Diversity and Avoiding Conflict

Diversity and Avoiding Conflict

Valerie Hayes

PM/582

March 17, 2015

Professor Eddie Waller

Riordan Manufacturing is facing issues with implementing “Going Green Initiative”. The management staff made the decision to hire a consultant to evaluate assembly processes and propose a sustainability plan to conform the company’s ISO 14001 principles. One of the problems with this is the team members were not in agreement with the idea, and would not support it. The opportunity to have team members aligned with the plan would benefit the company into a smoother transition for the organization to conform to ISO 14001 standards (Riordan Manufacturing Website, 2014).  The differences among the team members caused conflicts, and management must pinpoint those issues, address and alleviate the problem. The project team plays a critical part in the overall achievement or contribute to the failure of “Going Green Initiatives” plan. There is a range of strategies that a leader may use to maintain a positive and courteous relationship with the team. Conflict management strategies may be used by the leader to ensure a healthy environment for an effective ending of the green initiative. It is the responsibility of the team leader to identify, address and mitigate conflicts. To ensure the successful completion of any project, it is vital to create a favorable environment for the team members. Avoidance strategy is aimed to pay no attention to conflict at initial stage. This type of strategy is identified as a form of conflict resolution which assists the leader to steer clear of the consumption of time in solving conflict. This strategy may help the leader to uphold an agreement in relationships with the team members and create a courteous environment. Apart from this, it may also help in utilizing capability, awareness, skills and proficiency of diverse team members.

Address and Mitigate Conflict

Conflict can be categorized into three separate areas: goal-oriented, authority-based, and interpersonal. Conflict situations come up because of anxiety, vigor, economical or finances. When people come together in project groups their differences of principles and point of view, and community factors all give to the basis of disagreement. It can be difficult to depict the beginning of the disagreement. Disagreement can occur from various starting places within a group situation and commonly cascade into three groupings: contact issues, structural issues and personal issues (Willis, K, 2010). Conflict can be beneficial as long as it is managed and dealt with openly and quickly. By respecting differences between team members, being able to make your mind up when conflict does occur, and also working to prevent it, you will be able to sustain a vigorous and innovative team environment. The key is to remain open to other people's ideas, values. As a project manager it is vital that conflict amongst team members is dealt with head on. The ability of a manager to perform this task involves knowing your personnel (KYP).  Managers should avoid becoming submerged in technical and political objectives of a project. Focusing on the personnel assets that will progress the “Going Green Initiative” will prove beneficial for all involved. There are numerous symptoms of an organization struggling with strategy disconnects and unclear priorities. Most of these factors are listed here: