Conflicts as a tool of successful delivery
1. Conflicts as a tool of
successful delivery
LVIV PM WEEKEND 2016
2. Agenda
Why conflicts influence delivery
Conflicts management model on different team state
Your role in the conflicts
What you should never do
3. About
10 years in IT
7 years on a management position
5 years of Agile experience
4. Conflicts are like defects
in Jira – bad that we have
them but good that we
know them
5. What in the content of Delivery?
People
Tech
Time
Money
6. People
People leads the Technology, allocate budget
and time
We can move forward while
communicating
Conflict is a natural part of
communications
7. Communications & Leadership
As a Leaders we are trying to decrease amount of communications and
increase quality of them
What can make this influence to the quality of communications:
- Domain knowledge
- Members involvement
- Leadership Experience
- Conflicts
8. “For good ideas and true innovation, you need human
interaction, conflict, argument, debate.”
Margaret Heffernan
9. Conflict – emotional opposition of groups or
individual members when everyone trying to get
the opposite position. Negatively colored
10. Why we afraid of conflict
We use to know that conflict is the something bad. Social factor
We believe we don’t need it
Lack of Trust
We don’t know if we can be heard
We afraid to make the situation even worst
11. When will we have a conflict
Mostly when group knows each other
Bipolar minds in group
Fight for the leadership, Competition
Difference in Personalities
13. Correct managing of conflicts and skills of creating
“moderated conflicts” will give you the tool that can
bring your team to Performing faster
You, as a good Leader, need to convert conflict to
dispute
14. Forming
No Conflicts
Poor discussions
No Trust
You need
Watch reaction
Find active and inactive members
Note
Lead meetings
Push discussion
Try to suggest controversial ideas
15. Storming
People building groups
and find with other group
or individual
Conflicts between team
members
Detachment as a result of
personal conflict
You need
Take a neutral position
Push to provide facts
Ensure that everyone was heard
Direct the meeting
One-to-one talks
Compromises in conflicts
Ensure people has no bad post-
conflict mood
Post mortem
16. What is the benefit of conflicts
Cooling off
Search for the truth
Eliminating of weak sides of Team
Transfer to dispute with facts
Different thoughts
Stabilization of relationship
17. Norming
Switch to Discussions and
Dispute
Getting knowledge form
conflicts
Conflicting with desire to
find the solution
You need
Felicitate
Make a team
Set goals
Make post mortem as a standard
practice
20. “Sometimes you need conflict in order to come up with a
solution. Through weakness, oftentimes, you can't make the right
sort of settlement, so I'm aggressive, but I also get things done,
and in the end, everybody likes me.”
Donald Trump
21. What you should never do
Never Withdraw from the conflict. It will get back to you
Leave conflict unresolved
Think that you are right
Don’t escalate the conflict by attacking and blaming
Don’t try to pacify the other person
22. Call for dispute and live discussion
Start unpleasant conversations
Select hot but important topics
Ask for opinion of every member and
show how it’s important
Do not be lazy to explain
23. Be able to hear the essence
Understand the topic and importance of conversation
Decide what needs to be the result
Define the arguments missed
Switch the focus to Team result
24. Be able to ask for opinion
You will always have someone who
keep the distance
His opinion can be the most relevant
He can be non-formal leader
He can be afraid of participation in
dispute/conflict
25. Keep neutrality
You are facilitator, not the active participant
Don’t show the alignment to some group
Ask for facts, provide facts
Keep track of conversation
26. Be able to stop when needed
You need to understand when the conflict not giving results
Postpone for the later to get back to the topic with facts
Analyze why the goal was not reached
Be ready for second round
27. Switch conflict to dispute
Operate with arguments and facts but not
emotions
Provide facts
Use Story telling
28. Post effect of conflicts
Involvement of your team into problem resolution process
On the examples of successfully fixed conflicts your team will try to fix
future conflicts using cooperation not fighting
Increase of quality of decisions cause your team members will provide own
opinion not the group one
Better climate
Increase the effectiveness of team