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Sources and Effects of Conflict

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Relationship Management

Universidad Rice

4.7 (60 calificaciones) | 2.9K estudiantes inscritos

Curso 2 de 3 en Leadership Development for Engineers Programa Especializado

To be a successful engineer, you must work and play well with others. This course focuses on developing the skills you will need to build and sustain professional relationships and networks. Learn to coach and mentor others, manage conflict and build power and influence in the workplace.

Revisiones

4.7 (60 calificaciones)

5 stars
43 ratings
4 stars
17 ratings

EA

Jan 26, 2018

Very good course. I recommend it to all the Engineers with all levels of experience.

I

Apr 26, 2019

Excellent presentation by David Van Kleeck, his teaching is amazing

De la lección

Managing Conflict

Observation and Objectives1:21

Sources and Effects of Conflict3:39

Conflict Management Styles7:43

Impartido por:

David Van Kleeck
Professor in the Practice of Engineering Leadership

Transcripción

As I said earlier, as a leader you will find

that you'll spend a considerable portion of your time resolving conflicts.

So in that regard, it's worth taking a moment to look at the impact of conflict

on your organization and then analyze the sources of that conflict.

If we look at the impact of conflict on the organization, we might imagine that at

the low end of the scale, low conflict, this is an area where conflict is avoided.

Over time, this can have a significant negative impact on the organization as

frustrations build up.

As the ability to address that conflict are not taken care of, and

this certainly would result in low efficiency in the organization.

At the high end of the conflict scale, here the high emotional level and

intensity of those emotions is going to result in what I call

organizational churn, turmoil in the organization.

And at this point,

again, the effectiveness of the organization drops off very low.

So we see at both ends of the scale, organizational effectiveness is low.

So somewhere in between, there must be an optimum.

Where is that level of conflict that allows you to get the work done and

yet prevents damage to relationships rr damage to getting

the work done that needs to be done?

This particular point is different from organization to organization.

Your challenge as a leader is going to be find that optimum so

that your organization manages that level of conflict while still getting work done.

Now let's look closer at conflict.

And as we analyze it, we're going to be looking for the focus of the conflict and

the sources.

As we think about the focus of the conflict, this really refers to,

is this a people centered or is it an issue centered focus.

For people focused ones,these are interpersonal conflicts could result from

personality differences,values differences and

these are going to be the ones that are the most challenging to resolve.

Because frequently,severe people focused conflict will result in damaging,

permanently damaging, relationships.

Issue-focused conflicts tend to be easier to resolve as

facts and reason can often be used to help resolve these kinds of conflicts.

Now let's shift our attention to the sources of conflict.

The first of these is personal differences.

These could be personality, values, or even generational differences.

We could be operating under different sets of information or even misinformation.

This can cause confusion and frustration and thus, result in conflict.

Sometimes our goals are incompatible with our role in the organization.

We may be asked to do things that are just not appropriate for

our particular role in the organization.

That again creates tension, frustration, and potentially conflict.

There may be conditions within our organization that can induce

stress as well.

Typical examples of these are when organizations are trying to operate under

austere conditions and there are budget or resource constraints.

Or even in economic hard times when there are threats of staff reductions.

Those are all cases where stress in the organization can go up and

conflict can be an outcome.

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