What's your strategy for resolving conflicts with program stakeholders and project managers?

1 Identify the root cause

The first step to resolving any conflict is to understand what is causing it. Is it a miscommunication, a disagreement, a personality clash, or a resource issue? By identifying the root cause, you can address the real problem and not just the symptoms. You can use tools like the 5 Whys technique, the Conflict Resolution Matrix, or the Thomas-Kilmann Conflict Mode Instrument to help you analyze the conflict and its sources.

2 Listen and empathize

The next step is to listen and empathize with the other party. Listening means paying attention to what they are saying, asking clarifying questions, and summarizing their points. Empathizing means acknowledging their feelings, perspectives, and needs, and showing respect and understanding. By listening and empathizing, you can build rapport, trust, and mutual respect, and avoid making assumptions or judgments that can escalate the conflict.

3 Communicate and negotiate

The third step is to communicate and negotiate a solution that works for both parties. Communication means expressing your own views, needs, and expectations clearly, honestly, and respectfully, and avoiding blame, criticism, or defensiveness. Negotiation means exploring options, alternatives, and compromises that can satisfy both parties' interests and goals, and finding a win-win outcome. You can use tools like the BATNA (Best Alternative to a Negotiated Agreement), the ZOPA (Zone of Possible Agreement), or the Interest-Based Relational Approach to help you communicate and negotiate effectively.

4 Document and follow up

The final step is to document and follow up on the agreed solution. Documenting means writing down the details of the solution, the roles and responsibilities of each party, and the timeline and milestones for implementation. Following up means monitoring the progress, providing feedback, and resolving any issues that may arise along the way. By documenting and following up, you can ensure accountability, transparency, and consistency, and prevent the conflict from resurfacing or worsening.

Conflicts with program stakeholders and project managers are unavoidable, but they don't have to be destructive. By following these steps, you can turn conflicts into opportunities for collaboration, learning, and improvement, and enhance your program's performance and outcomes.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?