Applying Conflict Resolution Techniques is the strategic process of selecting and using the most appropriate method to resolve a dispute. The choice is not random; it is a deliberate decision made by the project manager based on the nature of the conflict, the time available, the importance of the issue, and the desired outcome for the relationship between the parties.
Key Aspects of Application
- Diagnosis First – Before choosing a technique, a leader must first diagnose the situation. Is this conflict about a critical technical issue, or is it a personality clash?
- Intentional Choice – The technique should be chosen consciously to achieve a specific outcome, not as a default reaction.
- Flexibility – A project manager may need to switch techniques as a situation evolves.
- Goal-Oriented – The ultimate goal is always to protect the project’s objectives while maintaining viable working relationships.
How the Techniques Are Used: A Strategic Breakdown
This table breaks down the primary focus and strategic thinking behind applying each technique.
| Technique | Primary Focus | Strategic Question the PM Asks |
|---|---|---|
| Collaborate / Problem Solve | The Problem (Finding the optimal solution) | “Is this issue so critical that we must invest significant time to find the perfect, win-win solution that benefits the project long-term?” |
| Compromise / Reconcile | The Agreement (Finding a quick, acceptable solution) | “Is this issue important enough to need a resolution now, but not so critical that we need a perfect one? Can we find a middle ground to keep moving?” |
| Smooth / Accommodate | The Relationship (Soothing feelings and preserving harmony) | “Is the long-term relationship with this person more important than winning this specific argument? Is this issue trivial to me but vital to them?” |
| Force / Direct | The Decision (Making a fast, unilateral choice) | “Is this an emergency, a safety issue, or a situation where I have a clear mandate to make a quick, unpopular decision for the project’s good?” |
| Withdraw / Avoid | Time / De-escalation (Postponing the conflict) | “Is this issue trivial and not worth the team’s energy right now? Do we need more information, or do people just need to cool down?” |
Example Scenarios
Choosing Between Problem and Relationship
A junior developer and a senior architect have a disagreement over a minor coding convention. The architect is technically correct, but the junior developer feels their ideas are being dismissed.
- A PM focused only on The Problem might Force the architect’s solution.
- A PM focused on The Relationship would use Smooth / Accommodate, perhaps by saying to the architect, “I know you’re right, but let’s use the junior dev’s idea this time to encourage their contributions.”
Choosing Between Agreement and Time
Two departments are deadlocked on the scope for the next release, and the deadline is tomorrow.
- Collaborate is not an option because there is no time.
- The PM chooses Compromise, facilitating a negotiation where both departments give up a low-priority feature to finalize the scope and meet the deadline.
Why This Matters
- Prevents Misapplication – It stops a project manager from using a “one-size-fits-all” approach, such as trying to collaborate on a trivial issue or forcing a decision on a complex, strategic one.
- Demonstrates Leadership Maturity – The ability to diagnose a conflict and apply the right technique is a hallmark of an experienced and emotionally intelligent leader.
- Optimizes Outcomes – By applying the right technique, a PM can resolve conflicts in a way that is most efficient and effective for the specific situation.
- Manages Team Energy – It ensures the team’s valuable time and energy are spent on solving the right problems in the right way.
See also: Problem Solve, Reconcile, Accommodate, Direct, Avoid, Negotiation.