8.1 WHAT IS CONFLICT?

“Conflict is a form of interaction among parties that differ in interest, perceptions, and
preferences.”

[Kolb, David A., Osland, Joyce S., and Rubin, Irwin M., Organizational behavior: An experiential
approach, Prentice Hall, Englewood Cliffs, NJ, 6th Edition.]
8.2 WHY CONFLICT MANAGEMENT NEEDED?

Teams in engineering require both interpersonal and technical competencies

Breakdowns in either skill can cause team disruption
Therefore, conflict management skills are vital to team harmony and productivity

Many projects have been endangered because of feuding team members!

8.3 CONSTRUCTIVE (FUNCTIONAL) CONFLICT

Forces members/subgroups to discuss their differing viewpoints

Often results in mutual understanding
Helps a team to achieve its goals

- Example: Member A wants to use Method I while Member B wants to use Method 2 to design a
necessary component

- Resulting discussion clarifies A & B’s viewpoints and a decision is reached

8.4 DESTRUCTIVE (DYSFUNCTIONAL) CONFLICT

Is a hindrance to the team

Leads to reduced productivity and morale
Should always be addressed and never ignored

- Example: Member A wants to exclude Member B from future meetings because

Member B often is late to meetings

- Resulting discussion reduces team resources for project completion

8.5 MAJOR REASONS FOR CONFLICT

Differences in beliefs, values, & expectations often are the main cause of conflict. Conflict
may arise when:

Two members or sub-groups use different sources or interpret the same source
differently
Members or sub-groups have different or sometimes conflicting objectives
There are differing views on how logistics should be managed
There is a lack of authority structure or hierarchy
The team is in the “storming” stage of development
8.6 FIVE CONFLICT MANAGEMENT STYLES: Preferences for Dealing with Conflict

1. Competing

Individual forces his/her way by being aggressive, uncooperative, and autocratic

A win-lose situation is created

2. Avoiding

Individual ignores the problem rather than negotiating to reach a resolution

Individual is unassertive and uncooperative
A lose-win situation is created

3. Accommodating

Individual tries to resolve the conflict by giving into the other member(s) of the team
This person is unassertive and cooperative
A win-lose situation is created
4. Compromising

Individual tries to resolve the conflict through give and take and making concessions
The person is assertive and cooperative
A win-lose or lose-lose situation is created depending on the concessions made

5. Collaborative

Individual tries to resolve the conflict with the solution that is agreeable to all
members of the team
Individual is assertive and cooperative
This is the only style that has a win-win resolution!
8.7 HANDLING DEADLOCK

Deadlock is a special case of conflict: the team has come to a grinding HALT!
Ignoring the conflict is NOT an option, so instead try:

Having each individual/sub-group debate from the others’ point of view. This will
help all involved to understand all viewpoints.

Looking for a possible solution by examining and analyzing the two sides for common
ground.

Debating each side in context of the original task. After the allotted time is over for
each side, toss a coin if it is not a critical issue and move on.
8.8 CHOOSING TO CONTINUE TEAMWORK

Conflict resolution may fail! The team must choose:

What team consequences to impose on the uncooperative member(s)

How to continue project progress
The revised working terms should be clear to all team members
8.9 HOW IS CONFLICT MANIFESTED IN THE TEAM?

Team conflict can be manifested in any or all of the following ways:

1. Attitudes: almost always poor

2. Behaviors: unreliable, inconsistent

3. Structure: team infrastructure is not working (meetings, communication frequency,

jobs are not getting done)
8.10 INTERVENTION IN TEAM CONFLICTS

Intervention

To promote constructive conflict, intervention may be needed to reduce conflict in

groups with too much conflict

Intervention among groups involves efforts to disrupt the cyclic behavior caused by
the interaction of attitudes, behavior, and structure

These strategies for intervening among groups are given on the next three slides
8.11 HANDLING ATTITUDE ISSUES

When it is necessary to change team members feelings and perceptions:

Emphasize the overall team goal

Share perceptions to clarify team dynamics (peer to peer feedback)

Encourage slackers to rejoin the group; re-assign tasks and rotate roles
8.12 HANDLING BEHAVIOR ISSUES

When individual performance in the team is not effective, try:

Skill training for the individual or whole team (technical or interpersonal dynamics
training)

Bringing in a consultant with the missing skill set

If lack of skill is not the problem, use conflict management skills or a third party
negotiator to get the non-participating individual to contribute to the team
8.13 HANDLING TEAM STRUCTURE ISSUES

When the context in which the team is working or the “rules” for guiding the team are not
working, try:

Involving the larger system (instructor, customer)

Redefining the team charter and revisiting the team goals and deliverables
Reorganizing tasks assigned to individuals to require more cooperation/interaction
8.14 THIRD PARTY NEGOTIATION

Called for when team led conflict resolution does not work
Negotiator can be any non-team member respected by the group or the instructor
Using “Principled” Negotiation, a negotiator will:

- Separate the team members from the issue – be tough on the issue, not the
members
- Focus on the issue, not the different viewpoints
- Develop different solutions that are satisfactory to all
- Have objective criteria for selecting the solution
8.15 REDEFINING “FAILURE”

Some teams think “conflict=failure”

Conflict is natural in the context of a team with a deadline

A true “failure” is an event where everyone agrees that something went wrong and
should be avoided in the future

All failures should be examined/analyzed by the group BEFORE the next phase of the
project is started.

This way a mistake should only happen ONCE.

To show continued trust in the individuals involved in the original error, delegate the
solution agreed upon by the team to these individuals.
 15 ways to manage
conflict on your team
#1: Focus on productivity

 When managing conflict on the spot, aim for a solution that improves
productivity rather than one that focuses on drawing out the conclusion. In
short, stop the problem, and set a time to discuss it thoroughly after the task
at hand is complete.
#2: Realize conflict stems from
perceived misunderstandings
 In nearly all situations, conflict starts and builds from the perceived
incompatibilities of individuals. This isn’t necessarily an actual incompatibility
but rather one that one or both individuals believe. By communicating this,
you, as the project manager or team leader can stop the misunderstanding
taking place.
#2: It’s often about feelings

 Many people are passionate about the way they feel and what they believe.
When someone else has an opposing view, a conflict can easily arise.
However, you can often use team building exercises to show that, even if two
people don’t seem to have the same view, they can work together.
#3: Acknowledge the conflict

 The biggest mistake you can make is in not acknowledging there is a problem.
Don’t avoid it, push it to the side, or just “let it alone.” State that you
understand a conflict is present.
#4: Watch for the first signs of struggle

 It’s easier to fix a problem when you can spot the conflict early on. Address
the first bickering or communication undertones right away. If it seems like
there’s a problem, or could be one, address it.
#5: Sometimes, people need to talk it
out
 Bring two parties into the office for a frank discussion. Provide them both
with the opportunity to state their opinion and concerns. Don’t favor either.
Just listen and let them work through it.
#6: Discuss the impact

 Every conflict in any project will have an impact. Discuss what that is with
the team. Make it clear that it is the conflict (not the individuals) which is
putting the project on the line.
#7: Get people to agree that a solution
is necessary
 To manage the conflict with your team, you initially do not need them to
agree on a solution. First, they need to agree that a resolution is necessary.
#8: Then, agree to communicate

 Once they agree that a solution is necessary, everyone involved needs to

agree to communicate respectfully to find a solution.
#9: Find some common ground

 Discussions start when people let their guard down. To do this, find some
common ground for the two or more people to agree on.
#10: Talk about the issue in a formal
discussion
 Level heads are important here. Talking through conflicts is critical, though
rarely easy to do when everyone is angry or frustrated. Those are valid
feelings. Recognize the need for a calm conversation.
#11: Make a list

 When individuals cannot see eye-to-eye, sometimes it takes making a list.

Write down the facts of the situation. Write down assumptions and beliefs as
well. Clarify each position with each person.
#12: What can we agree on?

 Asking open-ended conversations instead of offering a decision on your own is

important. The goal here is to get people to come to an agreement together.
Questions like this can help to get people thinking about the solution rather
than the problem.
#13: Should we continue this
conversation?
 It’s a valid question and one that you need all parties to agree to in order to
move on. Allowing people to voice all of their thoughts and opinions is
important. Only once they do this will they agree to move on.
#14: Determine what each person wants
to occur
 Conflict management often comes down to you, as the manager, making a
decision about the outcome. However, for that to happen, you need to know
what everyone involved believes as the best solution – at this point, after
having a thorough conversation.
#15: Make key decisions as the leader

 Ultimately, the project manager needs to make a decision to resolve the

conflict. Everyone at the table needs to agree to your decision. And, you need
to document what occurs and what the end result was for later reference.
Engineer’s Liabilities &
Profession
What is Liability?

 Definition: the state of being legally responsible

for something.
Liabilities of engineers in project design,
construction and implementation
 Three sources of liability:
a) Liabilities due to contract: liable to fulfill all terms of contract; if there is no contract,
legally, there is no liability under this category. An engineer is liable for loss of damage due
to breach of contract clauses.
b) Liabilities due to criminal law: liable to follow all prevailing laws of nation, breach of law
related to design, construction and implementation of design can result in criminal case,
whether there is damage or not.
c) Liabilities due to tort: liable to prevent customers/users of products and services from loss
or damage; even if there is no specific contract and no laws have been breached, an
engineers can be held liable for loss or damage to the customer due to the use of services
and products designed, constructed, or implemented by the engineer. Pre-information or pre-
warning or disclaimer can prevent an engineer from liability due to tort.
 Two types of liability:
a) Vicarious Liability: liable due to acts of staff of a company or contractor/subcontractor of a
company or project.
b) Partnership Liability: liability due to acts of partner(s)
Liabilities of engineers in project design

 Fitness for purpose – which implied in construction contracts or consultancy agreements to

ensure that, whatever is being designed, built or supplied is fit for its intended purpose.
 Negligent misstatement - is a claim which is brought by one party against another at common
law in tort. This claim arises if the party against whom the claim is brought made a
statement which was considered to be negligent (Defendant) and the party bringing the
claim (Claimant) relied on
 Statutes, bylaws and building regulations/codes
 Examination of site above and below the ground
 Public and private rights
 Plans, drawings and specifications
 Materials (quantity, quality and availability)
 Novel, risky design and employers’ interference in design
 Revision of design during construction
Who are ENGINEERS?

 Engineering encompasses science and art, mathematics and creativity, models

and approximations in solving real-world problems.
 Engineers integrate their knowledge of the physical sciences with more
abstracts realms beyond the boundaries of current technology in all areas of
life.
 Engineers have many different types of jobs to choose from, including
research, design, analysis, development, testing, and sales positions.
Engineering work is also organized by traditional academic fields of study.
Engineers are problem solvers who search for quicker, better, less expensive
ways to meet tough challenges.
Engineering Professions

 The majority of engineers fulfil the key characteristics of professional

profession known as follows:
 They are required to be expert in a particular area of activity for which an
advanced and extended formation is necessary and practice in which requires a
high level of theoretical foundation.
 They have mastered in a clearly definable and valuable body of knowledge and
understanding.
 They accept responsibility and accountability for the decisions they make against
standard conduct and values.
Engineering Services
 "Engineering services" means any service or creative work, the adequate performance of
which requires engineering education, training and experience in the application of
special knowledge of the mathematical, physical and engineering sciences to such
services or creative work as consultation, investigation, evaluation, planning and design
of engineering works and systems, engineering studies and the review of construction
for the purpose of assuring substantial compliance with drawings and specifications.
 Any of which embrace such services or work, either public or private, in connection with
any utilities, structures, buildings, machines, equipment, processes, work systems,
projects and industrial or consumer products or equipment of a mechanical, electrical,
hydraulic, chemical, pneumatic or thermal nature, insofar as they involve safeguarding
life, health or property, and including such other professional services as may be
necessary to the planning, progress and completion of any engineering services.
 Such practice includes the performance of architectural work incidental to the practice
of engineering.
 "Engineering services" does not include responsibility for the superintendence of
construction, site conditions, operations, equipment, personnel or the maintenance of
safety in the work place.
Engineering & Society

 One of the first sources of confusion, particularly among those who are not
engineers or scientists, is the distinction between science and engineering.
 The primary role of science is to develop knowledge and understanding of the
physical universe.
 The direction of scientific research has been described by some as curiosity-
based research which is not necessarily driven by the values of society.
 The central focus of the engineering profession is the application of scientific
knowledge to meet societal needs.
Reference

 “Professional Engineer’s Roles and Responsibility” by Ab Saman Abd Kader.

 “Engineering Professional Practice” by Prof. Dr. Hari Krishna Shrestha
 https://law.justia.com/codes/new-
mexico/2011/chapter13/article1/section13-1-55/