Analyzing Conflict in Project Management: Strategies and Solutions

This assignment explores the multifaceted nature of conflict within project teams. It begins by defining dysfunctional conflict and outlining methods for its arbitration, emphasizing the detrimental effects on communication and team performance. The analysis then delves into strategic organizational objectives that can instigate conflict, such as conflicting motivations and bullying, and the importance of recognizing both positive and negative outcomes of conflict resolution. Furthermore, the assignment examines the role of multitasking, arguing that it can prevent conflict by enabling tough choices and efficient execution. Finally, it discusses the impact of product life cycle compression on project team conflict, highlighting potential difficulties and stress-related issues. The assignment references supporting literature to strengthen the arguments and provide a comprehensive understanding of the topic.

Running head: PROJECT MANAGEMENT
PROJECT MANAGEMENT
Name of the Student:
Name of the University:
Author’s Note:

1PROJECT MANAGEMENT
Question 1:-
Can you share with us what dysfunctional conflict is and what are some methods to arbitrate
dysfunctional conflict on project teams? Can anyone provide a personal example of witnessing
dysfunctional conflict?
Answer:-
This type of conflict leads to communication decay or group performance. Dysfunctional
conflict can be an excess of conflict or a deficiency of enough inspiring conflict. This conflict
within a business is inspiring by the egos of workers with competing motivations. It frequently
shows higher pressure and a probability that workers will burn out. Workers will also likely feel
less fulfilment and less faithfulness to the business (Wachsmuth, Jowett & Harwood, 2017). A
project team can follow some steps to arbitrate this type of conflict. The project head executes an
explanation to the dysfunctional conflict after hearing to every party. The aim is not to choose
who achieves success but to take the project win. This process is vital to look at an explanation
that permits every party to save face; else the choice may deliver only temporary relief.
Question 2:-
What strategic objectives in the organization can cause the development of conflict on project
teams? Why?
Answer:-
Any organization can follow some strategy to develop their conflict of the project group.
In a team atmosphere, a reasonable approach toward conflict can slide into bullying. It can also
create some reason obstruction among Co-workers who do not feel like it takes their opinions

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extremely. As frustration constructs, colleagues can end up exciting a reasonable tactic to
conflict resolution, and the difficulties escalate. The organization can recognize the negative and
positive impressions and consequences of resolved conflict (Shbail, 2018). Conflict is an
essential evil, but it can be constructive when controlling well. A team that always decides
universally is unlikely to bring originality or alternative thoughts, thus stifling improvement and
controlling growth. Mainly this process to support executives and managers understand the
resources and categories of conflicts, and to deliver approaches for conflict resolution and
management.
Question 3:-
Does multitasking create conflict on project teams? Why, or why not?
Answer:-
Multitasking is not creating conflict, but it can avoid conflict. Conflict evasion part is
because management, particularly senior management, is unwilling to create tough choices about
what is most vital to do. Managers are the only persons who can create these most planned
decisions. Multitasking assures this project will be late. If executives do not make the choices,
project workforce will and it will not be the technique the executives want it. This system
executes methods based upon timing desires delivered by the system designer (Moisala et al.,
2016). The most dependable method to fulfil timing necessities accurately is to construct a
preemptive working system and to use significances to regulate process which runs. The
productive multitasking is redirecting by the capability of individuals to regulate multitasking
presentation to conservational demands by openly shifting between several processing
approaches of multiple task module scheduling.

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Question 4:-
Considering line with the conflict theme, can you share with us what effects does the
compression of the product life cycle have on project team conflict?
Answer:-
Product life cycle also shows a severe role in promoting approach. Depending on the
phase the product or facility is in, they will refine the marketing consequently to help certify
optimal presentation and consequences in every stage. The basic product life cycle depends on
the four steps such as introduction, growth, maturity and decline (Tolonen et al., 2015). One of
the supreme values of the life cycle idea is for executives about to launch an innovative product.
Sometimes conflict can create specific difficulties in an organization’s product life cycle.
Organization associates may have complications sleeping, damage of appetite or overdoing,
difficulties and become unapproachable. In some examples, organization associates may evade
meetings to avoid themselves from go through anxiety and stress-related indications.

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References:-
Moisala, M., Salmela, V., Hietajärvi, L., Salo, E., Carlson, S., Salonen, O., ... & Alho, K. (2016).
Media multitasking is associated with distractibility and increased prefrontal activity in
adolescents and young adults. NeuroImage, 134, 113-121.
Shbail, M. O. A. (2018). The Effect of Role Ambiguity and Role Conflict on Dysfunctional
Audit Behaviour: Evidence from Jordan. International Journal of Academic Research in
Accounting, Finance and Management Sciences, 8(3), 17-25.
Tolonen, A., Shahmarichatghieh, M., Harkonen, J., & Haapasalo, H. (2015). Product portfolio
management–Targets and key performance indicators for product portfolio renewal over
life cycle. International Journal of Production Economics, 170, 468-477.
Wachsmuth, S., Jowett, S., & Harwood, C. G. (2017). Conflict among athletes and their coaches:
what is the theory and research so far?. International Review of Sport and Exercise
Psychology, 10(1), 84-107.