Module 5-Pre1

Unit Management of Conflict and Negotiation
Module Management of Conflict and Negotiation

PRE1-PM PROJECT MANAGEMENT Units: 3.0 Page |1
INFORMATION SHEET PN-5.1.1

Management of Conflict and Negotiation
Objectives:
At the end of this chapter, the learner will be able to:
1. Recommend solution on conflict encounter during the development of the project;

2. Diagnose the fundamental issue that may became the cause of conflict in project
management;
3. Critique recommended solutions foe likely conflicts during the different phases in
the project management;
4. Practice principled negotiation as an effective negotiating strategy;
Introduction
To enhance negotiation and conflict management skills, it’s important to acknowledge that
differences in perceived conflict may be likely. Similarly, actions and statements designed to
convey toughness can backfire by launching an escalatory spiral that is difficult to contain.
If that happens, recognize that your adversary’s provocations could be intended to inspire steps
in conflict resolution. Try to soften your position and look for solutions using novel negotiation
and conflict management techniques. Negotiation on the other hand is a mandatory skill
required of a project manager. It is necessary that a project manager must not only understand
the importance of negation in projects but should have good training in the art of doing it. The
skillful application of negation is a great benefit in making certain hat teams devlopmentt and
conflict do not disrupt the project completion.
Types of Conflict
Conflict comes from the Latin word for striking, but it isn't always violent. Conflict can arise
from opposing ideas. If you want to turn your empty lot into a community garden but your wife
envisions a shooting range, you have a conflict. If you're torn between two different desires,
you're conflicted.
Conflict is a normal part of a project team’s life. Conflict is the process by which individuals or
groups perceived the come one has taken action that has definition states two significant things
SUBJECT TEACHER: APPROVED FOR
IMPLEMENTATION:
Module 5TH
PRELIME MR. ALVIN JOHN M. PAZ
5 Meeting
Subject Teacher MR. WILBERT A. MAÑUSCA
School Director
namely that conflict is a process and that it is perceptual in nature. Being a process, it has a
dynamic aspect and it evolves. This means that one-time causes of conflict may change over
time. Since conflict is based on perception, it does not matter anymore if a party has actually
offended the other party. The perception of frustration which defines reality that something
wrong occurred in alone sufficient. Below you can see the seven types of conflicts:
Types of Conflicts Definition Recommendation Solution

Outlooks of project team Create a master plan that is
Conflict over the project member vary over well-matched with long-term
priorities progression of activities and strategies
task; includes goals
incongruity and
differentiation in long term
versus short term standpoint
Conflicts over managerial and Make clear roles,
Conflicts over administration administrative issues on the responsibilities and reporting
procedures manner of organizing and relation at the start of the
managing the project project.
Disagreements over technical Utilize peer review and
Conflicts over technical issue, performance steering committees to
opinions and performance specification and technical appraise specification and
trade-offs trade-offs design
Conflicts about staffing and Create a work breakdown
Conflicts over human allocating project personal structure and a corresponding
resource and where to get them and responsibility matrix
how
Conflicts on cost estimate Create overall budgets
Conflict over cost and budget from support areas regarding supported by detailed budget
work breakdown structures and a=cost estimates of
and estimating techniques subproject task and activities
Disagreement over the time, Create overall schedule that
Conflicts over schedule sequence, and schedules of incorporates schedule for
the project related tasks and subprojects with staffing and
information system to set up other life restriction
and check project schedules
IMPLEMENTATION:
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Disagreement on Highlight team building and

Personal conflicts interpersonal issues generates an atmosphere that
stress, respects, diversity and
equality
Source: https://www.iei.liu.se/pie/teio12/allmanna_filter/1.171778/conflManagmentVerma.pdf
Fundamental Issue for Potential Conflict
Conflict is unavoidable every time two or more individual interrelate, whether in the place work or at
home. It can happen amid two or more individuals, two or more groups, or an individual and a group. It
is significant to keep in mind towards concentrating on the issue, not the people when handing conflict
in an organization. Fundamental issues that can cause conflict which can transpire in any organization
consist of ambiguous definition of role responsibility, conflicts of interest, lack of resource and
interpersonal relationship within the workplace.
1. Ambiguous definition of responsibility - is a confusing situation that emerges because of a

vague job description where responsibilities and boundaries are not clearly defined. It is a
circumstance where an individual doesn’t understand adequately what his job actually is.
a. This is a common situation in companies that haven’t defined a clear organizational

structure. Since there are normally many tasks and activities to perform during working
hours, a person might feel confused, even more if it is a recently hired individual, about
how he fits within the corporate structure. Companies avoid this by designing clear job
descriptions and educating the workforce about the company’s structure and chain of
command.
b. Employees who experience role ambiguity feel uncertainty about which behaviors are
and are not appropriate. They may wonder, for example, whether they are engaging in
inappropriate work behaviors. On the other hand, they may wonder whether they are
failing to engage in appropriate work behaviors. Most employees find both of these
situations distressful.
2. Conflict of interest - An interest may be defined as a commitment, goal, or value held by an

individual or an institution. A conflict of interest arises when what is in a person’s best interest is
not in the best interest of another person or organization to which that individual owes loyalty.
a. For example, an employee may simultaneously help himself but hurt his employer by
taking a bribe to purchase inferior goods for his company’s use. conflict of interest can

IMPLEMENTATION:
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also exist when a person must answer to two different individuals or groups whose
needs are at odds with each other.
In this case, serving one individual or group will injure the other. In business and law, having a “fiduciary
responsibility” to someone is known as having a “duty of loyalty.” For example, auditors owe a duty of
loyalty to investors who rely upon the financial reports that the auditors certify. But auditors are hired
and paid directly by the companies whose reports they review. The duty of loyalty an auditor owes to
investors can be at odds with the auditor’s need to keep the company – its client – happy, as well as
with the company’s desire to look like a safe investment. So, those of us who wish to be ethical people
must consciously avoid situations where we benefit ourselves by being disloyal to others.
3. Scare resource - is the lack of availability of supplies required to maintain life, or a certain
quality of life. It is one of the fundamental ideas in the study of economics. Scarcity is a
perpetual problem for economic theory, which often assumes that humans have unlimited
wants but must find ways to fulfill these wants using scarce resources.
4. Interpersonal relationship - is a disagreement between connected individuals who each want

something that is incompatible with what the other wants. Interpersonal conflict is neither good
nor bad, but depending on how the disagreements are resolved, the conflict can strengthen or
weaken a relationship.
Conflicts and the Project Life Cycle
The nature and intensity of conflicts vary over each stage of the life cycle of a project. In order to
guarantee the success of a project, conflicts arising from each stage in its life cycle must be precisely
defined and resolved accordingly.
Project Life Stages Conflicts Recommendation
Project Information  Inherent confusion of new  Define plans clearly with
project using matrix organization joint consultations with
 Project organization, objectives affected parties and
not clear giving importance of
project to organizational
goals
 Developed detailed
administrative operating
procedures to be
followed in the conduct

IMPLEMENTATION:
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of project
 Create statement of
understanding
 Get approval coming
from key administrators
Project build-up  Conflict I project priorities,  Offer useful feedback to
schedules, administrative support areas in
procedures predicted project plans
 Project moves from general and needs through
concept to detailed plans status review meetings
 Weak matrix -project  In collaboration with
management seek commitment functional groups plans a
of works work breakdown
 Conflict over technical issue package
 Technical expert vs. generalist  Create contingency plans
on important
administrative issues
Main program  Conflict in schedule as actual  Monitor continuously
work under way works that are progress
 Get schedule back on track to  Correspond outcomes to
avoid delay concern parties
 Catching up require extra  Anticipated problems
resources and think about options
 Difficult to trace and estimate the  Identify potential
impact of delay problems that requires
 Managing quicker security
time/cost/performance trade-offs  Resolve technical
 Trade-offs constrained by problem early
contracts company policy and  Schedule and budget
ethical consideration limitation should be
communicated to
technical personnel
 Stress enough and early
technical testing
 Make possible early
IMPLEMENTATION:
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agreement in ultimate
designs
 Estimate and
communicate staffing
need early
 Set up and main
concern with functional
and staff group
Project phase-out  Schedule-major conflict  Close schedule
 Schedule slippage project with monitoring in project
firm deadline cycle
 Project management, project  Consider reallocation of
group and functional available staff to critical
departments band together to period area prone to
complete project schedule slippages
 Tolerate moderate cost overrun  Reach punctual decision
 Technical problems are rare on technical issues that
may impinge on
schedules
 Create plans for
reallocation of people
upon completion of
project completion
 Sustain good
relationships with
project team and
support groups
 Endeavor to tone down
high-stress atmosphere
Source: Project Management: A Managerial Approach 8 th, 2012 by Jack R. Meredith & Samuel J. Mantel

IMPLEMENTATION:
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The Negotiation
Negotiation was the subject of hundreds of empirical papers by social psychologists in the
1960s and 1970s (Rubin & Brown 1975). During this time, the study of negotiations in social
psychology primarily focused on two subdomains: individual differences of negotiators and
situational characteristics. In the sections that follow, we discuss the general conclusions arising
out of these areas of research. As the field of social psychology moved toward research on
social cognition, negotiation, like many interpersonal topics, drifted from the forefront
of social psychology.
1. Individual differences - documented the extensive literature on individual differences in

negotiation, including both demographic characteristics and personality variables.
2. Structural variables - Social psychological research on negotiation in the 1960s and

1970s also explored a series of situational/structural variables.
Related Article: https://eclass.uoa.gr/modules/document/file.php/PPP745/social

%20psychology%20and%20negotiation%20history.pdf
Negotiation Strategies
In order to succeed using negation process, it is essential to know how to bargain. Generally,
there are three keys requirements to take into reflection when negotiating a conflicted issue.
1. Conflicts must be resolved with no irremediable damage to the project’s objectives.

2. The techniques must promote honesty among negotiators.
3. Make the situation take place on the project that must gratify the needs of the
bargaining parties, other parties to the conflict, and the parent organization.
Often, when discussing s selling price, salary negotiation, or real estate deal, you'll encounter a
first offer that simply isn't acceptable. If you commit to a robust negotiation process, though,
you may be able to sweeten the terms and take care of your bottom line. Consider these six
effective negotiation tactics in your real-life business interactions:

IMPLEMENTATION:
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1. Work toward a win-win situation.

In successful negotiations, both sides leave the bargaining table feeling like they
got a win. In that sense, effective negotiators view their work as problem solving. Ask
yourself: What do I want and what does my negotiating partner want that neither of us
have right now? Then, propose a deal that addresses both sides' needs and produces a
better outcome.
2. Open the negotiation with a highball or lowball offer.

If you’re a buyer and you know what you’re willing to pay, you can start by
offering half that amount. Even if you know the seller would never accept your offer,
you've established a reference point for further negotiation. This negotiation tactic
might yield a lower price than if you'd made a more reasonable offer to start. The same
tactic stands if you’re the seller: Lead with a selling price that is higher than what you’re
willing to accept.
3. Set an expiration date for your offer.

If you believe you've made a reasonable offer, give your negotiating partner a
deadline to accept it or walk away. Be aware that even if you present the offer as "take
it or leave it," the other person may still come back with a counteroffer. Nonetheless,
setting an expiration date forces the other side to get serious. For this reason, it's one of
the more effective negotiating tactics, and skilled negotiators employ it at various stages
of negotiation.
4. Use mirroring to show that you’re paying attention

Professional negotiation training often focuses on the principle of mirroring.
Mirroring is the repetition of key words used by your negotiating partner. The technique
can be especially effective when you’re repeating words that your counterpart has just
spoken. Mirroring lets the other side know you’re paying attention to what they’re
saying, and it shows that you treat their views with close consideration.
5. Send clues with body language.

IMPLEMENTATION:
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5 Meeting
School Director
One of the subtler yet effective negotiating strategies is to stealthily show

negative body language when presented with an offer you don't like. For instance, if
you’re offered a lowball price, you might allow yourself to visibly flinch. This flinch may
communicate your reaction on a more visceral level than any vocal response, and it may
cause your partner to recalibrate. Strategic use of body language can quickly simplify
complex negotiations and lead to business success at the negotiation table.
6. Embrace the best alternative to a negotiated agreement.
If both sides are steadfast in their positions, getting to yes may be impossible for
one or both parties. The best alternative to a negotiated agreement (BATNA) establishes
parameters for what happens if no agreement is reached. For instance, if a worker
insists they need a raise to remain in their job and their boss simply refuses, a BATNA
resolution might call for the worker to remain in the job for six more months at the
current rate, after which point they will leave. While a BATNA has far more trade-offs
than a successful business resolution, it should ideally make concessions to both sides.
In this case, the employee has six months to find a better-paying job and the employer
has six months to find a replacement.
Glossary of Important Terms
1. Conflict – it is the process by which individual or group perceived that someone has
taken action that has frustrated or is about to frustrated a major concern of his or their
interest.
2. Negotiation – it is the process of engaging in a conflict exchange offers and counteroffer

by two conflicting to find a mutually acceptable agreement.
3. Principle negotiation – It is the art of soliciting agreement with the other party while
preserving the principle “win-win” attitude.

IMPLEMENTATION:
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PRE1-PM PROJECT MANAGEMENT Units: 3.0 P a g e | 10
Reference:
1. DR. Marivic F. Flores, Prof.Angelita Ong Camilar-Serrano, Project Management. Publish

by: unlimited books library services & publishing Inc. Room 215 ICP, Building, Cabildo
St., Intramuros, Manila Philippines. ISBN: 978-971-9654-11-7
2. Project Management: A Managerial Approach 8th, 2012 by Jack R. Meredith & Samuel
J. Mantel
3. Types of Conflict:
https://www.iei.liu.se/pie/teio12/allmanna_filter/1.171778/conflManagmentVerma.pdf
4. Rubin JZ, Brown BR. 1975. The Social Psychology of Bargaining and Negotiation. New
York: Academic
5. How to Negotiate a Business Deal: 6 Negotiation Strategies Written by the MasterClass
staff Last updated: May 14, 2021.
WEEK 6: PRELIMINARY EXAMINATION

IMPLEMENTATION:
Module 5TH
5 Meeting
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SELF-CHECK PN-5.1.1
Enumeration: (ONLINE STUDENT ONLY)
A. Give the seven (7) types of conflicts

1. _______________________________________________________________________
2. _______________________________________________________________________
3. _______________________________________________________________________
4. _______________________________________________________________________
5. _______________________________________________________________________
B. Give the three (3) keys requirements when negotiating a conflicted issue
1. _______________________________________________________________________
2. _______________________________________________________________________
3. _______________________________________________________________________
4. _______________________________________________________________________
5. _______________________________________________________________________

IMPLEMENTATION:
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STUDENT NAME: ______________________________SECTION: __________________
PERFORMANCE TASK PN-5.1.1

WRITTEN WORK TITLE: Reinforcement Exercise (FOR MODULAR CLASS ONLY)
WRITTEN TASK OBJECTIVE: Determine the responsibility of a project manager towards his
team and to identify the effectiveness of project management.
MATERIALS:
 Pen and Paper
TOOLS & EQUIPMENT:
 None
ESTIMATED COST: None
Chapter Review Question:
A. During the development of a project what are the conflicts that most likely may happened?
Enumerate and explain each briefly.
PRECAUTIONS:
 None
ASSESSMENT METHOD: WRITTEN WORK CRITERIA CHECKLIST

IMPLEMENTATION:
Module 5TH
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School Director
STUDENT NAME: ____________________________SECTION: __________________

WRITTEN OUTPUT CRITERIA CHECK LIST PN-5.1.1
CRITERIA SCORING
Did I . . .
1 2 3 4 5
1. Get an early start. It's much easier to come up with and organize your ideas when
you're not pressed for time and are able to conduct proper research.
2. Choose a topic. Your instructor will likely give you a handful of topics to choose from or
a general topic area.
3. Use various sources of information. With the vast amount of information available
today, you're far from limited when it comes to choosing your sources. Use books,
websites, journal articles, research studies, interviews—the world is your oyster!
4. Just remember to keep track of your sources so that you can cite them properly and add
them to your bibliography.
5. Also check what kinds of sources your professor wants: primary, secondary, or both?
6. Brainstorm (original) ideas. Brainstorm ideas, and use mind mapping to come up with
an original thesis statement. Mind maps are diagrams that help you organize your
thoughts and visually understand how they are connected. Your goal should be to
develop a thesis statement that embodies the focus and direction of your essay—it's
what your essay is all about.
7. Do not plagiarize. Cite your work and give credit where it's due. Do not take credit for
others' thoughts or ideas, and make yourself aware of the basic rules for
avoiding plagiarism.
8. Provide evidence. Use evidence from your research to support your ideas. Each body
paragraph will contain an original idea, but you will need to back it up with evidence to
make it credible.
9. Create an outline. Make a rough outline of the sections and points of your essay.
Writing your ideas down will help you organize your thoughts and see what you need to
add, change, or rearrange.
10. . Answer what, why, and how. Regardless of the type of essay you write, it should
answer each of these questions.
TEACHER’S REMARKS:  QUIZ  RECITATION  PROJECT
GRADE:
5 - Excellently Performed
4 - Very Satisfactorily Performed
3 - Satisfactorily Performed
2 - Fairly Performed
1 - Poorly Performed
_______________________________
TEACHER
Date: ______________________

IMPLEMENTATION:
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Unit Management of Conflict and Negotiation

Module Management of Conflict and Negotiation

INFORMATION SHEET PN-5.1.1

1. Recommend solution on conflict encounter during the development of the project;

Types of Conflicts Definition Recommendation Solution

Disagreement on Highlight team building and

Fundamental Issue for Potential Conflict

1. Ambiguous definition of responsibility - is a confusing situation that emerges because of a

a. This is a common situation in companies that haven’t defined a clear organizational

2. Conflict of interest - An interest may be defined as a commitment, goal, or value held by an

SUBJECT TEACHER: APPROVED FOR

4. Interpersonal relationship - is a disagreement between connected individuals who each want

Conflicts and the Project Life Cycle

SUBJECT TEACHER: APPROVED FOR

SUBJECT TEACHER: APPROVED FOR

1. Individual differences - documented the extensive literature on individual differences in

2. Structural variables - Social psychological research on negotiation in the 1960s and

Related Article: https://eclass.uoa.gr/modules/document/file.php/PPP745/social

1. Conflicts must be resolved with no irremediable damage to the project’s objectives.

SUBJECT TEACHER: APPROVED FOR

1. Work toward a win-win situation.

2. Open the negotiation with a highball or lowball offer.

3. Set an expiration date for your offer.

4. Use mirroring to show that you’re paying attention

5. Send clues with body language.

One of the subtler yet effective negotiating strategies is to stealthily show

6. Embrace the best alternative to a negotiated agreement.

Glossary of Important Terms

2. Negotiation – it is the process of engaging in a conflict exchange offers and counteroffer

SUBJECT TEACHER: APPROVED FOR

1. DR. Marivic F. Flores, Prof.Angelita Ong Camilar-Serrano, Project Management. Publish

WEEK 6: PRELIMINARY EXAMINATION

SUBJECT TEACHER: APPROVED FOR

Enumeration: (ONLINE STUDENT ONLY)

A. Give the seven (7) types of conflicts

SUBJECT TEACHER: APPROVED FOR

STUDENT NAME: ______________________________SECTION: __________________

PERFORMANCE TASK PN-5.1.1

SUBJECT TEACHER: APPROVED FOR

STUDENT NAME: ____________________________SECTION: __________________

SUBJECT TEACHER: APPROVED FOR

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STUDENT NAME: ____________SECTION:

STUDENT NAME: __________SECTION: