Team Conflict Dynamic Model & Project Success
INTRODUCTION
Team conflicts Dynamic & project success differs by the conflicts between project team members can be inevitable due to the Ideological differences and cultural differences, all these cause because of different human nature. However, constructive disputes in the project teams members can be healthy and ultimately ensures the project member to achieve objectives and success in their project. This report provides a literature review of Team conflicts Dynamic & project success. The report will include five recent papers published on the mainstream journalist and and also offer supervision opinion on that.
LITERATURE REVIEW
According to the Conflict In Project Teams: Gaining The Benefits, Avoiding The Costs (2004) the management in the project is critically process in today's business or in any company. One of the common thing which is the same in the organization is the importance of the decision-making in the company. Several types of research helps the project managers in making effective decision-making and it can also help to achieve goals is their ability to manage conflicts. However, it is very difficult to resolve conflicts because it always comes in the two different forms, which is destructive and constructive; some conflict instantly generates higher quality decisions and a deeper understanding of decision-making and commitment . According to Creasy and Carnes (2017) In the other instance, conflicts confer some of these benefits, and this has been shown in the decision-making take down and spoil the attainment goals of the project. Researches has sought to find projects and teams attribution in the context of the conflict this team attribute refers to the specialty and characteristic of the group members in the Team, For example diversity in the Team. Some problems also associated with the large size of the teams. This creates difficulty in the cost of coordination. Researches suggest that there is one benefit from the larger Team i.e. the tendency to experience more creative conflicts can be generate true results from the constructive conflicts that has been proposed in this research found the support of some explanation (Levi., 2015). They explored the key role of the trust in the relationship between destructive and constructive conflicts. If team members do not have trust, then this can lead them to the no attribution in the Team.
As per the view of (EFFECTS OF CONFLICTS ON PROJECT TEAM PRODUCTIVITY: A CASE OF JAZA PROJECT AT MASTERMIND TOBACCO KENYA LIMITED 2010), A project is a proper way to produce and develop a new unique product for the company. Projects temporary natures defined as an end and beginning. End reached when objectives of the project have been achieved or when the project of the company terminated because the objective of the projects cannot meet the all needs for the project no longer visible or exist. Some attribution shares in the projects are – people conflict, goals, supplier and budget. The project can fail if the team of the project does not take time to ensure that they have made a proper definition for the resolution of the problems. Conflicts in the project must be perceived by the parties to it, if there are no conflicts exist in the issue of perception. If there no one who has an awareness of the conflict, this generally means that there is no conflict. Conflicts in the project can be perceived that the goals of the project are blocked. Conflicts also can be a serious problem of the company. conflicts in the group members can create chaotic conditions that can make it nearly impossible for workers in the project to work with each other. On the other hand, there is some positive effect of the conflicts. Specially on the project work conflicts arise because of the uniqueness of the undertaking, the contrast to the daily organizational business difficulties in the framework conditions. The pressure for the change that's often existing in the projects create lots of sources of Friction.
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According to the (CONFLICT MANAGEMENT How to manage functional conflicts within project teams. 2011) A project team can be defined as a group of people with the few shared purpose who assume some serious responsibility, coordinate their activities, depended on each other, and they all them each other part of the same Team or group. Project term tends included the people with the different-different background. It means knowledge from the different fields can be added in the project work. According to the Lindsjørn and et. al. (2016) researches have been founded that there are some major conflicts based on the project work process i.e. how project work is performed and obtained the responsibility and role of the team members. Another form of conflict is based on relationship conflicts. Some time worker does not have a good relationship with each other and this creates conflict between them. The third form is totally based on the task from where employees can disagree with the task and they deny to do their task, which is given by the project managers of the company. The promotion and the unveiling of the different perspective can create and involve creating thinking. Possible negative conflicts are always a threats for the company. The relation between the team members and psychological effect are all the time undependable. The research argues that, it is very difficult for the people to remain impersonal about the situations when they feel like other members are disagreed with them or disappointing with them in their perspective. Anther has different perspectives on the issue of the conflicts and brings forward a different categorization. The first conflict form is called "conflict of interest" and concerns issues between people and their interests.
As per the viewpoint of (Team Performance and Project Success. 2017) A successful project execution is the important business objective of any company. Performance in the project useful term to describe that capacity and capability of the Team and the process that the project team of the company undertake. According to the research, it is evident that effectiveness pertains specifically to the accomplishment of the objectives and a goal. Objective and milestones is defined by the needs of the context or the stockholders of the company. By contrast, the performance of the team members pertains more closely to how better the task work is carried out by the project manager of the organization. Team performance is very important for project success. When people works together and take care of health of each other than this provides benefits and advantages like skills, tools and knowledge, healthy and constructive conflict can lead to the high performance in the project team members and that is just because this conflict issue can arise from the different viewpoints of the team members. It is important for them to discusses their viewpoint and use them to make their team efficiency better otherwise this can create conflict between the project (Henderson, Stackman and Lindekilde., 2016). They also can lose their team performance in the task and they will not be able to achieve the objectives of the project. Conflict can arise when project managers of the company have a lack of commitment and lack of clarity in the information. It is important for the team members to have trust in each other and they should make their decision with the discussion within the Team. If an individual makes the decision for their Team alone, then other members can deny and disappoint from them, so it is important for them to take part together in the decision-making process.
According to the (A Review of Conflict Management Techniques in Projects. 2015) nowadays most of the time project managers of the organization spent on the resolution of the conflicts the projects (Wu and et al., 2017). It is important for the project managers to resolve the conflicts because this can affect the performance of the employees and it can create negative impact from the conflicts such as they can lose the performance of the employees, a project can be unsuccessful because of the conflict issue, and it can put a brake on the projects. It is important for the project managers to use a model of conflict management which can help them to resolve the conflict in the project. Conflict resolution involves techniques like accommodation, competing, compromising and collaborating. If we talk about the model of the conflicts, then there are three conflict management models. They are distributive and integrative negotiation models, This models concern with the negotiation in the labors and competency models concern with the 3rd part investigation and duel concern model concentrate on any individual or informal conflict management of the company. Structural conflicts can be resolved by bringing the personal changes, authority changes and resources change. Interpersonal conflicts can be solved by using the interpersonal techniques which are giving and taking, negotiation, problem-solving and monitoring the work of the employees in the company. This all is the conflict resolution management techniques for project management.
CONCLUSION
As per the above report has been provided a literature review of the Team conflicts Dynamic & project success and explain that how conflicts in the Team can affect the performance of the team members and also has been provided information about the conflict management and resolution from the five online articles. From that article, this report has been providing proper knowledge of how a project can be successful and how to resolve conflicts.
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