PMP · Question #259
A project manager notices a conflict in the team on both technical and interpersonal levels during the execution phase of a project. What should the project manager do?
The correct answer is A. Hold a team meeting to understand and address the conflict.. The project manager should promptly hold a team meeting to directly understand the root causes of the conflicts and facilitate their resolution.
Question
A project manager notices a conflict in the team on both technical and interpersonal levels during the execution phase of a project. What should the project manager do?
Options
- AHold a team meeting to understand and address the conflict.
- BSchedule a monthly meeting to handle all project conflicts.
- CAddress the conflicts during the lessons learned session.
- DHire an external consultant to lead an organizational intervention.
How the community answered
(17 responses)- A76% (13)
- B6% (1)
- C12% (2)
- D6% (1)
Why each option
The project manager should promptly hold a team meeting to directly understand the root causes of the conflicts and facilitate their resolution.
When conflicts arise, especially on both technical and interpersonal levels, the project manager's immediate responsibility is to address them directly. A dedicated team meeting provides a forum for open communication, allowing team members to express their perspectives, and for the project manager to facilitate understanding and resolution, preventing further escalation and negative impacts on team morale and project progress.
Scheduling a monthly meeting is too infrequent for addressing ongoing conflicts during the execution phase; conflicts need timely intervention to prevent them from festering.
Addressing conflicts only during a lessons learned session is reactive and too late, as it means allowing the conflicts to persist throughout the project, negatively impacting current performance and relationships.
Hiring an external consultant is an escalation that might be considered for deep-seated organizational issues or if internal efforts fail, but it is not the first, immediate step for a project manager handling team conflicts.
Concept tested: Conflict resolution & team management
Source: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Topics
Community Discussion
5
Lena V.Jun 30, 2026A is the correct answer. Conflicts during execution need immediate attention, not a generic monthly meeting or a delayed lessons learned session. The exam expects you to proactively address root causes by bringing the team together to resolve both technical and interpersonal issues. D is overkill for a standard team conflict, and C just lets the problem fester.
Viktor S.Jul 1, 2026Agree on A, but the real giveaway is the question asking for a root-cause fix, which rules out anything that defers action, so make sure you can articulate why conflict resolution beats escalation on the job too, not just on the exam.
Viktor S.Jul 5, 2026A is the right call here. Conflicts during execution need to be confronted and resolved promptly, not deferred to a lessons learned session or buried in some generic monthly meeting, and a team meeting lets the PM dig into both the technical and interpersonal sides at once.
Lena V.Jul 8, 2026A is correct and confirmed on my exam last month, but the wording matters: the PMI expectation is that you confront the conflict directly first in a one-on-one, then escalate to a team meeting only if the issue is systemic or affecting multiple people.
Prof. SaraJul 5, 2026A is correct because active conflict during execution needs direct, timely intervention, which aligns with People Domain Task 4 on managing team conflict. I hit this exact scenario on my exam last spring and the key was recognizing that B and C delay the resolution, while D is overkill for a normal team dispute, so the team meeting in A was the clear winner.