CONFLICT RESOLUTION IN PROJECT MANAGEMENT TEAMS

机译：项目管理团队中的冲突解决

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This paper presents work in progress that attempts to identify the unique characteristics of current engineering project management teams that tend to foster conflict and the best practices to maintain healthy levels of conflict without allowing either artificial suppression or uncontrolled proliferation. Many factors are often proposed as sources of conflict in modern engineering projects including greater interdependencies of diverse specialists, tighter budget tolerances, accelerated schedules, information overload, and incompatible individual differences in personal characteristics of team members. This paper discusses the role of these factors and the suitability of particular conflict resolution approaches in different project stages.

机译：本文介绍了进行中的工作，这些工作试图确定当前倾向于加剧冲突的工程项目管理团队的独特特征，以及在不允许人为压制或不受控制的扩散的情况下保持冲突健康水平的最佳实践。在现代工程项目中，经常提出许多因素来作为冲突的根源，包括不同专家之间的相互依存关系，更严格的预算容忍度，进度加快，信息过载以及团队成员的个人特征中不相容的个体差异。本文讨论了这些因素的作用以及特定冲突解决方法在不同项目阶段的适用性。

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来源
《American Society for Engineering Management(ASEM) National Conference; 20041020-23; Alexandria,VA(US)》|2004年|P.351-357|共7页
会议地点 AlexandriaVA(US)
作者
Parul Khaneja; David G. Spurlock;
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作者单位

University of Missouri-Rolla;

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原文格式 PDF
正文语种 eng
中图分类管理学;
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4. CONFLICT RESOLUTION IN PROJECT MANAGEMENT TEAMS [C] . Parul Khaneja, David G. Spurlock, American Society for Engineering Management(ASEM) American Society for Engineering Management National Conference . 2004

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CONFLICT RESOLUTION IN PROJECT MANAGEMENT TEAMS

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