The demarcation between functional conflict and dysfunctional conflict is neither clear nor precise.
In one team, members may exchange a diatribe of four-letter expletives and eventually resolve their differences. Yet in another project team, such behavior would create irreconcilable divisions and would prohibit the parties from ever working together productively again.
The distinguishing criterion is how the conflict affects project performance, not how individuals feel. Members can be upset and dissatisfied with the interchange, but as long as the disagreement furthers the objectives of the project, then a functional conflict will appear. Project managers should recognize that conflict is an inevitable and even a desirable part of project work; the key is to encourage functional conflict and manage dysfunctional conflict.
Understanding functional conflict
A shared vision can transcend the incongruities of a project and establish a common purpose to channel debate in a constructive manner. Without shared goals there is no common ground for working out differences.
Therefore, agreeing in advance which priority is most important—cost, schedule, or scope—can help a project team decide what response is most appropriate. Sometimes it’s not the presence of conflict, but the absence of conflict that is the problem. Oftentimes as a result of compressed time pressures, self-doubt, and the desire to preserve team harmony, members are reluctant to voice objections.
This hesitation robs the team of useful information that might lead to better solutions and the avoidance of critical mistakes. Project managers need to encourage healthy dissent in order to improve problem solving and innovation.
They can demonstrate this process by asking tough questions and challenging the rationale behind recommendations. They can also orchestrate healthy conflict by bringing in people with different points of view to critical meetings.
Project managers can legitimize dissent within the team by designating someone to play the role of devil’s advocate or by asking the group to take 15 minutes to come up with all the reasons the team should not pursue a course of action. Functional conflict plays a critical role in obtaining a deeper understanding of the issues and coming up with the best decisions possible.
What can a manager do
One of the most important things project managers can do is model an appropriate response when someone disagrees or challenges their ideas.
They need to avoid acting defensively and instead encourage critical debate. They should exhibit effective listening skills and summarize the key issues before responding.
They should check to see if others agree with the opposing point of view.
Finally project managers should value and protect dissenters. Organizations have a tendency to create too many yes-men, and the emperor needs to be told when he doesn’t have any clothes on.
