Running head: CONFLICT CASE STUDY 1

Conflict Case Study

William Taylor Pittman
PJM330-1 Effective Project Scheduling and Control
Colorado State University Global Campus
Professor Steven Powelson
April 19, 2014








CONFLICT CASE STUDY 2

Introduction
In this case, a new departmental manager, who you (the project manager) are not familiar with,
has been assigned and is attempting to change the input output requirements of a particular
project. This change in scope, if implemented, will cause cost overruns and a schedule delay. Not
wanting to be accountable for these, the project manager (PM) addresses this issue by
confronting the departmental manager about the changes. The confrontation that follows is
outlined in six sections, each representing a step within the conflict resolution process.
Facing the Conflict
In part 1: Facing the conflict, the project managers initial outreach towards the departmental
manager via phone call is unsuccessful, resulting in a refusal to change his position. Unsatisfied
with this the PM must take further action. When looking at the possible alternatives, two stood
out as the best possible choices: E and G. Choice E bypassed the departmental manager and
went to upper management. This method may prove effective depending on relationship and if
the cost and schedule implications are communicated to them effectively. I see this choice as
negative too, however. Bypassing the management chain should be avoided in this stage of
confrontation. Choice G stood out as the best alternative as I could not associate any negative
implications. Sending a memo both follows common protocol and maintains respect. For this
choice I received ten points.
Understanding Emotions
Never working with this manager in the past brings up a certain question. How will the
manager will respond to confrontation? The project manager brainstorms potential responses
from the manager and develops a list of seven statements the departmental manager could
CONFLICT CASE STUDY 3

respond with. In this section, the statements are assigned emotional justification with choices of
accepting, defensive, hostile, cooperative, or withdrawal. For this exercise I received full credit
of twenty-eight points by identifying the proper reactions.
Establishing Communication
With your results from walking in on the departmental manager being negative you are
asked to choose from alternatives to further express your concerns. From the list of alternative
two stood out to me as the best possible choices: F and G. Choice F allows sufficient time for the
departmental manager to cool off, however, does involve scheduling an appointment. Choice G
both allows time to pass and follows protocol regarding discussing the issue. This is why, in my
opinion, choice G represents the best choice among the alternatives. I received ten points for this
choice according to appendix A.
Conflict Resolution Modes
After deciding to schedule an appointment at a later date. It is then necessary to
determine what conflict resolution mode appears to be dominant (Kerzner, 2013, pg. 387).
Listed are several choices consisting of with withdrawal, smoothing, compromising, Forcing,
and Confrontation. It is your job as the PM to assign them appropriately to the potential
responses of the departmental manager. After assigning the choices and tabulating my score, I
received twenty four points for this exercise.
Understanding Your Choices
With the new departmental manager refusing to see you again it faces you with certain
choices. Some of the potential choices are given to you and are assigned numerical values. My
CONFLICT CASE STUDY 4

personal choice was to involve upper management in the decision. This choice would best
benefit the company overall and would ensure the best possible decision about this scenario.
Interpersonal Influences
Upper-level management resolves the conflict in your favor (Kerzner 2013, pg. 389). In order
to complete the work requirements, you must obtain support from the departmental managers
organization. To obtain the needed support you decide to consider interpersonal influence. Of
the choices given, I chose to motivate the employees by assuring the work is challenging. This
would be a positive attitude towards engaging potentially uncooperative employees. I receive
eight points for this choice.
Conclusion
In this case, a new departmental manager ignores your requests and refuses to
compromise causing you to go to upper management to resolve the situation. The situation is
resolved in your favor only due to the decisions made in-between interactions with the manager.
For the decisions I made during the case study exercise I received a total score of ninety points.










CONFLICT CASE STUDY 5

References
Kerzner, H. R. (2013). Project Management: A Systems Approach to Planning, Scheduling, and
Controlling. Hoboken, New Jersey: John Wiley & Sons