Please allow me to be a bit contrary about conflict management.  This is truly only a tongue-in cheek attempt to ask some questions and receive comments about conflict management and conflict resolution as a role within project management.  Here are paraphrased statements from some of the most published philosophies for conflict management along with my “contrary” thoughts:  

• The new view of conflict which the PMI embraces is that conflict is inevitable in a project environment and can, at times, be necessary and beneficial to help foster team growth and team development.

o    [“Contrary” thought”]  Necessary for team growth and development?  Why not utilize team-building and recognition and rewards techniques which usually help foster team unity and good morale which leads to team growth and development?

• Other good things can come out of conflict: people learn to work together; it can foster creativity by forcing team members to see things from new points of view that they would never have thought of otherwise; individuals and groups learn to grow and apply their knowledge to future conflicts.

 o   [“Contrary” thought”] Foster creativity by forcing team members to see things from new points of view? Why not have utilize your project management interpersonal skills for group facilitation of open communication at your project team meetings?  Bring this forum to the subject matter experts so that if an important organizational interaction is brought to the agenda, say on different approaches to solving a problem or recommendations of different designs, it stops the ‘silo’ opinions that are not discussed in a open forum that can fester and disrupt the team’s goals.  o   [“Contrary” thought”] Individuals and groups learn to apply their knowledge to future conflicts?  What, you cause a fight so you can learn to fight? 

• Conflict as taught for professional understanding in conflict resolution commonly has the definition: "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability."

o   [“Contrary” thought”] The word “undermine” in any conversation is never good!

• Training for project managers in conflict management is necessary for their success, since they are charged with the responsibility for handing conflict during a project.

o   [“Contrary” thought”] Training for project managers in conflict management is necessary?  I totally agree with statement but my uneducated guess is that <3% of the project management population have been afforded this luxury

• Quite often conflict can be constructive when it serves as a release for pent-up emotions, anxieties, and stress

o   [“Contrary” thought”] conflict can be constructive when it serves as a release for pent-up emotions, anxieties, and stress?  We all know there is stress and anxiety on projects with limited budgets and demanding schedules, and there will be tough times with heated discussions, often whining.  But call it constructive conflict? 

• Conflict management within a team environment requires the project manager to possess the ability to solve problems, set goals, compromise, and settle personality differences.

o   [“Contrary” thought”] This statement allows me to straddle the fence 50/50 in my contrary opinion.  I agree that a project manager should possess the ability to solve project issues on the six competing demands and should help set project goals which will often require some compromise.  I prefer not to settle personality differences, as I also was not trained in team dynamics or group/individual psychology and who am I to say that your ‘different’ personality needs discussion for betterment as compared to another team member’s?  We all know that project teams are populated with behavioral and culturally diverse team members and that perception will differ.  Cultural training is often helpful, if appropriate to the project environment. 

Let me give one last contrary thought on a conflict resolution technique often stated in project management material:

• Get the most aggressive behavior member off the team. If you have the luxury to  go ahead and replace this most destructive member, you give a even louder message to the team that you are a project manager that possesses the motivation to resolve conflict on a long-term  basis to bring back the team focus on the project objectives

o   [“Contrary” thought”]  This, of course, is using the forcing technique for resolving conflict.  This technique is competing, controlling and can exhibit a dominating leadership style.  Perhaps try all other general techniques for conflict resolution before using this playing card.  Wouldn’t you rather be viewed as a project manager that promotes trust, actively listens, sets clear goals, promotes accountability and allows differences to be discussed open and honestly? 

My intention is not to be cynical, just a bit contrary!  Your comments are welcomed!