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Effect of technology on student learning
Effect of technology on student learning
Current case study of conflict resolution in workplace
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Introduction
Working for e-learning project requires various personal with different capabilities to work together in a project. As such, communication is necessary among team-mates. People do have different needs, preference, opinions belief and value. As Wall Jr & Callister, R. (1995) suggested, the definition hold that: “conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party”. When they come in contact with each other in working on projects, they may not accept other’s decision. This causes conflict to occur among one another. While some conflict may be useful in making decisions, most of the time it can cause stress, loss of confidence and unhappiness within the team. Conflicts not only affect personal, it will also cause an organisation to waste their time in handling unhelpful conflict which indirectly cause low productivity.
Challenge in workplace
In the SAF, the traditional methods of teaching are slowly being replaced with the integration of new mobile technologies to develop the cadets’ capacity and ability to learn beyond pedagogical changes for competent performance in the 3rd Generation operating environment. The main scope for the project team is to handle courseware conversion of existing training materials from traditional hardcopy notes and books into digital copy for e-learning purpose.
The project involves interacting with different personal and providing different inputs to create the courseware. No matter which phrase of development the team is working on, there will be tendency for the team to face some form of conflict with one another: The common conflicts that the project team would face are as follows: (1) projects having scope cr...
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...ister, R. (1995). Conflict and its Management. Journal Of Management, 21(3), 515.
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4. Ayoko, O. B., Callan, V. J., & Härtel, C.,E.J. (2003). WORKPLACE CONFLICT, BULLYING, AND COUNTERPRODUCTIVE BEHAVIORS. International Journal of Organizational Analysis, 11(4), 283-301. Retrieved from http://search.proquest.com/docview/198740487?accountid=28158
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...ure that their team stays motivated, and to be aware of the emotions of the individuals within the team. This, along with proper communication will allow the leader to address any questions or resolve any conflicts that may arise. Questions and conflicts are inevitable within any team. Although, conflicts and questions during the process of the project can become beneficial to the overall success of the team. The team can learn how to better communicate as well as how to ask better questions, ensuring future conflicts will stay to a minimum (module 5 lecture pages, n.d.).
Seagriff, B. L. (2010). Keep Your Lunch Money: Alleviating Workplace Bullying with Mediation. Ohio State Journal on Dispute Resolution, 25(2), 575-602. Retrieved from EBSCOhost Database (AN: 51613327)
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
Along with the preparation for conflict resolutions, understanding the situation in the team during the conflict is important. Clarifying positions along with listing the facts and all the necessary analyzation of the particular situation helps in resolving the conflict in a team. Applying this process can effectively address and resolve the conflict in a
Conflict, when managed effectively, can be constructive. Conflict theorists have labeled this type of conflict as “C-Type Conflict or cognitive conflict” (Amason, Hochwarter, Thompson & Harrison, 1995, p. 22). Conflict of this type is usually centered on issue or opinion related differences and has a positive effect on the team. It increases team member involvement by allowing each member to speak his or her opinion or idea and evaluate the opinions or ideas of others. People change and grow personally from dealing with this type of positive conflict and team cohesiveness is created. Ultimately, “C-Type Conflict” results in a solution to the problem or agreement amongst team members.
It has been estimated in a study by the American Management Association that managers spend between 20% to as much as 50% of their times dealing with conflict among their employees (American Sentinel, 2012). When workplace conflicts are left unresolved they can lead to dissatisfaction, depression and other problems such as aggression and violence (Whitworth 2008). The negative, sometimes hostile, environment created by unresolved conflict has been recognized to be a hazard not only to staff, but also to patient care (The Joint Commission 2008).
Simply put, conflict is the disagreement and disharmony that occurs in groups when differences are expressed regarding ideas, methods, and/or members (Engleberg, Wynn, and Schuttler, 2003). Conflict among teams or groups develops in many ways. In developing an effective team, members will generally experience the five stages of evolution: Forming, Storming, Norming, Performing, and Adjourning. The storming and norming stages deal with the process of conflict (storming) and resolution (norming). During the storming stage, exact conflict has not yet been identified, and therefore chaos, disorganization, and disputes are apparent.
Although there is a plethora of possible sources of conflict in any workplace, the ones in this case are rather explicit. These include personal differences, Informal deficiencies’, role incompatibility, environment stress, perceptions, and expectations. Personal differences could be related to personal values, physiognomies, family bonds or ties, and material belongings.
Before understanding how to deal with conflict, one must understand what conflict is. Conflict can be defined as, “any situation in which incompatible goals, cognitions, or emotions within or between individuals or groups lead to opposition or antagonistic interaction” (Learning Team Toolkit, 2004, pp 242-243). Does the idea of conflict always have to carry a negative connotation? The growth and development of society would be a great deal slower if people never challenged each other’s ideas. The Learning Team Toolkit discusses three different views of conflict: traditiona...
workplace include greater total resources, greater knowledge band and a greater source of ideas. However, these advantages can also bring on conflict within teams and the entire workplace. Varney (1989) reported that conflict remained the number one problem within a large company. This was after several attempts were made to train management in conflict resolutions and procedures. However, the conflict remained. The conflict possibly remains because the managers and leaders did not pay attention to the seriousness of the issue. In order to maintain an effective team, leaders and team members must know and be proactive in the conflict resolution techniques and procedures.
Donovan, J. H. (1998). Butting heads in the workplace. Quality Progress, 31(5), 33-35. Retrieved April 3, 2011, from ABI/INFORM Global.
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Conflict is a basic aspect of teamwork (Levi, 2001), since the number of decisions that a team needs to make often evokes feelings of discomfort and stress. Conflict very often arises from a clash of different working style, ideas, interests, needs, and wants. Team conflicts can be due to high stress level. It has been experienced that in teamwork there can be conflicts and conflicts creates dissatisfaction among the employees. It is important that conflicts be addressed in such a way that it has adverse effect and it is very important to address the conflicts on the spot otherwise it would be difficult to handle the conflicts. (Jehn, 1995).When team member s disagree about the task themselves that how these tasks should be performed then task related conflicts occurs. It is also called task led-conflicts, it occurs when persons disagree over the understanding of tasks and their goals it is a disagreement between two team members in a group over the decisions. They have differences of opinions about a certain issue. (Stewart, Sims & Manz, 1999). Disagreement can be caused by differences in viewpoint and values, differences of opinion about tasks and differences in expectation about the impact of decisions (Levi, 2001).
Conflicts transpire as the team develops and moves through the different stages listed in section 3.0. Additionally, conflicts could also arise from lack of leadership that leads to unclear and conflicting goals. The lack of communication from the leader would result in uncertainty to the contribution and commitment of each individual (The University of Melbourne, 2013). This conflict can be resolved by regularly reviewing the work and improving the communication between each individual (Johnson, 2015). Another large conflict that arises is the unfair distribution of work to each person. Whilst it is important for each individual to adapt to every Belbin role that is needed, one must not receive more or less work. The unequal distribution could lead to resentment, inefficiency and the unfairness of a member not contributing but still receiving the marks. All these conflicts can be resolved promptly before it hinder on the work quality. The team should identify the causes of conflict, state their effect on the team and negotiate a solution that suits all. Most importantly, the team should communicate regularly and be proactive about any situations (The University of Melbourne,