Más allá de las métricas: sentido y significación del conflicto en la gerencia de proyectos

Abstract

In project management, conflict is a pervasive phenomenon that can have both positive and negative consequences for the success of any action undertaken. I intend to explore how conflict can influence project team dynamics and project execution. At the methodological level it is presented under the positivist paradigm also called (quantitative, empirical- analytical and/or rationalist), so according to Morales (2003) Suarez (2007), Hernandez, Fernandez and Baptista (2010) it responds to a descriptive, documentary-bibliographic type of research and is based on a thorough review of the literature, which implies the explanation of reality based on the systematicity, objectivity, critical reading, interpretation and synthesis of the findings found. Therefore, I assume the basic structure of a text proposed by the IMRYD model (Introduction, Methods, Results and Discussion), promoted in 1972 by the American National Standards Institute (ANSI). I end with the following conclusions: The sources of conflict in project management are varied and dissimilar. Conflicts affect team performance and ensure the success or failure of any type of project. To mitigate the negative impact of conflicts, there are management strategies based on mediation, negotiation and facilitation.