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Taking charge / managing conflict.

More frequent and effective upward, downward, and team communications.
More frequent meetings and status review sessions to increase communication between functions and minimize inconsistent perceptions of project goals and priorities.
Increase human relations training and facilitate more active team-building efforts.
Organisations must be aware that conflict grows from differences, but so does innovation. If project teams are properly trained in human relations and team-building skills, production and quality measures will increase.

No matter what kind of team it is, no method of managing conflict will work without mutual respect and a willingness to disagree and resolve disagreements. Donald Weiss, president of Self-Management Communication, Inc., believes each person on the team must be willing to take the following four steps when a team meeting erupts into a storm (Weiss, 1997): listen, acknowledge, respond, and resolve remaining differences.

Listen: To hear what someone else is saying is not the same as listening. To listen effectively means clearing your mind of distractions and concentrating not only on the words but also on nonverbal gestures, which often convey ninety percent of what the person is trying to say. When resolving disagreements, you often have to deal with feelings first.

Acknowledge: You can acknowledge people’s positions without agreeing with them. Show this with statements like, “I understand that you’re angry,” “If I understand you, you think we should”, or “Let’s explore your opinion further.” You may still disagree with them, but at least they know you’ve heard them.