International Journal of Engineering and Advanced Technology (IJEAT)

ISSN: 2249 – 8958, Volume-8, Issue-6, August 2019

Conflict Management of Construction Projects –

A Research
Mohammad Kh Th E Alazemi, A. K. M. Mohiuddin 

Abstract:- Conflict in management is a commonly occurring action, review contractual documents, any issue related the
problem. In terms of construction projects, conflicts lead to project to avoided conflict).
problems such as increase in project costs, project delays, Although, as El-Adaway and Kandil (El-Adaway and
reduced productivity, loss of profit or damage in business
Kandil, 2010) have noted, conflict is often inevitable,
relationships and internal/ external disputes. This paper aims to
explain the different types of conflicts based on organization, conflict within the construction industry is often excessive
human behaviour and their aftermath. In the later section of the and often a major negative factor in industry (Panagiotis and
paper, the discussions are about conflict sources in construction Howell, 2001). There are two types of conflicts that usually
projects, stakeholders and concludes with functional and occur within Large-scale construction projects, which are
dysfunctional conflict phenomenon. The intention of this paper is internal conflicts and interface conflicts. Including internal
to provide an overview of the different aspects for the project in-
conflicts involved within the project; while the interface
charge to be able to assess conflicts/ challenges in a broader
perspective and mitigate the risk efficiently. conflicts involved parties outside the project. In this study,
will focus on the internal conflict faced by internal
I. INTRODUCTION stakeholders in the construction project, such as developers,
contractors and consultants. There are a Many Parties
Conflict of constriction projects today are becoming more
involved in the construction project stakeholders are called
complex in nature. "The complex and long-term design and
project stakeholders Project stakeholders can be defined as
construction process makes construction a process in which
individuals or groups actively participating in the project
conflicts are effectively guaranteed" (McManamy, 1994).
whose preferences are positively and negatively affected and
Moreover, the involvement of disciplines in the construction
that result in successful completion of the project (Project
project into disputes between the parties. It seems that
Management Institute, 1996).
conflict and conflict is inevitable for the construction
Building exercises are a vital part of each type of
industry especially when construction projects face a lot of
life. Consider houses, schools, emergency clinics, malls, and
uncertainty (Whitfield, 1994).
so forth that we utilize each day, all are results of structure
The conflict is essential for individuals, teams,
exercises. Also, building exercises devour different assets
contractual relations and organizations. It is inevitable in
that by their tendency are rare. Accordingly, it is imperative
most construction projects given their unique and complex
that construction missions are carried out in the most
nature and the presence of different parties and
productive and practical way. Conflicts in structure projects
multifunctional teams. The construction project
are referred to by various creators, for example, Langford
environment, therefore, is an appropriate environment for
(1992), Walker (1996), Fenn et al (1997), Ambrose and
conflict exploration and management (Ellis & Baiden,
Tucker (1999), Kumaraswamy (1998), Loosemore et al
2007), Disputes on the construction site are common.
(2000), Maiti (2018), Gamil and Rahman (2018); as one of
Disputes and disputes will arise when you have multiple
the components that weaken the development and
parties such as general contractors, owners, architects and
achievement of the mission.
subcontractors who work together to complete the project.
These stakeholders have different opinions and
II. TYPES OF CONFLICTS
interpretations on how things are done.
These different opinions often lead to conflicts (Fenn & Two types of conflict were identified in groups: task
Gameson, 1992) to fix the correspondence issue, the conflict and conflict of relations (Simons & Peterson, 2000).
investigation recommends methodologies like the study Conflict of tasks, also referred to as cognitive or substantive
suggests strategies follow up the progress reporting, opening conflict, focuses on task-oriented difference and originates
the decision, motivation to site team work, communication from perceived conflicts of views or perspectives regarding
with by BIM software digital to follow up (approval or the task being carried out, while conflict of the relationship,
approve as not or rechecked, progress the project, checklist also known as emotional or emotional conflict, concerns the
action, site review, save database, delays, costs, latest individual The dispute is directed or related to the
relationship and arises from the incompatibility of persons
who have nothing to do with the task, which often involves
emotional tension or rivalry with respect to personality,
Revised Manuscript Received on 14 February, 2019. trust, attitude, strength, appreciation, trust or respect, etc.
Mohammad Kh Th E Alazemi, Department of Manufacturing and
Materials Engineering, Faculty of Engineering, International Islamic
University Malaysia, Kuala Lumpur, Malaysia
A. K. M. Mohiuddin, Department of Mechanical Engineering, Faculty
of Engineering, Faculty of Engineering, International Islamic University
Malaysia, Kuala Lumpur, Malaysia

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 Conflict Management of Construction Projects – A Research

(Jehn et al., 2008; Yang & Mossholder, 2004). Contrasting each episode of conflict begins with terms that are seen as
tasks is useful for group performance and decision-making some of the potential of conflict and can be seen as a
quality because it facilitates the exchange of information gradual escalation of an unrest with an open war or
among members; on the contrary, conflict of relations harms aggression as the climax of a conflict. However, it does not
groups because it results from tension and hostility that mean that each episode of conflict must pass through each
prevents members from performing the task (Yang & stage to open aggression. The parties to the conflict may not
Mossholder , 2004); however, the most recent meta-analysis see a potential conflict or, if they are aware, the conflict may
revealed that there were negative relationships between both be resolved before the outbreak of hostilities (Vaaland and
types of conflict with group performance and satisfaction Häkansson, 2003). For a good understanding of conflict
(De Dreu & Weingart, 2003). phenomena, each of the five episodes below is discussed.
Organizational conflicts Latent conflict
The organizations are composed of different groups of It is generally understood that latent conflict is a period or
stakeholders who collaborate to provide resources to the stage of dynamic evolution of conflict escalation or progress
organization and at the same time compete with each other (Deutsch, 1973; Galtung, 1996). Is often taken for granted in
in order to obtain the resources created by the organization conflict studies because it is hidden and uncensored, and
from its various activities and the organization to manage therefore difficult, a less obvious topic of research. Galtung
that cooperation and competition between parties with (1996) identifies the obvious underlying dialectic of conflict
different interests and preferences (Akiner, 2014). Also, formation with the conflict triangle A-B-C. The two pillars
conflicts arise between units and departments within the of the conflict triangle are "A for Attitudes" and "C" for
organization Because of overlapping tasks, variability of contradictions (perceived conflicts), while the top is B for
objectives, scarcity of resources, but some of these conflicts behaviors (violent expression of words and actions).
are functional conflicts with positive effects and can become Without the summit in the triangle of conflict, the conflict is
a motivational force for individuals and groups (Rauzana, at a latent level. The aim of this study is to draw this
2016). underlying stage of conflict and make it a clearer subject of
Other conflicts are non-functional and have negative research. Thus, the underlying conflict is not merely a phase
effects Li's performance and working relationships and or stage of the conflict; it refers to a situation in which two
cause disabling decisions and wasting time and resources, or more groups have contradictions that lead them to
which is reflected negatively on the performance and finally develop positions outside the group that are unfavorable.
the organization's effectiveness. Conflict is inevitable and As a potential source of contradictions, the underlying
inevitable within business organizations, but the ability to conflict presupposes the existence of social or ethno-
manage conflicts within the organization is one of the most religious groups, differentiated by class definitions such as
important skills a contemporary manager needs to deal with religion and ethnicity, which have incompatible but
those conflicts that arise within the organization. The somewhat interrelated objectives (Sterkens and Vermeer,
importance of conflict management is of the importance of 2015).
decision-making and leadership (Ogunbayo, 2013). In this stage, the conflict is hidden, although there are
The concept of conflict, in its various implications, has conditions to start it. The causes of these conflicts are:
been the subject of many important studies over the years competition for insufficient resources, differences in
(Akinwumi, 2006; Omotola, 2007; Onwuzuruigbo, 2012). objectives and a tendency towards organizational
However, the phenomenon of conflict within projects has independence (Spaho, 2013).
not received sufficient scientific attention. While such The underlying conflict is often rooted in long-term
disputes usually receive the attention of business owners, economic inequality or unequal access to political power by
there is a glaring scarcity of scientific interpretations of this unequal groups. The government may not respond to the
development. The problem is not new, as it is deeply rooted needs of a minority or a less empowered group. There may
in the country's depth, as well as the negative consequences be strong differences in value or status. Any of these issues
associated with it, including loss of life and property, can appear as an open conflict after an exciting event.
deteriorating economic levels, and threats to development Sometimes, however, the conflict does not appear. The
stability (EA Ajayi, 2008). It is therefore necessary to strange social structure tends to suppress the emergence of
examine this issue with the aim of building a more precise social conflict. According to Weir, Marx saw capitalism as
set of knowledge about these conflicts for future prevention. working to isolate workers from their work and from each
Conflict is widespread across the continent and is other, thereby discouraging open class conflict. In addition,
manifested in various forms and forms. Conflicts in some culture conceals this isolation and defends beliefs and values
places are manifested in sharp political struggles for power that support maintaining the dominant group's position.
and leadership often lead to violence; in other countries "When race is added to the political, economic and cultural
scramble for limited geographical space, scarce national control of a society, as is often the case in the colonial
resources or shrinking national product (Mohiddin, 2000). world, the barriers to the emergence of conflict are much
The conflict can be further understood if it is well thought greater." (Brahm, 2003).
out as a dynamic process involving a series of episodes of
conflict. Pondy (1967) identified five stages of conflict:
latent conflict, perceived conflict, perceived conflict,
apparent conflict, and post-conflict. Pondy suggests that

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 International Journal of Engineering and Advanced Technology (IJEAT)
ISSN: 2249 – 8958, Volume-8, Issue-6, August 2019

If a conflict is not yet devastating, steps can be taken to integrating conflict / conflict styles, and mutual concerns are
reduce its potential collectively. These steps are usually related to relational / relational approaches (Ting-Toomey,
called "conflict prevention" or "violence prevention." These 2005).
steps include (Kriesberg, N.D.): The perceived conflict can be defined as individual or
 Democratic institutions, which can provide a collective awareness of the factors that create the conditions
peaceful means to discuss conflicts. for the emergence of conflict. Here, members recognize the
 Other efforts to build a common identity may be conflict even though they cannot explain why. Sometimes,
fruitful. there may be conflict based on differences of perceptions.
 Facilitators may help facilitate discussions, thus Then, when perceived incompatibility or opposition,
reducing misunderstandings and overcoming grievances and tensions arise between employees (Yirik et. al., 2015).
frustrations before reaching their peak. Felt conflict
Felt conflict is the internalization of conflict. The obvious
conflict is the resulting behavior, such as aggression,
indifference or strict adherence to the rules. The impact
refers to the (new) circumstances created as a result of the
conflict, that is, increased cooperation because of a
successful solution or dislocated relations because of the
lack of a solution. Pondy's (1967) conclusion was that the
conflict was destabilizing the organizational balance, and it
was the organization's reaction to the imbalance, not the
Figure 1 Latent conflict stage (Brahm, 2003) conflict itself, that affected organizational performance. He
also noted that the conflict "frequently, but not always, is
Perceived conflict
negatively evaluated by organizational members" (Pondy,
With regard to conflict as a dynamic measure, the 1967).
apparent conflict scene continues to organize the scene of The conflict between the parties becomes apparent when
the idle conflict. This is a subjective situation when a place the conflict becomes personally perceived. For example, the
around a group begins to compete in seeing or ending a state project will not have a displeasure or dissatisfaction with the
of awareness of circumstance, but no one is upset (Hagan, head of the department or manager before the team review is
2015). Another part of the conflict process is how the parties completed. The conflict arises only when it becomes clear to
perceive each other's situation. This is an independent the party that the promotion has not been granted. The
group. The parties are often involved in the dispute because perceived conflict then becomes a tangible struggle. The
one of the parties recognizes that their interests are apparent conflict is usually characterized by aggressive
adversely affected or adversely affected by another. The behavior by actors. This is the behavior that in the mind of
parties are also involved in the dispute because they the actor, frustrates the goals of the other participant
consider that the situation involves limited alternatives (Mhehe,N.D.), When the perceived conflict is shared within
(Boateng, 2014). the staff and the different opinions are shared, the feeling of
By Zakari et al. (Zakari et al., 2010) Examining the conflict begins. Constraints within the organization, loss of
relationship between nurse perceptions of conflict and motivation and tension now must be taken into account with
professionalism in three sectors of health care in Saudi this type of conflict. Above all, it is necessary to be aware of
Arabia. The perceived conflict scale was used to assess the the existence of conflict (Yirik et. al.,2015).
level of conflict, and the Valiga concept of the nursing scale In addition to perception, Pondy (2007), assumed that
was used to assess the perception of professionalism among feelings and attitudes change the relationship between
nurses. The study showed a low level of occupational objective conditions and may lead to conflicting results.
perception among nurses and the type of conflict within the When the parties value cooperation and believe that success
group had a statistically significant relationship with the in their relationship depends on meeting the needs of the
perception of professional competence. two, it is likely that their behavior will differ from the time
The Ting-Toomey (Ting-Toomey, 2005) theory of facial when the competing parties believe that winning can only be
negotiation was developed to provide a sound illustration won at the expense of others, Robbins and Judge (2011)
structure to explain the differences and cultural similarities explain this phase as a level characterized by emotions such
in face and face in perceived conflict situations. The theory as anxiety, frustration, tension or hostility.
of face negotiation says that cultural variation (eg,
individualism, groupness, distance of force), factors at the Manifest Conflict (Behaviour)
individual level (eg self-interpretation), and situational The most recent view of apparent conflict is that
characteristics (such as intimacy and relational status) affect functional and dysfunctional conflicts are separate, which
conflict management and facial work by building the face. means that one or both types may occur in a collision
(Triandis, 1995) and circumstantial factors (Ting-Toomey et incident. Specifying the type of occurrence depends on the
al., 2000; Triandis, 1995). With regard to the variables in results of the collision. When the relationship deteriorates
this study, face-to-face theory argues that self-interest
concerns are related to the control of facial / conflict
pattyerns. Other facial interests are related to avoiding and

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 Conflict Management of Construction Projects – A Research

and disintegrates as a result of the conflict, a different facilitator must ensure that students have the opportunity to
conflict occurs. When the relationship improves after a study their results and inductive assessment of how post-
conflict event, a functional conflict occurs, At the stage he conflict can have an impact on their current and future
did not feel a conflict, one of the parties decides to respond behavior (Anakwe & Purohit,2006), After that, conflict
and to determine ways of dealing with the party that feels becomes an environmental factor for the next cycle. If the
the cause of the dispute. Also, the parties begin to hurt each dispute is resolved, the parties may move towards a
other and frustrate each other. The apparent conflict can take cooperative relationship (Kannadhasan &
the form of open aggression or violence between people and Nandagopal,2010), Figure 2 shows the elements of a
the community (Ebhote & Osemeke,2015). contention scene and dynamic discrimination in conflict.
It was found that the apparent discrepancy is negatively
related to the importer's assessment of the overall
performance of the exporter, which is consistent with
previous work. However, customer orientation was found to
mitigate the direct negative impact of the apparent
discrepancy on the outcome measures, "satisfaction with
business results" and "overall performance assessment of the
issuer". Moreover, he has already changed the impact from
functional to functional impairment to "assess the overall
performance of the source". This means that customer
orientation changes the nature of the relationship between
the outcome of the conflict by shifting it from negative to
positive (Civilai et al.,2017).
Since the apparent conflict, by definition, is considered an
external behavior between the parties, it is logical that some
of the ideas or actions preceded these behaviors. In Pondy's
(1967) model, decision strategies have modified the Figure 2 The dynamics of a conflict episode (Pondy,
apparent conflict phase. In addition, Schul et al. (1983) 1967)
states that "... channel members suffering from conflict There may be an inactive link conflict due to the
within the channel initially enter a cognitive or emotional environmental impact or conflict result when the dispute is
stage of conflict before they show any conflict-related not resolved. An idle conflict if not going to it can lead to a
behavior. The channel is in tension, tension, and form vision of organized conflict. Whether so, competition may
hostility towards the offending party, The apparent conflict not be due to the quality of concealment systems and centers
involves the use of measures in the initial phase of the of view. The apparent conflict can bring up conflicts that
violence force. This includes, for example, verbal pressure, would exert pressure among individuals in the Assembly.
explicit threat of violence or economic sanctions. There is a Both saw and felt conflict when they did not care would
clear conflict when tensions exist but are expressed by show themselves in different structures, for example,
means other than violence, such as quarrels, threats, damage and hostility, and so on. The settlement tools and
warnings, intentional disobedience, non-compliance with procedures that are accessible must be connected to avoid
directives, dereliction of duty, paradoxes and withdrawals prolonging the dispute. At the same time as plans to
from normal activities, failure to respond to greetings, compete according to each element of equal inclination, the
praise, etc (Onwe & Nwogbaga,2014). result of the dispute is more involved and strong
Manifest conflict arises when an individual is engaged in relationship, while if the dispute is only stifled, the
an enterprise in a manner that prevents the achievement of conditions and outcome of the claims will remain and thus
another member's goal. Manifest conflict may mean any of idle conflict will continue, prompting another hover of
the different types of contradictory behavior, from passive conflict scene (Hagan, 2015).
resistance to public aggression (Samantara & Sharma,2010).
Conflict aftermath III. MODELS OF ORGANIZATIONAL
Conflict represents the effects of conflict. As the conflict CONFLICTS
process evolved, the focus was more on perception as the Perhaps the only abstract model that can be applied to the
main core process, where perceived or apparent conflict study of all the phenomena of organizational conflict, to be
became less important. This focus on perception is reported useful in the analysis of real situations, the general
as one of the main patterns of conflict that is widely used in theoretical framework should be appropriate for at least
literature to study conflict (Williams,2011). several broad categories of conflict, some or all within the
The outcome of the conflict may have dramatic same organization. This indicates that different methods are
consequences such as anger, dissatisfaction, frustration or needed to derive or visualize a particular organization,
feelings of vulnerability, to name a few. It also includes depending on what phenomena are to be studied (Pondy,
evaluative findings that lead to behavioral modifications 1967). The different models
such as avoiding similar situations again, excessive caution are:
and / or caution, ridicule or optimism based on the outcome
of the conflict. During the discussion of extraction, the

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 International Journal of Engineering and Advanced Technology (IJEAT)
ISSN: 2249 – 8958, Volume-8, Issue-6, August 2019

1. Bargaining model of conflict (Vasyakin et al., 2016), A bureaucratic model represents

We are expanding the standard conflict negotiation how the regional government responds to grants to provide a
model by introducing heterogeneity into the opposition variety of public services (Kusuma, 2017).
group and openly thinking about how conflicting interests The bureaucratic model should be seen as explained by
among members of the opposition group affect the outcome Niskanen (1971) as another individual who increases
of the negotiation. Income is the opportunity cost of war and satisfaction including salary, number of employees and
ideology is the payoff of war (e.g. adversity towards the social reputation. As an individual, the bureaucrat is in fact
government). Because of their heterogeneity, members of not neutral in the process of budget formulation. Therefore,
the opposition group have different preferences for civil it tends to provide services or goods larger than assumed,
conflict, and whether the opposition group accepts the and appears likely to create inefficient use of the economic
government's offer depends on the distribution of members' resources of the government.
preferences. Therefore, heterogeneity within the group is The analysis on bureaucratic behaviors in determining the
important for the outbreak of civil conflict (Mizuno & optimal output level is illustrated in Figure 3 below
Okazawa, 2015). (Niskanen, 1971):
The conflict-bargaining model begins by assuming that
war, or violent conflict, is costly (Fearon, 1995, Wagner,
1993, Powell, 1999). Both sides can make greater gains by
dividing the disputed spoils without having to deduct that
cost first. The intuition of the outcome is that conflict is an
ineffective or irrational result when there is always a set of
potential settlements of greater benefit to both players.
Much of the literature has been the analysis of barriers to
effective results such as distortion incentives, credible
commitments and indivisible goods. What is usually called
"greed" approaches the mystery offered by the bargaining
model from a different angle - through analysis of
phenomena makes conflict costly (Testerman, 2014).
A key element of strategic bargaining is structuring
attitudes, with each party trying to secure moral support to Figure 3 Economic analysis of bureaucracy
relevant third parties, such as the public or the government. (Mangkoesoebroto, 2004)
An essential element of the conflict of interest is that
negotiations should be completed by delegates facing the The curve represents the CGD demand curve while the
dual issues of verifying the arrangement between the LRMC = LRAC curve represents the average marginal and
members of the group concerned and the trade-off between long-term costs assumed to have a fixed cost structure. On
the adaptive requests of the offending party and the requests the other side, MR is a marginal acceptance curve. If the
for inflexibility on its part. Very special collection. In a goods are produced by private monopolies, the production
compromise, an endeavor is usually made either to expand level presented in OQ1 must be represented while their
the range of assets that can be accessed or to reduce group prices are represented by P1. Therefore, the profits obtained
requests to the conflict. From time to time, the conflict are P1CBP2, or companies that do not receive profits will
escalates to the level of supply, given the fact that reliable achieve the production level represented by OQ2 and their
components of associations and economic positions give a costs are represented by P2. However, if output is provided
regular distribution of scarce assets, regardless of when they by the bureaucrat under the budget authority as much as
are designated as a vital step (Alazemi,2019) OP2AQ3, the resulting output will be represented by OQ3
2. Bureaucratic model because of bureaucratic behaviors that tend to improve the
budget; therefore, the output provided by either monopolies
A bureaucratic model for any project. This model or government can result in loss of well-being for each CBF
assumes that the majority of projects have inherent by monopolistic companies and FAG by the government.
characteristics in a bureaucratic institution: the requirement Moreover, the phenomenon of the impact of the research
to possess a certain set of skills and experiences in order to paper on the bureaucratic model is the result of regional
obtain a job, a fixed salary and recognition of the employee's bureaucratic behavior in determining the regional budget, in
career status, and the appropriate exceptional nature of particular because of the exercise of soft budget constraints
employers for work (for business organizations) The life of by the central government in the form of remittances or
the individual, life as a safety net, and the distinctive grants (Kusuma, 2017).
boundaries between personal and institutional property.
There is also the policy and official rules that form part of 3.Systems model
the system of regulations and procedures, which maintain This model is progressively fitting for investigation
the integrity of work within the project and control its work. of contentions among the gatherings to a useful affiliation.
The bureaucratic elements become more visible to the
employees who deal with them as part of their daily routines
(all kinds of records, registrations and requirements). These
characteristics constitute the corresponding corporate culture

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 Conflict Management of Construction Projects – A Research

At the end of the day is worried about horizontal conflicts,

or conflicts among people at a similar progressive
dimension while the administrative model is about issues of
control, and the bartering model is about issues of rivalry,
the frameworks demonstrate is round issues of organization.
In associations the jobs of every supervisor concerning the
others at a similar dimension are ordinarily determined by a
lot of bearings, solicitations, data, and products which he
may get from different chiefs. These formal determinations
of positions and job are every now and again portrayed in Figure 4 Cyclical model for conflict management in
composed sets of responsibilities, yet may likewise shape the construction sector
some portion of a lot of unwritten, stable, generally shared
desires legitimized by the suitable various leveled IV. CONFLICT SOURCES IN CONSTRUCTION
specialists. PROJECTS
The principal wellspring of contention in such Surely construction contracts seem to be turning badly;
frameworks emerges out of weights towards sub everyone is aware of that. It's one of the issues of
streamlining. For associations which are objective situated construction projects. I have fascinated issues, one can
as opposed to methodology arranged, the subunits will for declare, industry and government for a long time (Fenn et
different reasons, have distinctive arrangements of al.,1997), According to Cheung and Yiu (2006) pointed out
objectives, or diverse inclination succession orderings for a that the complex nature of the construction project confuses
similar arrangement of objectives. In the event that two even the most complex management systems, with regard to
subunits having distinctive objectives are practically reliant, the fact that the construction project requires coordinated
at that point circumstances occur for conflict. Vital sorts of efforts by a task force temporarily assembled for many
association could be in regard of basic utilization of some independent participants, And each of them expects to make
administration or offices, arrangements of work or data a profit, creates problems that make the construction
stream recommended by assignment or progression, and industry and quarrel a conflict according to Harmon (2003)
tenets of agreement or accord about combined movement. disputes arise from such actors as unfair allocation of project
Two different ways of diminishing conflicts in risks, multiple initial contracts, unrealistic schedule and
sidelong connections as pointed by Vaaland (2004) are to expectations, Change orders and communication problems,
lessen objective separation by altered impetus frameworks Among other things.
and to decrease useful association. Be that as it may, if the A well-managed project can be positively inspiring,
gatherings to the contention are adaptable in their requests especially for employees who are interested in new
and wants, the contention is probably going to be seen just challenges. However, additional pressure for project
as a transient aggravation. Besides, conflict may not be seen, constraints, such as multiple deadlines and changing ranges,
if elective connections for fulfilling needs are accessible. means greater conflict potential. Before it is possible to
This is single of the powerful contentions for structure in explore conflict management for project managers.
excess networks of effort and data stream in associations. Therefore, the reasons for the conflict must be understood in
The structure received in this exploration was any project, including the following:
progressed by Yu and Leung (2001) in an examination of an
examination of Construction Conflict Resolution in Hong 1. Interests of different stakeholders: Industry
Kong. What's more, inside the model, peace promotion is stakeholders advocate a simple, standardized product that
isolated into two essential advances, that is, examination and can be reliably manufactured. Marketing stakeholders
mediation. The investigation includes the values just as the advocate for a complex product that allows for widespread
examination level for perceiving the contention inside the customization by customers. At first glance, these
firm or association, however intercession incorporate basic stakeholders appear to be in conflict (Kujala et al.,2012).
and conduct techniques for setting the perfect dimension of 2. Project manager management style: Consider the
contention. By the Behavioral strategy or approach, conflict case of a project manager who takes a disciplined approach
might be settled by confidence (worry for self) or by to project management and staff accountability. Depending
helpfulness (worry for other people). on how this management approach is reported, un-
Conflict according to Ban (1995) is like water; too productive tension and conflict can threaten the success of
much and it causes damage to people and properties; too the project (Ohlendorf, 2001).
little and it creates a dry and barren land devoid of life and 3. Project team history: Have you ever worked with
color Therefore, an optimum level of conflict is needed to someone who puts you on the edge of the abyss? Or maybe
yield high job performance and participant fulfillment. And a person who has a worldview look down, total zero on the
as in the model, the stage of fulfillment is the feedback tool action? In these cases, the conflict is part of the project team
inducing probable conflict between the participants in from day one (Moeller et al., 2012).
successive works, and thereby making the model cyclical in
its application. Figure 4 presents the framework for solving
conflicts.

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 International Journal of Engineering and Advanced Technology (IJEAT)
ISSN: 2249 – 8958, Volume-8, Issue-6, August 2019

4. Scope of changes: Imagine that you put three Conflict exists everywhere in human relations because it
weeks into a plan to install the network infrastructure into a naturally results from diversity in goals, needs, ways of
new office building. Then you receive a change of range that thinking and competition (Gare & Feldman, 2009). As such,
specifies that you need to switch to a new type of equipment project design and implementation at the community level
(and seller). Your reaction may be the first angry of the are fraught with problems and conflicts. According to Gare
stakeholder - after all, you now have to re-work fully! and Feldman (2009), it is a common view that stakeholder
5. Scheduling changes: What comes to mind when groups in community development projects are trying to
you read the word "crash?" You might imagine the carnage influence the design, implementation, monitoring and
on the road or that your computer will let you down at an evaluation of community development projects. When this
important moment. However, "downtime" is the best happens, it often results in conflicts and disagreements
practice defined in the PMBOK Glossary: "A technique (Gare & Feldman, 2009). Many community development
used to shorten the duration of the table at minimal projects faced problems such as complex decision-making
additional cost by adding resources." In practice, disruption processes, time delays and cost overruns due to stakeholder
can mean overtime. In the absence of support and planning, conflicts (Ismodes, 1997). Many projects with good
changes in the crash schedule will lead to conflict. technical and economic planning have failed because of
6. Project failure (or cancellation): Work in a fateful conflicting interests of stakeholders. Stakeholders end up
fate project! Even if the project fails or is canceled due to fighting each other, resulting in many projects failing to
external circumstances (such as organizational change, achieve their specific objectives, or in worst-case scenarios
change in funding costs), the blame and blame are abandoned midway (Field, 1997). Although there are clear
inevitable. Canceling the project may cause a great conflict impacts of stakeholder disputes on community development
between the sponsor and the project manager. projects in Ghana, these effects are not well defined by
7. Rejection of change requests: Change requests are evidence. In fact, a few studies have been found on this
an important tool in project management. What if someone subject as it relates to Ghana. For example, Carson et al.
on the project team applied for a change to request (2005) examined the achievement of public-private
additional resources and was rejected? A team member may partnerships, while Tonah (2007) examined the nature of the
be angry at having to do limited resources conflict over the use of resources in the Volta Basin. The
8. Disputes with vendors: Many projects rely on problem is that there may be a conflict between stakeholders
vendors to deliver vital products and services. In many in community development processes, although it is still
cases, the seller and the project team have different unclear what the implications of these conflicts are for
interpretations. Resolving these differences is a waste of community development.
time and casts the project behind the schedule. Whether you
do not agree with quality requirements, warranties or VI. FUNCTIONAL AND DYSFUNCTIONAL
liability, seller disputes are a common source of conflict. CONFLICT PHENOMENON & RESULTS
9. Disputes over project management methodology: The phenomenon of conflict is seen from two
Successful project management usually involves using a different perspectives. According to Vaaland & Håkansson
framework. The project manager may be using the excellent (2003), the first perspective is conflict as a disease in
framework specified in the PMBOK. In contrast, organizations that have serious and systemic consequences
stakeholders may be unfamiliar with and unwilling to in the first place. The second perspective holds that, the
submit requests for change and to interpret consolidated conflict can be effective. In a project environment according
status reports. Over time, this disagreement over the process to Loosemore (2000), conflicts can foster creativity and
leads to disconnection of stakeholders. innovation. In Vaaland & Håkansson (2002), Vaaland &
10. Other about ways to contact: For many Håkansson (2002) show how functional and functional
professionals, there is a sharp line between listeners, who discrepancies can be a two-axis number. The first axis
prefer to get information through conversation, and readers, indicates the degree of cooperation between the two sides
who prefer written communication. Differences over the and the second indicates the degree of conflict in relation to
number of times a communication method and its content labor relationships, as shown in Figure 5. By looking at
can be a major source of project conflict. cooperation and conflict as two dimensions, it is possible to
identify four groups. The most interesting is the fourth
V. CONFLICT BETWEEN STAKEHOLDERS quarter "good progress" which is characterized by a high
The conflict between companies or contracting degree of conflict and at the same time a high degree of
associations may be understood as an inevitable cooperation.
consequence or as a result of hierarchical exercises.
Gatherings are important, whether clients, experts, contract
workers, service providers, semi-temporary workers,
without doubt have the enthusiasm to effectively accomplish
the task in a satisfactory way for each of them. In such
capacities, conflict between these persons or associations is
absolutely necessary as the undertaking progresses. Our
clients often quarrel with their advisors and examine them in
terms of fragmented structure, short-term exceptions, low
elegant elegance, and over-expenditure (Shapiro, 2005).

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 Conflict Management of Construction Projects – A Research

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