You’re a project leader tasked with evaluating conflicts. What mistakes should you avoid?

Jumping to conclusions: Listen to both sides before reaching a decision. Playing favorites: Be fair and objective in your assessment. Ignoring emotions: Recognize sentiments while remaining focused on facts. Individual blaming: Look for answers rather than assigning blame. Micromanaging the conflict: Provide guidance, but let the participants to reach an agreement. Ignoring fundamental issues: Address root causes rather than surface conflicts. Ignoring communication: Encourage open discourse and active listening. Insufficient transparency: Keep stakeholders informed while respecting their privacy. Forcing fast decisions: Allow time for comprehension and thought. Ignoring legal or ethical concerns: Always adhere to proper rules.

One should also avoid looking at personalities of the individuals involved while evaluating the conflicts, rather, focus on the logical analysis leading to the cause of the conflict. This will result in an un-biased conflict resolution.

1. Avoid the mistake of ignoring or sidestepping conflicts. Addressing conflicts head-on is essential for resolution and team cohesion. 2. Resist the urge to take sides prematurely. A fair and objective evaluation requires understanding multiple perspectives before drawing conclusions. 3. Avoid the mistake of inadequate communication. Transparent and open communication is crucial for resolving conflicts. Ensure that all parties involved are heard and understood.

Ignoring the root causes: This means not taking the time to understand what is really causing the conflict. For example, if two team members are arguing about a task, the root cause might be a lack of clarity about the project goals, not a personality clash between the two individuals.

Toda suposición es peligrosa en el entorno de un proyecto, la cual conlleva a situaciones de riesgo y provoca fracasos. Por ello, la comunicación entre el Gerente de Proyecto y el equipo, debe ser continua y directa ya que uno si no es que la mayor causa de errores/conflictos dentro de un proyecto es la mala comunicación generando desconfianza, un mal ambiente laboral, falta de credibilidad y falta de motivación.

Jumping to conclusions: This means making assumptions about the situation without gathering all the facts. For example, if you hear two people arguing, you might assume that they are angry with each other, when in reality they might just be having a heated debate.

Escalating the conflict: This means saying or doing things that make the conflict worse. For example, if you get involved in a conflict between two other people and take sides, you are likely to make the situation worse.

Imposing a solution: This means trying to force a solution on the people involved in the conflict, even if they don't agree with it. This is unlikely to be successful in the long term, as it will only breed resentment.

Neglecting the This means not checking in with the people involved in the conflict after it has been resolved to make sure that things are still going well. It is important to make sure that the conflict has not been papered over and that the root causes have been addressed.

En mi experiencia, además de los cinco (5) puntos descritos, es importante ser previsivos no solo para evitar la presencia de conflictos sino para encontrar soluciones rápidas y objetivas y sin sesgos cuando estos se presenten. Es por ello que se debe seleccionar muy bien los participantes de los proyectos validando competencias, habilidades, pasión y actitud en lo que hace. No es un secreto que el éxito corporativo necesita de un buen equipo de trabajo, motivado y muy bien gestionado.