Projects and People:
Problem and Conflict Resolution
The idea that problems should be solved “at the lowest possible level” has become almost dogma in modern management. The reason it is so successful: the persons closest to the problem are the ones with the best perspective on the problem. They should be given tools and authority to solve them. Requiring problems or conflicts to go up and down the chain-of-command before they are worked or resolved involves more people and adds opportunity for misunderstanding and miscommunication.

As teams and project managers work their problems, they need to remain aware of the valid need for management and other team members to know of decisions that might affect them. Another benefit of communicating resolutions is that management is then able to provide their perspective without expanding the project schedule through the “review process” on detailed decisions.

Managers are advised to delegate downward decision making and conflict resolution, while enforcing an ethic of visibility and communication.