After a merger, a project manager from Company B was assigned to a team composed of Company A staff. Early in the project, conflicts arose because processes were unclear and because of the manager’s affiliation with Company B. What should the project manager do to resolve the conflict?

The project manager should work with the team to analyze suitable processes and define them in the ground rules. This approach fosters collaboration, builds consensus, and leverages the expertise of both company cultures to create a unified, effective working method. It directly addresses the conflict arising from unclear processes and the manager's affiliation by involving the team in the solution, promoting ownership and trust. Reviewing historical information and deciding based on ROI is insufficient because it doesn't address the team's involvement or the cultural aspect of the conflict. Avoiding the conflict is never a good strategy, as it allows issues to fester and escalate. Asking the team to blindly follow Company B's processes is autocratic and would likely exacerbate the conflict, alienating the Company A staff and undermining team cohesion.