Reading Chapter 10 from Organizational Behaviors (Uhl-Bein, Schermerhorn, and Osborn) resonated with me a professional standpoint as to the types of conflict we are exposed to and the results usually are negative to the persons and company involved. The primary issue in my opinion results in lack of communication, and misaligned management or styles, applied to the job function or tasks. Regardless of what or how we feel, if we decide to remain employed in the current job or future jobs, there will always be conflict. We need to review and reflect what we have control over such as attitude and behavior to sustain in our jobs.
With the various types of conflict you can see the results of a dysfunctional team by reviewing anonmimous surveys provided by the organization and compare to other …show more content…
For example, take a sales team there should be a certain type of flexibility to goals and objectives. If you have X amount of tasks to do, but you gain access to Y which provides more opportunity, then X should be reduced to allow more of Y. When you have the authoritarian or hierarchy management style discussed in Chapter 11, who tend to be bean counters or have experience in an operations setting this is where teams become disjointed. However, there are ways that you can learn to adapt and maintain a less combative work environment, Emotional Intelligence or “EQ”. “Why Good Leaders Make Bad Decisions” (Campbell, Whitehead, Finkelstein) wrote an article in Harvard Business Review and it is boils down to finding the answer in neuroscience. We need to understand the human brain and how we form judgments. From an evolution perspective good decision making is hard wired to act or ignore based on our memories, to result in survival. Remember from my prior writings we make the majority of our decisions
With the various types of conflict you can see the results of a dysfunctional team by reviewing anonmimous surveys provided by the organization and compare to other …show more content…
For example, take a sales team there should be a certain type of flexibility to goals and objectives. If you have X amount of tasks to do, but you gain access to Y which provides more opportunity, then X should be reduced to allow more of Y. When you have the authoritarian or hierarchy management style discussed in Chapter 11, who tend to be bean counters or have experience in an operations setting this is where teams become disjointed. However, there are ways that you can learn to adapt and maintain a less combative work environment, Emotional Intelligence or “EQ”. “Why Good Leaders Make Bad Decisions” (Campbell, Whitehead, Finkelstein) wrote an article in Harvard Business Review and it is boils down to finding the answer in neuroscience. We need to understand the human brain and how we form judgments. From an evolution perspective good decision making is hard wired to act or ignore based on our memories, to result in survival. Remember from my prior writings we make the majority of our decisions