Project Management Conflict Resolution Case Study Analysis
Project Management Conflict Resolution Case Analysis
Overview:
Shirley was the manager of new products division at an e-commerce company. She and Maggie, one of her team members, interviewed Jesse for a new position on their project team. Maggie did not feel Jesse was the right fit for the position and strongly opposed his candidature. Shirley felt differently and hired Jesse. Six months after Jesse was hired, Shirley left the project to start her own company and recommended that Jesse and Maggie serve as joint project leaders. Maggie agreed reluctantly-with the stipulation that it be made clear she was not working for Jesse. The General Manager consented; Maggie and Jesse were to share the project leadership.
Within a month of this development, Maggie was angry when she felt that Jesse was representing himself to others as the leader of the entire project and giving the impression that Maggie was working for him. She called for a meeting with the General Manager to see if he could clarify the issue again and resolve the conflict between them.
Maggie said to the General Manager, "Right after the joint leadership arrangement was reached; Jesse called a meeting of the project team without even consulting me about the time or content. He just told me when it was being held and said I should join them. At the meeting, Jesse reviewed everyone 's duties line by line, including mine, treating me as just another team member working for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him."
Jesse replied: "Maggie is all hung up with feelings of power and titles. Just because I sign myself as project director doesn 't mean she is working for me. I don 't see anything to get excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she thinks I 'm trying to run everything. Maggie has other things to do-other projects to
Overview:
Shirley was the manager of new products division at an e-commerce company. She and Maggie, one of her team members, interviewed Jesse for a new position on their project team. Maggie did not feel Jesse was the right fit for the position and strongly opposed his candidature. Shirley felt differently and hired Jesse. Six months after Jesse was hired, Shirley left the project to start her own company and recommended that Jesse and Maggie serve as joint project leaders. Maggie agreed reluctantly-with the stipulation that it be made clear she was not working for Jesse. The General Manager consented; Maggie and Jesse were to share the project leadership.
Within a month of this development, Maggie was angry when she felt that Jesse was representing himself to others as the leader of the entire project and giving the impression that Maggie was working for him. She called for a meeting with the General Manager to see if he could clarify the issue again and resolve the conflict between them.
Maggie said to the General Manager, "Right after the joint leadership arrangement was reached; Jesse called a meeting of the project team without even consulting me about the time or content. He just told me when it was being held and said I should join them. At the meeting, Jesse reviewed everyone 's duties line by line, including mine, treating me as just another team member working for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him."
Jesse replied: "Maggie is all hung up with feelings of power and titles. Just because I sign myself as project director doesn 't mean she is working for me. I don 't see anything to get excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she thinks I 'm trying to run everything. Maggie has other things to do-other projects to
References: Barki H. & Hartwick J. (2001), "Interpersonal Conflict and Its Management in Information SystemDevelopment.", MIS Quarterly. Besson P. (1999), "Les ERP à l’épreuve de l’organisation", Systèmes d’Information et Management. Boulding K. (1963), Conflict and Defense, New York, Harper & Row. Deutsch M. (1969), "Conflicts: productive and destructive". Dans F. E. Jandt, éd. Conflict resolutiontrough communication. New York, Harper and Row. Hocker J.L. & Wilmot W.W. (1985), Interpersonal Conflict, Dubuque. Jehn K.A. & Mannix E.A. (2001), "The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance", Academy of Management Journal. Leidner D.E. & Kayworth T. (2006), "Review: a Review of Culture in Information Systems Research: Toward a Theory of Information Technology Culture Conflict", MIS Quarterly. Markus M.L., Tanis C. & Fenema P.C.V. (2000), "Multisite ERP implementations", Association for Computing Machinery. Communications of the ACM. Putnam L.L. & Wilson C. (1982), "Communicative Strategies in Organizational Conflict: Reliabilityand Validity of a Measurement Scale". Dans M. Burgoon, éd. Communication Yearbook. Putman L.L. & Poole M.S. (1987), "Conflict and negociation". Dans Handbook of Organzational Communication. Newbury Park, CA, Jablin, F. M., Putman, L. L., Roberts, K. H., Porter, L.W., Robbins S.P Robey D. & Taggart W. (1981), "Measuring Managers ' Minds: The Assessment of Style in Human Information Processing", Academy of Management. The Academy of Management Review, Stewart K.J Thomas K.W. (1992), "Conflict and Conflict Management: Reflections and Update", Journal of Organizational Behavior Trice H.M Wall J.A.J. & Callister R.R. (1995), "Conflict and its Management,", Journal of Management