Discuss the life cycle of a conflict.

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The life cycle of a conflict can be understood as a series of stages through which disagreement, misunderstanding, or competition among individuals or groups develops, escalates, and eventually gets resolved or transformed. In the context of project work, conflict is almost unavoidable due to diverse perspectives, resource constraints, role overlaps, tight deadlines, and communication challenges. Understanding the conflict life cycle helps project managers, team members, and stakeholders to anticipate issues, manage disagreements constructively, and ensure that conflicts do not harm productivity or relationships. Instead, when managed properly, conflict can lead to innovation, improved teamwork, and better project outcomes. The life cycle of conflict generally progresses through five stages: latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict resolution or aftermath. The first stage of conflict is latent conflict, which refers to the conditions or underlying factors that set the stage for disagreements. These factors may not yet be visible, but they create potential for tension. In project work, latent conflict arises when resources such as budget, manpower, or time are insufficient, when roles and responsibilities are unclear, or when there are competing interests between departments. For example, in a software development project, the technical team may require additional time for testing, while the client insists on faster delivery. Even though the disagreement has not surfaced, the potential for conflict already exists. Latent conflict is significant because if project leaders are proactive, they can identify these underlying causes and take preventive measures such as clarifying responsibilities, setting realistic expectations, and maintaining open communication. The second stage is perceived conflict. At this stage, the individuals or groups involved recognize that there is a disagreement or a potential clash of interests. They become aware that their goals, expectations, or values differ from those of others. In project work, perceived conflict often appears during planning and execution phases when team members realize that their objectives are not aligned. For instance, a marketing team may want to highlight certain features of a product for promotion, but the design team may perceive those features as underdeveloped or risky to emphasize. At this point, although the conflict is perceived, emotions may not yet be deeply involved. Effective project managers can intervene here by organizing discussions, facilitating negotiation, and ensuring that everyone understands the common project goal. The third stage is felt conflict, which is characterized by emotional involvement. At this point, the disagreement is not just recognized but also accompanied by feelings such as frustration, anger, stress, or anxiety. In the context of project work, felt conflict can be particularly damaging if emotions are not managed well. For example, if a project manager criticizes a team member in front of others, the individual may feel disrespected or undervalued, _________ ______ _____________ ________ _______ ____________ __ _____________ ___ ___________ _______ ______ ___________ __ _________.
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Degree : CERTIFICATE PROGRAMMES
Course Name : Certificate in Peace Studies and Conflict Management
Course Code : CPSCM
Subject Name : Project Work
Subject Code : BGPP 1
Year : 2024 2025