Conflicts are a clear indicator that important information is missing, targets and key features are not fully communicated, understood and agreed, responsibilities and decision makers are not clearly defined, KPI´s are missing or not relevant to the process or product, unclear specifications

Conflict with vendors can be sticky, but it's all about turning lemons into lemonade. First, understand the root cause by actively listening and seeking their perspective. Communication is key, so be clear about expectations and open to compromise. Find common ground and focus on mutual goals to transform the conflict into a problem-solving opportunity. If needed, involve a neutral third party to mediate. Remember, it's not about who's right but what's right for the project. A sprinkle of empathy and a dash of flexibility can often smooth out the roughest patches.

acredito e atuo assim: Em projetos com diversos fornecedores, é comum que o foco esteja no objetivo comum, ignorando os 'pontos cegos' que geram conflitos. Para enfrentar isso, proponho uma dinâmica inicial em cada projeto, focada no 'exercício do ponto cego'. Este exercício visa identificar e discutir as áreas potenciais de desentendimento antes que se tornem problemas. Além disso, implementaria um exercício prático onde os colaboradores vivenciam as consequências dos problemas que o projeto busca resolver. Essa experiência aumenta a empatia e o compromisso com o projeto, ajudando a reduzir ruídos e mal-entendidos.

The first step is to understand the root cause of the conflict. It is crucial to ensure that the vendor harbors no concealed motives or hidden agenda. Once you are confident that the issue does not stem from any concealed motives, you must explicitly identify the factors that led to the problem – be it breakdowns in communication, misconceptions of expectations, quality-related concerns, or changes in the project scope. These technical issues are generally more manageable and often necessitate collaboration with the vendor for resolution. However, if the conflict revolves around a payment dispute, you may need to adopt a different approach to find a resolution.

Conflict : It can be for relevant or irrelevant reason . Introspect the conflict and go back where or how it started . Is it about costing , timelines , your employee , vendor employee , commercial terms , change in agreed terms or unrealistic deadlines . A open dialogue is critical between you and your vendor . Involve senior management wherever required .Keep emotions outside meeting room . Rework , reassure wherever needed and move ahead .

Its necessary to document discussion , expectation and all commercial terms at the time of starting a project . Take feedback from your team but don't generate opinion . Every coin has 2 sides . Listen to what vendor has to say . Examples , facts will help to solve conflict faster . Share your challenges , impact on your project . Take firm commitment from your vendor/ you give firm commitment if its your fault and move ahead .

In any scenario, a straightforward approach to resolving a dispute is to emphasize that if the issue persists, both parties stand to lose. Maintaining a positive tone and ensuring open communication channels, make sincere efforts to understand your vendor's perspective. Show respect and appreciation for their work, fostering a constructive environment for conflict resolution.

After re-establishing a secure connection with your vendor, systematically devise a solution to address the issue with a focus on mutual benefits. Engage in close collaboration with your vendor, actively seeking their perspective, and establish clear limits for the resolution process. Furthermore, institute an evaluation process to monitor the effectiveness of the formulated solution over time. Define specific dos and don'ts, outlining the expected behaviors and limitations. Reach an agreement on a set agenda for evaluating the solution, ensuring that both parties are aligned on the criteria and timeline for assessing the resolution's success.

If u were reviewing progress once a fortnight , then change to once a week . Have detailed discussion . Ask more and detailed question about progress . Politely remind about impact of further delay of deliverables . Document Document Document - document every discussion

Maintaining a consistent monitoring and reporting mechanism of project costs is highly recommended to avoid any possible overruns. This proactive approach helps identify potential cost escalation early, allowing sufficient time to implement corrective actions and preventing any negative impact on the overall project plan. By keeping a close eye on the project costs, you can also keep the stakeholders informed and avoid any surprises that might arise later during the project execution.

How to prevent future conflicts : Get involved Add few more team members Ask vendor to add more team members Read and update last Minutes of meeting In every meeting , discuss importance of timelines and its impact in brief . Honour your commitments .

Na minha experiencia faria o seguinte: Implementação do "Livro dos Aprendizados" para Gestão de Projetos. Para evitar conflitos em projetos futuros, sugiro criar um "Livro dos Aprendizados". Este checklist, dividido por áreas e interligado conforme necessário, cataloga lições de erros passados. É uma forma simples de usar a paciência e humildade para prevenir contratempos, transformando falhas anteriores em checagens preventivas.

You and your vendor is a team . If you respect your employees , vendor also respect their employees . Things go wrong . Its a chain . You depend on your vendor - your vendor depends on someone else and so on . Offer help to your vendor if u can . Remember - you can't do it without your vendor .

Resolving conflicts with vendors requires communication which clearly understands their perspective, discuss the bottle necks, propose the solution and document the agreements in order to avoid any misunderstanding in future.