Dealing with Conflict

Written by Jeffrey W. Drake, Ph.D.

Dealing with conflict is a frequent concern for many organizations. Managers and supervisors have to deal with conflict on a daily basis. Many times conflict happens when people see situations differently. Oftenrepparttar potential conflict can be defused by understandingrepparttar 141055 other person’s point of view.

Much has been written on different personality or behavioral styles. A very positive way to deal with conflicts is to gain an understanding ofrepparttar 141056 four different behavioral styles.

For example, some people arerepparttar 141057 no-nonsense, get-the-job-done type. To them,repparttar 141058 most important thing isrepparttar 141059 task. They like to take decisive action and take pride in a job well done.

Other people are more focused on people relationships. They see work more from a team viewpoint. They want people to get along with one another and support each other.

When a no-nonsense type of person supervises a relationship type person, there isrepparttar 141060 potential for conflict. The get-the-job-done supervisor will get more work accomplished fromrepparttar 141061 relationship type person ifrepparttar 141062 supervisor allows for freedom to interact with others. By actively listening torepparttar 141063 employee’s concerns,repparttar 141064 get-the-job-done supervisor will obtain greater productivity and respect.

The other two styles arerepparttar 141065 think-about-the-details type person andrepparttar 141066 enthusiastic adaptive type person. The think-about-the-details type person likes to think things through and dislikes being rushed to get something done. After all, they want to do a quality job. The think-about-the-details type person also prefers to do work in a step-by-step way.

Communicating In Chaotic Environments

Written by Robert F. Abbott

How do you, or would you, communicate in a chaotic environment?

That question was put to me by a reader who works in big, frantically-paced telecommunications company. Many projects operate atrepparttar same time, and many connections exist amongrepparttar 141017 project teams.

In this environment, teams work independently, but atrepparttar 141018 same time depend on each other for critical information. Without that information, time is wasted and progress slowed.

In a broader sense,repparttar 141019 challenge is to create communication systems that gather, process, and disseminate critical information. With this information, teams can work more efficiently and effectively.

The reader reports that one solution emerged out of a technical forum organized around a very large project. He says that while participants exchanged technical information, a lot of value came fromrepparttar 141020 process, as well asrepparttar 141021 content.

Specifically, many participants got to know each other, sharing their experiences and insight. This opened up person-to-person channels that had not existed before. New, informal networks developed and participants found alternative ways to get information.

Therefore, he suggested that quarterly conferences might be a good idea, because they provide a mechanism for further developing and extending these networks.

My suggestions complemented his experience and thoughts. I recommended that each team develop an information requirements list at its planning meetings. After articulating such a list, team members can begin identifying where and how they will get this information. In other words, start with objectives, a strategic approach.

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