PENGALAMAN PROJECT MANAGER DALAM MENGELOLA KONFLIK PROYEK TIMBUNAN MELALUI STRATEGI NEGOSIASI: STUDI FENOMENOLOGI PADA PT ADINATA GRAHA RAYA KABUPATEN KENDAL

Abstract

The construction industry is characterized by a high level of complexity due to the involvement of multiple stakeholders with diverse interests, objectives, and backgrounds. This complexity makes conflict an inevitable phenomenon throughout project implementation. In this context, the Project Manager plays a crucial role in managing conflicts through communication and negotiation to maintain stakeholder relationships while ensuring project objectives are achieved. This study aims to explore the experiences of a Project Manager at PT Adinata Graha Raya in dealing with conflicts during an embankment construction project and to understand how conflict negotiation is carried out through the perspective of Face Negotiation Theory. This research employed a constructivist paradigm using a qualitative phenomenological approach. The participant was selected through purposive sampling, consisting of a Project Manager at PT Adinata Graha Raya with extensive experience in managing project conflicts. Data were collected through in-depth interviews, documentation, and literature review, and were analyzed using Interpretative Phenomenological Analysis (IPA). The findings reveal that conflicts in embankment construction projects arise from differences in interests, communication breakdowns, limited resources, changing field conditions, and interactions among both internal and external stakeholders. In managing these conflicts, the Project Manager applied situational conflict management strategies, including problem solving, compromising, yielding, avoiding, and forcing, depending on the characteristics of each conflict. From the perspective of Face Negotiation Theory, the negotiation process was predominantly characterized by other-face and mutual-face orientations, reflected in efforts to maintain professional relationships, respect others, and achieve mutual understanding without compromising project goals. Furthermore, the Javanese cultural value of ngawulo influenced the Project Manager's communication style by emphasizing politeness, persuasion, and long-term relationship building. This study concludes that successful conflict management in construction projects depends not only on technical competence but also on communication skills, negotiation abilities, and an understanding of the socio-cultural values that shape interactions among project stakeholders. The findings are expected to contribute to the development of organizational communication, conflict communication, and construction project management studies.