From conflict styles to behaviours-A research of team relationship conflict, and research agenda for Indian infrastructure projects

Abstract

Globally, 80% of projects fail to meet either schedule or budget, and about 50% of such failures are due to human factors. Conflict is inevitable between people working in cross-functional project teams; further, task-oriented conflict is constructive and is needed to make progress. However, person-oriented or Relationship Conflict can be destructive-arising from differences in beliefs, values, attitudes and communication styles. Relationship Conflict is found to cause counterproductive work behaviour and affect team cooperation, creativity, cohesion, learning, even mood & sleep, leading to schedule delays and budget increases, accounting for up to 27% of the variation in project performance. Several antecedent factors are identified, including team diversity, personality and leadership, with a focus on aspects of behaviour and processes which may be more amenable to control. Among the resolution approaches, the Project Management Institute’s style-based proposals are studied, along with later developments which emphasise communication, mediation and negotiation of interests, rather than rights or power. Focussing on behaviour, both destructive and constructive, and the “hot buttons” to control, has been found to provide helpful tools to grow conflict resolution behaviours & skills, with the necessary organisational commitment. Actual studies of Relationship Conflict behaviour in project teams per se and its impact on performance are limited; particularly in the context of Indian infrastructure projects. A survey is envisaged to assess the current practices and improvement possibilities. The basis and method for conducting such a detailed study are described, with the objective of better management of the phenomenon, enhancing teamwork and improving project performances.