Conflict questions are common on the PMP, and they follow a clear pattern. Learn the five techniques, the one PMI prefers, and the order in which a project manager should act.
The five techniques
| Technique | Also called | What happens | Result |
|---|---|---|---|
| Collaborate | Problem solve | Work together to find a solution that meets everyone's needs | Win-win, lasting |
| Compromise | Reconcile | Each side gives something up | Partial satisfaction |
| Smooth | Accommodate | Emphasise agreement, play down differences | Temporary calm |
| Force | Direct | One side imposes its solution | Win-lose |
| Withdraw | Avoid | Step back or postpone | Unresolved |
Which one is the right answer?
Collaborate is usually the best answer, because it addresses the real cause and builds commitment. But each technique has its place:
- Collaborate when the issue matters, there is time, and you need commitment.
- Compromise when both sides have equal power and a quick, acceptable solution is needed.
- Smooth to preserve relationships when the issue is minor, or to calm things before a proper discussion.
- Force in an emergency, for safety, or when a quick decision is essential and others cannot be reached.
- Withdraw to let tempers cool, or when the issue is trivial or will resolve itself.
The order PMI expects
On the exam, the project manager's actions usually follow this sequence:
- Let the team try first. Especially in agile teams, team members are expected to resolve their own conflicts.
- Address it early and directly. Conflict ignored usually grows.
- Address it privately. Do not resolve personal conflicts in front of the whole team.
- Focus on the issue, not the person.
- Escalate only if needed, for example to a functional manager or the sponsor, after you have tried yourself.
Common sources of conflict
Projects most often see conflict over schedules, priorities and resources. Personality clashes are real but less common as a root cause than people expect. Agreeing ground rules early in a team charter prevents many conflicts.
Conflict is also normal in team development. In the Tuckman model (forming, storming, norming, performing, adjourning), the storming stage is where it peaks. Your role is to help the team move through it, not to suppress it.
Try a question
Two senior engineers on a hybrid team openly disagree about an architecture choice during a sprint review attended by the customer. The disagreement has already blocked two backlog items. What should the project manager do first?
A. Make the architecture decision so the blocked items can move.
B. Meet both engineers privately and help them agree on the criteria for the decision.
C. Escalate the decision to the architecture review board.
D. Ask the product owner to choose based on customer value.
Answer: B. The conflict is between two people with legitimate expertise, so the project manager addresses it early, privately and collaboratively. A is forcing and removes ownership from the experts. C escalates before trying to resolve it. D asks the product owner to decide a technical question that belongs to the team.
This question is from our free quiz. You can try the rest of it at the free 30-question PMP quiz.
Related reading
Conflict often comes with difficult stakeholders. Read stakeholder engagement on the PMP and how to answer situational questions.