I will confront the issue

I will try to uderstand him, if lealy some mistake happen 
by me, definatly i improve it. but, yet he cant understand 
then i trasfer the dicition to our head

First i will take a short meeting with my subordinate. 
Listen their attitude about me & my work. I try to explain 
my opinion about their overview & try to sort out the 
problem, because i always belive to sort the problem with 
discussion to avoid misunderstanding.

i will sort out the problem with him ASAP by having a 
meeting with him.I will try to understand his view and help 
him to understand the situation why the problem occured 
with him.If he is not correct in his openion i wil warn him 
and if he is right i will change my strategy and make him 
happy by encouraging him by applying his thoughts in the 
project.

I always open for good suggestions at any stage of project 
from any body from project.I will be really hard and tough  
on them who are not doing their job right and try to create 
problem with in the team and spoiling the team work.

First, I would have not allowed happening such situation. I 
try to make everyone happy with me. 

If the situation happened beyond my control. First I’ll 
analyze current status project he is working with, the 
importance of his role, and the time frame I have to solve 
the issue.  Then I select one of the following conflict 
resolution techniques in the order.
Confronting
Compromising
Avoiding
Smoothing

Have a one on one with the team member and in a friendly
manner elicit information from him regarding the problems
he/she has with you.  These could be symptoms of a bigger
problem pertaining to perception or reality.

Analyze each of the these very objectively encouraging the
member to speak up without having to worry about any
consequences. (In many instances, the members would not like
to divulge critical information which would be useful in
resolving the issue. This could stem from fear or un-easiness).

If I have another line of thought, discuss the same with
examples, to help the member understand your point of view
;or if there is some issue which is an area of improvement
-acknowledge it and thank him for making you aware of the
issue and helping me improve.

Pursue the issues to resolution by gaining trust from the
member. This will help the member become more productive and
also reduce non productive stress in the team

I would have a patient listening with him. Since project 
activities are similar to compartments. Hence frustrations 
and anxiety shall be a routine attribute to these 
individual compartments. It would be better to explain him
the entire project and his position in the Chain. After all 
each of weak chain has to be identified and strenghtened. 
The symptons of weak chain may be frustations, blame game 
etc. So this would help.

Having a regular meeting with project team helps to ease out
and smoothen the functioning.

However seldom 360 reporting is required and the 
subordinate has the right to approach the management.

Any conflict is best resolved by discussing the issue 1-2-1 
rather than avoiding it. 
The moment I sense that there is tension created I will 
have a meeting with that subordinate and will ask him his 
side of the story. We will have a discussion where I will 
try and reason him his point of view and also explain him 
our strategy. I will consider his idea and if appropritate 
will implement the same.
Due to any problem the work should not be affected in any 
way. He shud be informed that next time any kind of 
suggestion will be open to discussion.

If I see a prob. with my sub-ordinate, definitely I will 
have a one on one meet with him. I will ask him what's his 
problem? I will try to identify what's the source for his/ 
her problem? 

What ever the reason, definitely I will have a deep 
discussion and try to solve the problem ASAP. If he is not 
convinced with my solution, the same will be informed to 
the higher management and recommed him to have a skip level 
meeting to find for a solution.

I will just place myself to his position and will try to
understand the situation. If the problem is related to
personal issues, then need to talk to him/her personally and
if needed I'm ready to compromise myself in some cases for
the sake of the project as well as the team. If the problem
is with him due to his fault, then just point out the
problem and clearly state him to rectify him.

I will schedule and hold a meeting with the subordinate. Understand what he has an issue with or his point of view is. In case I find the issue is genuine then take remedial action. If I find the issue is due a misunderstanding shall clear it up by providing the background info, Company /Management viewpoint.

We agree to disagree. Healthy conflicts are always welcome 
in the team, That provides way for idea generation and 
innovation. 
Most important is "LISTEN".
I faced similar situation in various projects.I respect the 
vaious views and take the balance decision which helps the 
team and over all project. Conflict resolution is mostly 
depend on situations as well as leadership styles.
I always seen a gap between Intentions and interpretations.
There are always sensing sessions, formal , informal 
meetings where in PM can anticipate the team dynamics and 
team health.