Managing Conflict in Projects


pmwj46-May2016-Raibick-BOOKTitle: Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results        
Author: George Pitagorsky, PMP
Publisher: Project Management Institute, Inc.
List Price: $29.95            Format: Soft Cover
Publication Date: 2012            ISBN: 978-1-935589-7
Reviewer: Edward Raibick, PMP
Review Date: April/2016



The book titled Managing Conflict in Projects: Applying Mindfulness and Analysis for Optimal Results discusses conflict as a natural part of project management and a fact of everyday life. The book engages the reader in looking at the various types of conflicts experienced in organizations and projects. Once these types of conflicts are reviewed, the book dives deep into conflict management as a process, so that conflict can be analyzed, addressed and resolved.

The book does not imply that one method or solution can be used for all circumstances and situations. Instead it takes an in depth view of the conflicts, politics, and emotions that often occur in human interaction, and offers a variety of obvious as well as not so obvious ways of mitigating the issue.

Overview of Book’s Structure

  • Chapter 1 provides an introduction to conflict and conflict management
  • Chapter 2 categorizes the types of project conflicts and the roles of stakeholders.
  • Chapter 3 takes the reader through the process of stepping back from the situation so they can further analyze the situation objectively.
  • Chapter 4 discusses the communication and conflict resolution process.
  • Chapter 5 reviews the analysis phase of the resolution process.
  • Chapter 6 covers conflict styles and approaches to mitigate the situation.
  • Chapter 7 discusses emotional intelligence and human behavior.
  • Chapter 8 reviews the practices and methods of facilitating a solution.
  • Chapter 9 discusses approaches and techniques in addressing the issue.
  • Chapter 10 covers the closure of the conflict.


The Managing Conflict in Projects book provides a documented process for analyzing and resolving conflict in a variety of situations. It takes the reader through the practice of being responsive instead of reactive to people and conflicts. It also discusses situations where known conflicts are strategically brought to the surface at specific stages of the project to achieve a greater outcome. Methods of “gamesmanship” are discussed to help maneuver through the most difficult of situations and accomplish the project’s goal while minimizing the strain on relationships.

Highlights: What I liked

Anyone who has dealt with conflict on a project at the workplace would realize that the business environment, office politics, and the roles of the players in the organization have a lot to do with the strategy for the conflict resolution. This book provides strategies and methods for dealing with these situations to overcome obstacles in the project.


To read entire Book Review (click here)



About the Reviewer

Edward Raibeck, PMP

Texas, USA




Edward Raibick, PMP is a consultant with extensive engineering, managerial and IT Project Management experience. Edward holds an Associate in Specialized Technology degree in Electronics, a Bachelor’s degree in Information Technology and Master’s degree in Information Technology with a concentration in Internet and IT security. His career includes over 10 years with the IBM Corporation and over 15 years with Texas Instruments. Edward is a member of the Project Management Institute, Dallas Chapter, having acquired his PMP certification in 2011. Email address: [email protected]


Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. Chapter members are generally mid-career professionals, the audience for most project management books.

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