engleski

Conflict management

Project managers must learn to recognize the signs and symptoms of disruptive conflict. Such signs would include poor communication among team members, a lack of openness, a lack of respect, unclear requirements, change between managers and employees, broken boundaries of social norms or groups, different backgrounds (educational, economic, cultural, political, etc.). The worst cases can disintegrate into personal stress, burnout, and workplace travesties. Once conflict has reached this stage, it will require a large amount of management time in order to deal with it. This will cause an additional decrease in productivity and efficiency rates, along with the accompanying added costs, risks, and duration delays. If left unmanaged, this type of conflict can even lead to employee sabotage and sometimes workplace violence. This position paper provides insight into qualities and social role that project manager as mediator and leader must possess because sometimes team members can't resolve conflicts collectively.

software engineering; life cycle; productivity; management

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