The idea of cooperative conflict behavior suggests that parties work together to resolve their conflict. This, however, assumes that both parties are willing to enter into a cooperative agreement. Getting two sides to sit down and cooperate is easier said than done. In any group situation there is also the potential for competitive conflicts, which perpetuate and lead to greater problems.

As a project manager, you will have to address the need for cooperation while understanding that there may be a degree of competition involved at the root of a conflict. Often, conflict is also the result of attitudes, or a belief system embodied within the individual long before the project was ever initiated. Such prejudgments are often at the root of an impending conflict. There may also be self-doubt and lack of confidence in one's own abilities. Interacting with others who may be more confident or highly skilled can intensify these insecurities.

To nip potential conflicts in the bud, a project manager needs to look for signs that team members:

• Are lacking in self-confidence or displaying uncertainty about tasks or procedures

• Are unsure of what their functions are, which is often the result of miscommunication

• Are predisposed to disregard authority, or have a prejudicial attitude toward others

• Are consumed by a competitive nature (although sometimes a healthy competition can be positive for a project)

• Are motivated by their personal agendas at the expense of the project