Confucius said, "A man living without conflicts, as if he never lives at all." (Confucius, n.d.). Conflict is an innate aspect of life. Conflict can be damaging, directing the participants to magnify negative emotions and attitudes toward each other and waste needless energy that can be rather spent more productively. Conflict can also aggravate differences and result in divisions and polarization between the conflicting groups of people. However, if managed well, conflict can be constructive, allowing the conflicting parties to release negative feelings and tension and take advantage of the resolution to maintain understanding and collaboration. (O’Reardon, 2011). Whether as an individual or group, the capability to tackle problems using collaborative
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Throughout my career, I have been working under the supervision of architects and designers and in command of contractors and technicians. In order for a project to materialize and meet and, sometimes, exceed the clients’ expectations; the whole team of designers, technical drafters like myself and contractors need to work collaboratively in harmony. In such business, it is not uncommon for team members to sometimes to underestimate the significance of other team members’ contribution and do not give that member proper credit, in a job that puts great emphasis on motivation and drive. Consequently, some lower ranking members in the project may be underpaid to maintain a higher profit margin. On the other hand, the underpaid, uncredited and demotivated workers are prone to making mistakes and may neglect some details that, consequently, becomes my responsibility. In such situations, I have usually used the interpersonal assertiveness skills to tackle the conflict. To avoid taking blame for mistakes that I am, in fact, not responsible for, I persistently make my needs and expectations clear for the contractors. I sometimes display my anger and dissatisfaction in a respectful manner, as I am aware of the rights of others as well. On the other hand, I constantly communicate with my supervisors and stress that it is crucial to consider raising compensations to the contractors and myself whenever I feel that it is …show more content…
(Mind Tools Editorial Team, n.d.). Contractors and technicians lack motivation. Mistakes and errors in applications of the designed projects are more frequent due to negligence and carelessness of some contractors and technicians. Also, promised delivery dates and deadlines are more frequently delayed and not met.
The fourth step will be identifying the root causes. (Mind Tools Editorial Team, n.d.). With the pressure of competition, project managers advised the designers to cut budgets to increase profitability and to increase the speed of work to accommodate extra projects, which in turn, reflected on the contractors by adding more tasks with no extra compensation. The lack of motivation is the main factor leading to negligence and carelessness.
The fifth, and final step will be recommending and implementing solutions. Workers will have to be credited for their work and rewarded fairly for extra work and effort and their work should be acknowledged and appreciated by designers and managers. Considerations should be made to accept less projects and focus on quality rather than quantity. Risk factors will be that competitors may out-speed our delivery
Throughout my career, I have been working under the supervision of architects and designers and in command of contractors and technicians. In order for a project to materialize and meet and, sometimes, exceed the clients’ expectations; the whole team of designers, technical drafters like myself and contractors need to work collaboratively in harmony. In such business, it is not uncommon for team members to sometimes to underestimate the significance of other team members’ contribution and do not give that member proper credit, in a job that puts great emphasis on motivation and drive. Consequently, some lower ranking members in the project may be underpaid to maintain a higher profit margin. On the other hand, the underpaid, uncredited and demotivated workers are prone to making mistakes and may neglect some details that, consequently, becomes my responsibility. In such situations, I have usually used the interpersonal assertiveness skills to tackle the conflict. To avoid taking blame for mistakes that I am, in fact, not responsible for, I persistently make my needs and expectations clear for the contractors. I sometimes display my anger and dissatisfaction in a respectful manner, as I am aware of the rights of others as well. On the other hand, I constantly communicate with my supervisors and stress that it is crucial to consider raising compensations to the contractors and myself whenever I feel that it is …show more content…
(Mind Tools Editorial Team, n.d.). Contractors and technicians lack motivation. Mistakes and errors in applications of the designed projects are more frequent due to negligence and carelessness of some contractors and technicians. Also, promised delivery dates and deadlines are more frequently delayed and not met.
The fourth step will be identifying the root causes. (Mind Tools Editorial Team, n.d.). With the pressure of competition, project managers advised the designers to cut budgets to increase profitability and to increase the speed of work to accommodate extra projects, which in turn, reflected on the contractors by adding more tasks with no extra compensation. The lack of motivation is the main factor leading to negligence and carelessness.
The fifth, and final step will be recommending and implementing solutions. Workers will have to be credited for their work and rewarded fairly for extra work and effort and their work should be acknowledged and appreciated by designers and managers. Considerations should be made to accept less projects and focus on quality rather than quantity. Risk factors will be that competitors may out-speed our delivery