PMI PMP: Resolve misunderstanding in major conflict

Question

In a time-critical construction project, a misunderstanding occurred between the supervisor and the technician. The misunderstanding turned into a major conflict and the technician has complained to the project manager that they cannot continue to work under the supervisor any longer. The supervisor cites the technician’s poor performance as the reason for the conflict. How should the project manager resolve the problem?

A. Use a direct, collaborative approach with the technician and supervisor
B. Provide a just-in-time training to the technician to improve their skill set
C. Replace the technician with a high performing resource as time is critical
D. Talk to the supervisor to tone down their approach and attitude

Answer

A. Use a direct, collaborative approach with the technician and supervisor

Explanation

The best way to resolve the conflict between the supervisor and the technician is to use a direct, collaborative approach. This means that the project manager should meet with both parties separately to get their side of the story. Once the project manager has a good understanding of the conflict, they can then bring the two parties together to discuss the issue and find a solution that works for everyone.

Here are some specific steps that the project manager can take:

1. Meet with the supervisor and the technician separately. This will allow the project manager to get each person’s perspective on the conflict.
2. Listen actively and without judgment. It is important to let each person feel heard and understood.
3. Help the parties to identify the root cause of the conflict. This may be a misunderstanding, a difference in opinion, or a personality clash.
4. Brainstorm solutions that are acceptable to both parties. The project manager may need to be creative in order to find a solution that works for everyone.
5. Follow up to make sure that the solution is working. It is important to check in with the supervisor and the technician to make sure that they are both satisfied with the resolution.

It is important to be impartial when resolving the conflict. The project manager should not take sides or make any judgments. Instead, they should focus on helping the two parties to communicate effectively and find a solution that they can both agree on.

In some cases, the project manager may need to provide additional training to the technician. This could be done in a just-in-time manner, meaning that the training is provided as needed. The project manager may also need to talk to the supervisor about their approach and attitude. It is important to remember that everyone involved in the conflict is a valuable member of the project team. By using a direct, collaborative approach, the project manager can help to resolve the conflict and keep the project on track.

Here are some additional steps that the project manager can take to resolve the conflict:

• Listen to both sides of the story. It is important to get the full story from both the supervisor and the technician. This will help the project manager to understand the root of the conflict.
• Help the parties to communicate effectively. The project manager can help the supervisor and the technician to communicate more effectively by providing them with tools and techniques for conflict resolution.
• Find a solution that works for everyone. The goal of conflict resolution is to find a solution that everyone can agree on. The project manager should be creative and flexible in their approach to finding a solution.
• Follow up. Once the conflict has been resolved, the project manager should follow up with both the supervisor and the technician to make sure that the solution is working.
• Encourage the supervisor and the technician to communicate directly with each other. This will help them to resolve their differences and build a better working relationship.
• Provide training to the supervisor on conflict resolution skills. This will help them to manage conflict more effectively in the future.
• Create a positive work environment where everyone feels respected and valued. This will help to reduce the likelihood of conflict in the future.

By following these steps, the project manager can help to resolve the conflict between the supervisor and the technician and keep the project on track.

The other options are not as good because:

B. Provide a just-in-time training to the technician to improve their skill set. This is not a relevant or effective option because the problem is not caused by a lack of skill or knowledge on the part of the technician. Providing a just-in-time training to the technician may not address the underlying cause of the conflict or improve the relationship between the technician and the supervisor. It may also be seen as a punitive or patronizing action by the technician or the supervisor.

C. Replace the technician with a high performing resource as time is critical. This is not a feasible or desirable option because replacing a team member in a time-critical project may cause more disruption, delay or risk to the project. Replacing a team member may also damage the morale and motivation of other team members, create resentment or hostility between the technician and the supervisor or the project manager, or result in legal or ethical issues.

D. Talk to the supervisor to tone down their approach and attitude. This is not a sufficient or fair option because it only addresses one side of the conflict and may not resolve the problem completely. Talking to the supervisor to tone down their approach and attitude may not address the concerns or expectations of the technician or acknowledge their contribution or perspective. It may also create a perception of bias or favoritism by the project manager towards the technician or undermine the authority or credibility of the supervisor.

In summary, the project manager should choose option A and use a direct, collaborative approach with the technician and supervisor. This involves facilitating a constructive conversation, actively listening to both parties’ concerns, identifying the underlying issues, and working towards a mutually satisfactory resolution. By addressing the conflict directly and involving the individuals in the resolution process, the project manager can create a more harmonious and productive working environment for the team.

Reference

• Critical path method calculations – Project Schedule Terminology (pmi.org)
• Managing Change Through Project Management (pmi.org)
• Construction Conflict Resolution (irmi.com)
• Construction disputes: Avoiding delays in conflict resolution | Fieldfisher
• Conflict Management, Team Coordination, and Performance Within Multicultural Temporary Projects: Evidence From the Construction Industry – Amin Akhavan Tabassi, Aldrin Abdullah, David James Bryde, 2019 (sagepub.com)
• PMP Certification | PMI

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