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GRA 530 (3)
Chapter 1&2

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Ryerson University
Graphic Communications
GRA 530
Natalia Gilewicz

Week 3 Sept 21st, 2011 Types of Conflicts  Relationship (Affective): A lot of hang-ups lie in this area because it involves feelings and emotions  Task (Cognitive): Easier to resolve, not emotional more rational problems  Process: How task will be accomplished (people have different ideas on how to complete tasks).  Conflict can be positive (Avoid Groupthink) and of course can be also negative (People feelings get hurt) Positive vs. Negative Conflict  Partnerships from positive conflicts  Selfish conflicts lead to "finger-pointing"  Conflict has a "Flow" . Negative conflict flow  People get defensive towards criticism  Fightfires" so much conflict every task becomes urgent Positive conflict flow  Conflict in good teams is clearly defined  Develop rules for how to fight (ex. every suggestion supported by 3 positive and 3 negative points - you will all be contributing, forced to see both sides)  Synergy: when you work together to come up with something better than you would alone  Task-related problems can escalate and become personal attacks/conflict later on Managing Conflict  Take conflict back to team vision to try and simply conflict  Use of HR to try and help solve conflict (Usually in large corporation)  Sometimes if HR can't solve an issue a third party is brought in to try and give a fresh approach to solve an issue (Happens a lot in Unions).  Sometime to overcome a conflict you have to move people out of the situation. (Sometimes people don't enjoy where they are management should recognize this)  Meeting face to face will often help conflict  Someone who is Accommodating is Cooperative but Unassertive (Then to fall into Groupthink)  Competing people are Assertive but Uncooperative (This is positive in a group where now one can make a decision) this is appropriate as well when a decision need to be made quick.  Collaborating Assertive and cooperative this is really hard to achieve. (But the best solution). Conflict management (Self) The Thomas-Kilmann conflict modes 1. Avoiding: dodges conflict 2. Accommodating: cooperative but not assertive, caught in group consensus (not a strong decision-maker) 3. Competing: assertive but uncooperative, appropriate when decisions need to be made immediately, lay-offs 4. Collaborating: hard to achieve, takes a lot of time 5. Compromising: come up with what suits people best, can be lose-lose situation Hot Buttons  Stuff that people do that makes everyone else angry  Aloof: Isolating/not seeking input/hard to approach  Abrasive: sarcasm is seen as rude in Canadian culture  Hostile: common in the industry, loud work environment  Micro-managing: does not show trust  Unappreciative: found in a team environment  Unreliable: Misses Deadlines (etc)  Untrustworthy: exploit others, take undeserved credit Chapter 1: Project Management is the new Critical Leadership Skill  Generally people work in projects/teams all the time, but project management is a new discipline  PM includes: Communication/Estimating costs/ Building teams/working with diversity/ It has a measure of success  The people involved in PM; o The first level should be the company executives o The second level is the functional managers/ a
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