People · Topic 2 of 7
Managing Conflict
Learn the five conflict resolution techniques, when to choose each, how agile teams resolve disputes themselves, and when a project manager escalates.
- 5 min
- Conflict is normal, and some of it is useful, such as debate over technical options.
- Resolve conflict early, privately and at the lowest sensible level.
- Collaborate (problem solve) is generally preferred because it gives a lasting win win result.
What it is
Conflict is a disagreement between people or groups whose needs, goals or views do not match. On projects it is normal, and it is not always harmful. Healthy debate about a design often improves the result, while personal or hidden conflict damages trust and slows the work.
The project manager's job is to understand the cause, choose a fitting response and keep the team working together. The aim is to resolve the problem, not to win it.
How it works
Start by looking at the source. Common sources include competing schedule priorities, shared resources, technical opinions, cost pressure, unclear roles and personality clashes. Treat the problem, not the person, and find out what each side really needs.
Conflict tends to be easiest to resolve early, in private, and at the lowest level that can handle it.
The five techniques
| Technique | Also called | How it works | Typical use |
|---|---|---|---|
| Collaborate | Problem solve | Both sides work together on a solution that meets the underlying needs | Important issues where a lasting, win win outcome is needed |
| Compromise | Reconcile | Each side gives up something to reach a partial agreement | Time is short, or no perfect answer exists |
| Accommodate | Smooth | Emphasize common ground and give way to the other side | Relationship matters more than the point in dispute |
| Force | Direct | One view is imposed, usually by someone with authority | Emergencies or safety issues where speed is vital |
| Withdraw | Avoid | Postpone or step away from the issue | Cooling off, or the issue is trivial |
Collaboration is generally the preferred approach when people have time and the issue matters. It usually gives the most durable result because both sides accept it.
Forcing leaves one side feeling that it lost, and it can create resentment. Withdrawing leaves the problem in place, so use it only as a short pause.
Choosing the right response
The situation drives the choice. The following checks help.
- How important is the issue to the project?
- How much time is available?
- How much does the working relationship matter?
- Does anyone hold the authority to decide?
A fast decision about a safety matter points to force. A long term disagreement between two respected experts about architecture points to collaboration.
Handling ground rule violations
Ground rules only work if breaches are dealt with consistently. When someone breaks a rule, such as arriving late to meetings or talking over colleagues, follow a simple sequence.
- Speak to the person privately and promptly, focusing on the behavior and its effect on the team.
- Restate the agreed rule and confirm that the person understands it and still accepts it.
- Encourage the team to hold each other accountable, so that peers raise small breaches themselves.
- If the behavior repeats, involve the person's functional manager and share the facts.
- Review the rules with the team and update them if they are unclear, outdated or ignored by many.
A one off breach is coached privately. Escalation is for repeated breaches after the person has been reminded of the rule.
Conflict in agile teams
Agile teams are self organizing, so the first expectation is that team members resolve conflict themselves. The servant leader (a leader who supports the team rather than directing it) acts as a facilitator. A scrum master or coach may help the team talk through the problem, set ground rules and agree on a decision.
Retrospectives are also a safe place to raise recurring tensions. If the team cannot settle a dispute, the facilitator can bring in a neutral third party or escalate.
In a hybrid project, expect both patterns: the team settles its own day to day disputes, while disagreements that touch contracts, baselines or governance follow the defined escalation path.
When to escalate
Escalate when the issue lies beyond the project manager's authority, when direct attempts have failed, or when it threatens a major objective. Do so in line with the governance and escalation path in the plan. Share facts and what you have tried, and avoid blaming individuals.
Exam questions often ask for the first step. Usually it is to meet the people involved and understand the cause privately, not to escalate or to impose a decision.
What to remember for the exam
- Conflict is normal, and some of it is useful, such as debate over technical options.
- Resolve conflict early, privately and at the lowest sensible level.
- Collaborate (problem solve) is generally preferred because it gives a lasting win win result.
- Compromise gives partial satisfaction to both sides, force imposes one view, accommodate gives way, and withdraw delays.
- Force fits emergencies and safety issues, not routine disagreements.
- Agile teams resolve conflicts themselves first, with a facilitator helping, and the retrospective is a place to address recurring friction.
- Focus on interests and facts, not personalities.
- Escalate when local attempts have failed or when the matter exceeds your authority, not as a first reflex.
Common mistakes
Jumping straight to escalation. The sponsor does not want every disagreement on their desk. Try to resolve it at the lowest level first.
Using force as the default. Authority settles the issue quickly but may leave resentment and reduce the team's openness.
Assuming withdraw always fails. A short cooling off period can help when emotions are high, as long as you return to the issue.
Calling compromise a win win. Both sides lose something in a compromise. Collaboration is the technique aimed at fully meeting both sets of needs.
Ignoring the cause. Fixing the symptom without understanding why the conflict started means it will return.
A project manager who picks a side before hearing both views loses the trust needed to resolve the dispute and may worsen it.
Check yourself
Which technique is generally preferred when the issue matters and time allows?
Collaborate, also called problem solve, because it seeks a lasting outcome that both sides accept.
A fire safety issue needs an immediate decision. Which technique fits best?
Force (direct), since speed and authority matter more than agreement.
What should an agile team try before escalating a dispute?
Resolve it within the team, with the servant leader facilitating and the retrospective available for recurring issues.
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