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Too Much Agreement In An Organization Can Be As Harmful As No Agreement

13 Apr

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It is known that a number of factors facilitate organizational conflicts in certain circumstances. Robert Miles summarizes the literature and gives some concrete examples. Domain – This toolkit examines some of the most common disruptive employee behaviours, identifies potential risks to the organization if the behavior is not corrected, and proposes strategies for constructive management of difficult employee performance. The article also discusses the role of the individual`s staff and supervisor in managing the process, the company`s written communication of appropriate and inappropriate behaviour, and legal issues related to the behaviour of troublesome employees. Although related to the subject, this section does not address workplace harassment, involuntary termination of the employment relationship, internal dispute resolution or workplace violence. On the other hand, no new ideas can emerge if people feel they cannot oppose or have differing opinions. Groupthink is the way of thinking that develops when people place too much importance on team consensus and harmony. It is customary for individuals to be afraid to act against what most members of the group, especially the dominant members, think. A number of conflicts help teams avoid group thinking and force the group to make decisions based on rational decisions. Although conflicts cannot be avoided, they can be managed.

Since conflicts will always be present at the individual and organizational level, it is important to develop the capacity to adequately manage a difficult conversation or interaction. Experts agree that the required skills can be acquired; they believe that conflict skills can be defined and learned. A definition of conflict skills is “the ability to develop and use cognitive, emotional and behavioural abilities that improve the productive outcomes of conflict while reducing the likelihood of escalation or injury.” 14 The goal is to be competent in difficult conversations. A model uses the terminology “decisive conversations and “decisive confrontations”. A “decisive conversation” is defined as “a discussion between two or more people, where the stakes (1) are high, (2) opinions vary and (3) emotions are strong. 15 confrontations are personal conversations in which someone is held to account.16 Conflicts within an organization can frustrate members if they feel that no solution is in sight or if they feel that their opinion is not recognized by other members of the group. It was pointed out that there is a fundamental incompatibility between the authority and structure of formal organizations and the human personality. Human behaviour cannot be dissociated from the culture around it. [6] If companies communicate clear expectations and take appropriate action, staff will be better able to distinguish between acceptable and unacceptable behaviours. Conflicting assumptions.

One of the biggest drivers of conflict is when people misinterpret the intentions of others. The introvert, who remains calm for an entire session and ends up causing a problem, does not try to sabotage an employee; that the behaviour simply corresponds to his personality type. Changing the organization of office seats is not a personal attack on someone, but a reorganization that may not have been thought of. Someone who does not act according to a person`s stereotypical expectations — like a woman who is very confident and behaves in a way that contradicts traditional conceptions of femininity — can be herself.

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