Conflicts in the workplace can arise from many sources such as conflicting needs, styles, perceptions, goals, pressures, roles, values, and policies. Managers should resolve conflicts through open communication, active listening, establishing boundaries, demonstrating emotional intelligence, and implementing behavioral consequences if needed. Resolving issues early and addressing the root causes can help create a more positive work environment where employees feel comfortable communicating.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
Facts about conflict,Four Basic Elements of Conflict,Conflict Indicators,Resolving Conflict,Common ways of Dealing with Conflicts among others are highligthed.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting (Ra him, 2002, p. 208).
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting (Ra him, 2002, p. 208).
This is a presentation about a topic in Human resource management- Conflict management. It gives a detailed insight into what is conflict and conflict management. Conflict management styles, measures and conflict management in workplace is also explained.
Chapter 10 - Conflicts of Interest - JNL-2105 - Professor Linda Austin - Nati...Linda Austin
This presentation for student journalists defines conflict of interest and apparent conflict of interest, describes the impact on credibility of a conflict of interest, and outlines how to avoid conflicts of interest in four common areas. It is based on Chapter 10 of The Ethical Journalist by Gene Foreman and was developed by Professor Linda Austin for her journalism ethics students at the National Management College in Yangon, Burma.
Matrix Roster Management is about planning and best utilization of workforce and managing the cost of manpower efficiently. It is designed to simplify the process of defining and managing employee duty rosters. It also provides a complete roster plan with the list of employees, their work time and area of work. Moreover, export data field to XML file makes third party payroll integration easy. Matrix Roster Management saves time and cost significantly by placing right people with the right skill at the right job.
Second webinar in a three webinar series on Tools and Techniques for Managing and Resloving Conflict with Amanda Murphy of the William D Ruckshaus Center
Craig treisch - How to manage conflict in organizationsCraig Treisch
organizational conflict is difference between employee and organization. it normal in organization that conflict occur.craig treisch describe type of conflict and how to manage these conflict. craig treisch handle large team which work as complex solution from more than a decade.
How do you solve a disagreement between two members or fractions of your team...12KritiGaneriwal
It has a topic of conflict management.Conflict management is an umbrella term for the way we identify and handle conflicts fairly and efficiently. The goal is to minimize the potential negative impacts that can arise from disagreements and increase the odds of a positive outcome.
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
6–8 slides with speaker notes of 200–250 words per slides (excludi.docxevonnehoggarth79783
6–8 slides with speaker notes of 200–250 words per slides (excluding Title and Reference slides)
Details:
Weekly tasks or assignments (Individual or Group Projects) will be due by Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
Working with organizations to improve the interactions of members and increase productivity through collaborative behavior is an essential role of the organization development human resources specialist. You will need to pick an organization to use for this project. The organization you choose may be your current employer, or alternatively, an organization in which you volunteer or one about which you can easily find information through the school library, the Internet, or other sources.
Research and address the elements of organizational effectiveness that will improve interactions in a presentation for senior leaders:
· Explain the concept of organizational effectiveness, as it relates to the interactions of members.
· Describe methods used to assess the behaviors and attitudes of organizational members, and apply 1 model in an analysis of your organization.
· Analyze methods used to improve the behavior and attitudes of organizational members.
· Propose processes to build teams and manage their different stages of development.
· Evaluate methods of managing conflict and change within the organization.
Organizational Behavior Principles
MGM335-1402A-01
Phase 3 Individual Project
Sean C Hall
Colorado Technical University
Dr. DM Arias
4/28/14
1
OBJECTIVES
Explain sources of conflict within an organization.
Discuss types of conflict that can arise when groups vie for resources.
Describe different models that address organizational conflict.
Develop recommendations for methods to address intergroup conflicts.
Organizational Behavior Principles
Challenges and Opportunities for OB Today’s challenges bring opportunities for managers to use OB concepts: - Responding to Economic Pressures - Responding to Globalization (Increased Foreign Assignments, Working with People from Different Cultures, Overseeing Movement of Jobs to Countries with Low-cost Labor) - Managing Workforce Diversity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work–Life Conflicts - Creating a Positive Work Environment Improving Ethical Behavior
3
Organizational Behavior Principles
Sources of conflict:
There are many causes or reasons for conflict in any work setting. Some of the primary causes are:
Poor Communication: different communication styles can lead to misunderstandings between employees or between employee and manager. Lack of communication drives conflict ‘underground’.
Different Values: any workplace is made up of individuals who.
Nur 447 apply leadership concepts/tutorialoutletPlunkettz
FOR MORE CLASSES VISIT
tutorialoutletdotcom
Negotiation and Conflict Resolution There may be conflict between professions, but there is also conflict within the nursing profession and
with coworkers. In these situations, staff members may attack one another by asserting their position or
by criticizing ideas. In some cases, they attack one another personally.
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
In politics, business, and education, individuals need to be held .docxbradburgess22840
In politics, business, and education, individuals need to be held accountable for their actions. Unfortunately, too many people do not know what it means to be accountable. This chapter discusses the concepts of accountability and workplace relationships. The concepts of empowerment, responsibility, and accountability are all about personal choices. These personal choices not only impact how successfully you will perform at work but have a tremendous impact on workplace relationships.
In chapter 5 we discussed power bases and how workplace power affects politics and ethical behavior. Employees in the workplace have power. Unfortunately, many people in the workplace do not use their power appropriately or at all. As companies place an increased focus on quality and performance, correct decision making by employees becomes more and more important.
Empowerment is pushing power and decision making to the individuals who are closest to the customer in an effort to increase quality, customer satisfaction, and, ultimately, profits. The foundation of this basic management concept means that if employees feel they are making a direct contribution to a company's activities, they will perform better. This will then increase quality and customer satisfaction.
Consider the case of a manager for a retail customer service counter telling his employee to make the customer happy. The manager feels he has empowered his employee. However, the next day, the manager walks by the employee's counter and notices that the employee has given customers refunds for their returns, even when the return did not warrant a refund. The boss immediately disciplines the employee for poor performance. Didn't the employee do exactly what the manager asked the employee to do? Did the manager truly empower his employee? The answer is no. Telling someone to do something is different than showing someone the correct behavior. The employee interpreted the phrase "make the customer happy" differently from the manager's intention. The proper way for the manager to have empowered the employee would have been to discuss the company's return policies, role-play various customer scenarios, and then monitor the employee's performance. If or when the employee made errors through the training process, the wrong behavior should have been immediately corrected while good performance should have immediately received positive reinforcement.
When you, as an employee, demonstrate a willingness to learn, you have taken responsibility. Responsibility is accepting the power that is being given to you. If you are not being responsible, you are not fully utilizing power that has been entrusted to you. The concept of empowerment and responsibility is useless without accountability. Accountability means that you will report back to whoever gave you the power to carry out that responsibility. Employees at all levels of an organization are accountable to each other, their bosses, their customers, and the com.
DBA 7420, Organizational Behavior and Comparative Mana.docxtienmixon
DBA 7420, Organizational Behavior and Comparative Management 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
6. Examine how differentiating characteristics factor into organizational behavior.
6.1 Summarize motivation in organizations.
6.2 Assess work-related attitudes such as feelings about the job, organization, and people at work.
6.3 Examine emotions and their impact on the job.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Unit Lesson
Unit VII Annotated Bibliography
6.2
Unit Lesson
Chapter 3, pp. 74–94
Chapter 4, pp. 102–128
Unit VII Annotated Bibliography
6.3
Unit Lesson
Chapter 3, pp. 74–94
Chapter 4, pp. 102–128
Unit VII Annotated Bibliography
Reading Assignment
Chapter 3: Attitudes and Job Satisfaction, pp. 74–94
Chapter 4: Emotions and Moods, pp. 102–128
Unit Lesson
Introduction
As humans, we all deal with an influx of emotions and moods daily. How many times have you heard people
dreading that Monday was approaching? How many times have you overheard people celebrating that Friday
arrived? Life happens, and we all must deal with how we feel about that. We have all heard people identify
some as having a good attitude or a bad attitude, but what does that really mean? Many people think of
outlooks or perspectives about something when thinking about attitudes; however, it is much more complex
than that. In this unit, we will learn about emotions and moods and how they can influence our attitudes. We
will also explore how they impact the workplace and what this means for managers.
Emotions and Moods
As we begin to delve into a discussion on feelings, we need to have a solid understanding of some basic
terminology. Key words include affect, emotions, and moods. Everyone experiences each of these from time
to time; however, few fully understand the difference. Would you know how to distinguish an emotion from a
mood?
UNIT VII STUDY GUIDE
Attitudes, Emotions, and Impacts
DBA 7420, Organizational Behavior and Comparative Management 2
UNIT x STUDY GUIDE
Title
Whenever we experience something, it tends to affect us in some way. The effect can encompass a broad
range of feelings from good to bad. Regardless of where the effect is on the scale, it is how we feel. An
emotion, in this instance, is a short-lived feeling based upon a specific event that occurred in our life (Robbins
& Judge, 2019). In contrast, a mood is more of a longer-term emotion that is less intense and not necessarily
specific to a life event.
When we consider the many events that occur in the workplace, any of these may trigger an emotion or lead
to a mood. What sets many of us apart from others is something known as emotional intelligence. This
emotional intelligence is an ability to not only be in tune with our emotions and that of others. We need to be
able to understand how we should handle and respond to t.
DBA 7420, Organizational Behavior and Comparative Mana.docxmarilynnhoare
DBA 7420, Organizational Behavior and Comparative Management 1
Course Learning Outcomes for Unit VII
Upon completion of this unit, students should be able to:
6. Examine how differentiating characteristics factor into organizational behavior.
6.1 Summarize motivation in organizations.
6.2 Assess work-related attitudes such as feelings about the job, organization, and people at work.
6.3 Examine emotions and their impact on the job.
Course/Unit
Learning Outcomes
Learning Activity
6.1
Unit Lesson
Unit VII Annotated Bibliography
6.2
Unit Lesson
Chapter 3, pp. 74–94
Chapter 4, pp. 102–128
Unit VII Annotated Bibliography
6.3
Unit Lesson
Chapter 3, pp. 74–94
Chapter 4, pp. 102–128
Unit VII Annotated Bibliography
Reading Assignment
Chapter 3: Attitudes and Job Satisfaction, pp. 74–94
Chapter 4: Emotions and Moods, pp. 102–128
Unit Lesson
Introduction
As humans, we all deal with an influx of emotions and moods daily. How many times have you heard people
dreading that Monday was approaching? How many times have you overheard people celebrating that Friday
arrived? Life happens, and we all must deal with how we feel about that. We have all heard people identify
some as having a good attitude or a bad attitude, but what does that really mean? Many people think of
outlooks or perspectives about something when thinking about attitudes; however, it is much more complex
than that. In this unit, we will learn about emotions and moods and how they can influence our attitudes. We
will also explore how they impact the workplace and what this means for managers.
Emotions and Moods
As we begin to delve into a discussion on feelings, we need to have a solid understanding of some basic
terminology. Key words include affect, emotions, and moods. Everyone experiences each of these from time
to time; however, few fully understand the difference. Would you know how to distinguish an emotion from a
mood?
UNIT VII STUDY GUIDE
Attitudes, Emotions, and Impacts
DBA 7420, Organizational Behavior and Comparative Management 2
UNIT x STUDY GUIDE
Title
Whenever we experience something, it tends to affect us in some way. The effect can encompass a broad
range of feelings from good to bad. Regardless of where the effect is on the scale, it is how we feel. An
emotion, in this instance, is a short-lived feeling based upon a specific event that occurred in our life (Robbins
& Judge, 2019). In contrast, a mood is more of a longer-term emotion that is less intense and not necessarily
specific to a life event.
When we consider the many events that occur in the workplace, any of these may trigger an emotion or lead
to a mood. What sets many of us apart from others is something known as emotional intelligence. This
emotional intelligence is an ability to not only be in tune with our emotions and that of others. We need to be
able to understand how we should handle and respond to t.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
2. Organization leaders are responsible for creating a work environment that enables people to thrive. If turf wars, disagreements and differences of opinion escalate into interpersonal conflict, you must intervene immediately. Not intervening is not an option if you value your organization and your positive culture. In conflict-ridden situations, your mediation skill and interventions are critical.
3. Differences in opinion, can either be with a colleague or a senior or your subordinate as well. There are, in fact, different types of conflicts that can creep up in a workplace.
5. Cause 1. Conflicting Needs Whenever workers compete for scarce resources, recognition, and power in the company's “pecking order”, conflict can occur. Since everyone requires a share of the resources (office space, supplies, the boss's time, or the budget fund) to complete their jobs, it should come as no surprise when the “have-nots” gripe and plot against the “haves”.
6. Cause 2. Conflicting Styles Because individuals are individuals, they differ in the way they approach people and problems. Associates need to understand their own style and learn how to accept conflicting styles. Personality tests, such as Myers-Briggs Personality Type Inventory (MBTI), can help people explore their instinctive personality styles .An example of conflicting styles would be where one worker works best in a very structured environment while another worker works best in an unstructured environment. These two workers could easily drive each other crazy if they constantly work in conflict with one another and do not learn to accept one another's work style.
7. Cause 3. Conflicting Perceptions Just as two or more workers can have conflicting styles, they can also have conflicting perceptions. They may view the same incident in dramatically different ways. .Memos, performance reviews, company rumors, hallway comments, and client feedback are sources for conflicting perceptions. What was meant gets lost in a firestorm of responses to perceived wrongs .Resentment and conflict can also occur when one department is viewed as more valuable to the organization than others.
8. Cause 4. Conflicting Goals Associates may have different viewpoints about an incident, plan, or goal. Problems in the workplace can occur when associates are responsible for different duties in achieving the same goal. The business office is responsible for documenting financial information and getting paid, whereas the nursing staff is responsible for the patient's physical assessment and immediate admission. Both objectives are important and necessary, but may cause conflict.
9. Cause 5. Conflicting Pressures Conflicting pressures can occur when two or more associates or departments are responsible for separate actions with the same deadline.
10. Cause 6. Conflicting Roles Conflicting roles can occur when an associate is asked to perform a function that is outside his job requirements or expertise or another associate is assigned to perform the same job. This situation can contribute to power struggles for territory. This causes intentional or unintentional aggressive or passive-aggressive (sabotage) behavior. Everyone has experienced situations where associates have wielded their power in inappropriate ways.
11. Cause 7. Different Personal Values Conflict can be caused by differing personal values. Segregation in the workplace leads to gossiping, suspicion, and ultimately, conflict (Hart, 2002). Associates need to learn to accept diversity in the workplace and to work as a team.
12. Cause 8. Unpredictable Policies Whenever company policies are changed, inconsistently applied, or non-existent, misunderstandings are likely to occur. Associates need to know and understand company rules and policies; they should not have to guess. Otherwise, unpredictable things can occur such as associates dressing inappropriately or giving out wrong information. The absence of clear policies or policies that are constantly changing can create an environment of uncertainty and conflict (Hart, 2002).
15. If you allow each individual to tell their story to you, you risk polarizing their positions. The person in conflict has a vested interest in making himself or herself “right” if you place yourself in the position of judge and jury. The sole goal of the employee, in this situation, is to convince you of the merits of their case. Do not meet separately with people in conflict.
16. Everyone in your office and every employee with whom the conflicting employees interact, is affected by the stress. People feel as if they are walking on egg shells in the presence of the antagonists. This contributes to the creation of a hostile work environment for other employees. In worst case scenarios, your organization members take sides and your organization is divided. Do not believe, for even a moment, the only people who are affected by the conflict are the participants.
18. Not all conflict ends up, or should end up with a winner and a loser. The most constructive conflicts end up with both parties "winning". Here are some techniques to work towards the Win-Win situation.
19. There are four specific steps managers can take to reduce workplace conflict. The first is for managers to look at communication skills , both in terms of how they communicate and how they are teaching their employees to communicate with each other. This, of course, includes using I statements instead of you language. Owning your own feelings and your own communication is a much more effective way to communicate and even more, teaching your employees to communicate that way with others, goes a long way toward reducing conflict.
20. The second part of communication is for managers to beef up listening skills. Active listening involves things like actually trying to understand what the other person is saying, and then communicating to the other person that you do indeed understand what they are saying.
21. The second way to decrease workplace conflict is to establish healthy boundaries. Without boundaries, there will be conflict and squabbles, power struggles and all kinds of circumstances that make for messy situations.
22. You can be professional and be empathetic and compassionate toward your employees, without crossing the line of becoming their friend. This is especially important when there's a power difference between two people in an employment situation.
23. The third factor to reducing conflict is a skill called emotional intelligence. There are many aspects and facets but it basically means developing skills to be more effective by teaching people to combine both intelligence and emotions in the workplace.
24. Seeing and dealing with employees as human beings with real lives is often overlooked in the busy workplace. People with high emotional intelligence can do this in a professional manner, and maintain appropriate boundaries. Another aspect of EQ is knowing and being sensitive to how employees are experiencing you as a manager. Part of EQ is teaching managers to be sensitive to how theyre coming across to others.
25. The fourth aspect of reducing workplace conflict is setting up behavioral consequences to be used with truly uncooperative employees who are unwilling to change. Despite using all these recommendations, there will be a few employees that just wont change because they are unwilling or unable. That means a manager must explain a consequence, which is an action or sanction that states to the employee the likely outcome of continuing problematic behavior. It will take skills from the three previous points to do this in a non-threatening way.
26. Is there ever a place for anger in the workplace? Yes. When people can say, Wait a minute. I am not happy with this; I don't like what's going on, and they turn that anger into a positive action, then the anger can be seen as a kind of motivator. Sometimes when were in a position where we recognize that we are upset about something, and we use that to our advantage, we can make that work for us, and in the long run, actually work for the company.
27. As employees, the more we can learn to speak up, to be able to say what our needs and our wants are in a healthy way, and not let it fester to the point of rage or explosion, we can use our anger as a motivator to help us take action.
28. Employees can also change their attitude toward their job while putting up with the unpleasant aspects of it. One way to reduce conflict and to be happier is to find a way to shift our perspective and our vision of why were there.