Project change orders are inevitable and require special efforts to mitigate. Managing change orders, including their direct and indirect impacts on the project, proper documentation, and timely resolution, is always challenging. It's important to recognize that, beyond technical issues and contractual scope, negotiation plays a significant role in the process, and decision-making will vary based on the specifics of each change order, and relevant project progress and policies. Key points include early assessment of contractual commitments and root cause, adequate technical and contractual documentation for clarification, resolution plan, and effective timing and methods for resolution.

Handling change orders in the right approach is critical. First, the extent and scope of changes should be clearly defined, and then their contractual implication needs to be assessed and communicated to stakeholders with a mutually acceptable adjustment. 

One of the strategies I use when stakeholders are having a hard time resolving change orders is to figure out what is the root cause of the conflict. By doing so, all parties can start from the same framework and build from a level of understanding. It also helps to remind everyone involved of the goals of the project. If a teaming agreement or conflict resolution plan was created prior to the issue, those can be referenced as teams work together to get the change orders across the finish line.

Clash over change orders arise due to unclear specs and open ended scope of works. Secondly price and time may be the reasons for dispute. As a manager I think mediating and concluding things is of paramount importance. You need to find that common ground and points of divergence to bring your team and client in one plane.