Interview with Karen Kaye

Loading...

Del curso dictado por University of California, Irvine

Types of Conflict

432 calificaciones

University of California, Irvine

Types of Conflict

432 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

Positive Ways of Dealing with Conflict

In this module we will develop positive ways of dealing with conflict, evaluate the cost of conflict, and analyze the impact of conflict to employee engagement and performance.

Positive Ways of Dealing with Conflict Lesson 14:21

Positive Ways of Dealing with Conflict Lesson 23:58

Case Study: Performance Evaluation1:24

Case Study: Silence is Acceptance3:03

Case Study: Dealing with Young Workers3:09

Interview with Karen Kaye5:02

Positive Ways of Dealing with Conflict Lesson 1 Debrief6:23

Positive Ways of Dealing with Conflict Lesson 2 Debrief5:15

Conoce a los instructores

Najla DeBow
Instructor
University of California, Irvine Extension

[MUSIC]

Two reasons, first power is oftentimes ruled by ego, and ego can oftentimes block

us from hearing things that we either don't like or don't wanna hear.

And they may be things we need to hear as part of resolving that conflict

effectively.

To resolve conflict I feel that we need to remain humble and also be vulnerable, and

that's because in most conflicts we may need to talk about things that we feel,

things that we need.

We may need to acknowledge things that we either don't know or maybe need help with.

We may need to compromise or to make apologies and

that's a big part of being humble and vulnerable as well.

Ego can often times block some of these things from happening.

People are often times highly motivated to save face,

especially when they're in a position of power.

Secondly, power can silence people.

The person with the least power may just shut down.

And just say yes to whatever it is that they think the other person wants to hear.

And in some cases, it may lead to what is called malicious compliance.

Meaning that the person may comply with what is being asked,

even if they know that that will fail or

may cause embarrassment to the manager or may even bring harm to the company.

We see this happen all the time in business,

the employee follows the manager's directive even though they know that

it will be detrimental to the company.

And yet they don't say anything.

Why?

Maybe they express a concern, or maybe they challenge the manager's perspective,

or directive, and the manager shuts it down.

And therefore the employee doesn't say anything and

things don't turn out as expected.

I was once on a project where I was assigned to be the lead.

And I had two peers who were given vague

instructions to be involved in the project and to help out.

So as we began the project, my responsibility, of course,

is to develop a project plan and to identify roles and responsibilities,

action items resulting from meetings.

So as we began going down the project, I noticed that we would have meetings,

I would assign action items and things just weren't getting done.

And this confused me at first and then I realized that their manager had never

really got gotten clear, on what she truly wanted their role to be in this project.

So there were all these competing priorities

that were hijacking their involvement in the project.

And one thing I recognized was that, until the manager really got clear on whether or

not she wanted them to be highly involved, or have their involvement more optional.

This wasn't going to be a smooth project, unfortunately.

And from my perspective, what I was experiencing was the manager was kind of

flip-flopping on what she wanted these two employees to be doing with this project.

In the end their delay, of not completing action items and

deliverables, was impacting the project so severely.

That I ended up taking on their role for myself, and

driving the entire project home on my own.

This extended the project plan from what was initially anticipated to be six

months, develop 12 to 13 months.

So it did have a severe impact on the project and also on our ability to deliver

something that was high profile and was desperately needed by the organization.

I had a coworker who was assigned a very high profile, huge project.

And she ended up dropping the ball right when the project started getting intense,

which happened to be right at the moment we're about to roll out this big project.

And so I was asked to step in and

help get things back on track.

And as part of my process in taking the project over,

I uncovered a number of things that were deeply concerning.

And I had to inquire with her about these items.

So when I inquired with her about the project,

she grew very defensive she was very confrontational she got very angry.

And conflict was arising from this and at the moment we needed

to push this project out so that we would have a seamless execution.

So no one would be aware that there was any problems going on behind the scenes.

So I chose not to address the conflict with her at that time.

Because top priority was to roll this project out on time.

After the project we did a post mortem.

We sat down with her and we were able to address the conflicts that

had come up as a consequence of me stepping into this project for

her which was a very awkward time for her.

[MUSIC]

Explora nuestro catálogo

Inscríbete de manera gratuita y obtén recomendaciones personalizadas, actualizaciones y ofertas.

Coursera brinda acceso universal a la mejor educación del mundo, al asociarse con las mejores universidades y organizaciones, para ofrecer cursos en línea.

© 2018 Coursera Inc. Todos los derechos reservados.

Descargar en la App Store

Consíguelo en Google Play