Interview with Brent Rasmussen

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Del curso dictado por University of California, Irvine

Types of Conflict

430 calificaciones

University of California, Irvine

Types of Conflict

430 calificaciones

Curso 1 de 4 en SpecializationConflict Management

Conflict is everywhere and it is impossible to avoid conflicting viewpoints. However, not all conflict is bad, nor is it inherently negative. How conflict is handled makes all the difference. It is through proper identification and understanding of conflict that allows for effective resolutions, some of which may yield positive outcomes. In this course, we will examine the different types of conflict, how to understand and embrace the positive aspects of conflict, and how to successfully navigate conflict to positive resolution. This course presents the material though video lessons, case studies, and interviews. In each module students will be presented with in-video quiz questions to test their understanding. To further their mastery of the content students will also be asked to complete two peer reviewed assignments. Upon completing this course, you will be able to: 1. Identify the different types of conflict 2. Illustrate the positive aspects of conflict 3. Provide examples of positive ways to deal with conflict

De la lección

Different Types of Conflict

In this module we will describe the different types of conflict, identify the sources of conflict, and explain the levels of conflict.

Different Types of Conflict Lesson 12:44

Different Types of Conflict Lesson 29:57

Case Study: Working Overtime1:37

Case Study: Dominating Team Member2:01

Case Study: Communicating with Coworker1:49

Interview with Brent Rasmussen4:07

Different Types of Conflict Lesson 1 Debrief1:18

Different Types of Conflict Lesson 2 Debrief6:18

Conoce a los instructores

Najla DeBow
Instructor
University of California, Irvine Extension

[MUSIC]

Quite recently I've had an experience where undefined roles affected

not only the project plan, but the functioning of the entire team.

An example would be, we have a large technology,

I'm the technology officer so I'm involved with a lot of those kind of projects.

A large initiative that involved players from the business as well as

the technology group, the executive group, and myself, and

we found ourselves in a situation where everyone started to think that

they were responsible for a certain part of a website that was being developed.

Naturally, everyone had a different concept of a website, what it should

look like and feel like and respond, so we had to get back together and

redefine who took the responsibility role and who acted in a supportive and

consultive role in order to get the project back on track.

And start receiving actionable, deliverables, and meeting our milestones.

Oftentimes in team dynamics, there can be a situation where

the team is accustomed to a certain level of performance,

certain level of achievement.

Oftentimes, conflict can arise within the team or

from outside influencers that can push that team to a new level, raise that bar,

or they previously didn't really understand that, that could be achieved.

An example of that is a project I was involved with.

I came in to a new company and I wanted to see a certain

performance rating with the network, which had never been achieved before.

Naturally, when the new person came in and

started spouting off the goals that had never been done,

it caused a lot of conflict in the team and through the exercise of that,

and rationalizing how we would approach it as a problem rather than

as a team dynamic, it was, in fact, achieved and exceeded.

So I call this, I use a lot of analogies and things,

I call this a journey of self-discovery.

Sometimes conflict is a healthy thing in a team,

whether it might feel that way at the moment or not.

There's often an urge to jump in and provide a resolution

immediately because sometimes conflict is uncomfortable.

However, letting people kind of work that out and not go through

a journey of discovering that they can't be successful without each other,

or perhaps learning more information about their goal.

And then gently coming in later through suggestions and

through a little bit of exercise guidance can often

help people realize the resolution themselves.

And that's always more readily adopted than being have it,

being basically, put to the group, or put to another person.

[SOUND]

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