Conflict Management

I think you're describing conflict management in the Project Management Processes section. It's discussed much more when you get into Resource Management - Managing the team, developing the team. It shows up in other processes, as well. An issue is a current condition that may have an impact on project objectives. You want to control these, so you add them (among other things) to an issue log. conflict is a disagreement between individuals. Issues arise, conflict emerges - it is inevitable. However, conflict gets in the way of resolving issues. Your job is to effectively resolve a conflict. This is through confrontation in the best scenario - confronting issues, not people. You raise issues, and with efficiency, quickly resolve. However, people are not so easily managed or engaged as issues, so you have to resolve a conflict. The ways to do this are:

• Sometimes, if it can't be helped, you must withdraw - it's not good for issue resolution, but you do have to prioritize. Be true to your word and come back to resolve as quickly as possible.
• Sometimes you have to smooth - get everyone on the same side of the table, instead of arguing across it. This doesn't solve the issue, but it gets everyone together, and that's the first step.
• Sometimes you compromise. The conflict is so protracted, you must ask both sides to 'meet in the middle'. Everyone will get part of what they want, but none will be totally satisfied.
• Sometimes you have to force the resolution of the conflict. This is much like autocratic decision-making; there are certain issues that are not negotiable, and you are the adult at the table.
• The PMBOK asks you to aspire to collaboration. This is where everyone listens to each other (more information to review), everyone votes (this creates commitment), and everyone wins. It is the highest probability for a long-lasting solution.