It is true! The conflict arises from differences!
When we see people in teams, we can verify that their differences in terms of power, values and attitudes are going to contribute to the creation of conflicts and to avoid the negative consequences that may result from these differences, conflict resolution must be made quickly and openly.
In one of the latest articles written here I made reference to the great benefit that the analysis of networks may have to observe and identify the group dynamics of innovation.
“To what extent mapping is useful in resolving conflicts that hinder the pace of implementation desired?
If a person is an important node in the innovation process, which is the result caused by his disappearance of the network?
The connections have a cost to organizations and so it seems to be easy to understand that good management of the networks not only allows the development of a climate of satisfaction as makes it easy to change when necessary within organizations.”
We know that the conflict is not necessarily destructive and that when managed properly, can result in benefits for a team.
Often at the origin of the conflicts are factors of communication, structural factors and personal factors.
Often, barriers, dams of communication are among the most important factors, but this is not new.
The silences are the most difficult obstacles to overcome, because terminate the absence of return. For many questions that we do, the response has been slow or not enough. These silences can be well represented (lateral points without connections) in the resulting image held by Tim Kastelle mapping (see: Network analysis in innovation may surprise us)
The walls erected to communication are often synonyms of insecurity or weak result from specific skills and inadequate sharing of information and sometimes has as underlying a power struggle that generates conflicts.
On the other hand, also favor the conflict differences of interpretation and perception.
But structural differences that give rise to conflict include the dimension and the Organization’s systems, or its lack of stability at the workstation, as is the case of turnover. Participation levels in work teams can be detected in the mapping of connections and are capable of resolution by management.
Although it is possible to detect by mapping the connections that many factors are potentially generators of conflict, we must rely on those hidden eventually and that arise in relations of interdependence between the employees of an organization.
Managers often spend much of its work plan with the personal factors including lack of self-esteem of the contributor, and the weak definition of personal objectives which in no way contribute to the smooth functioning of teams of innovation.
The methodology presented by Tim Kastelle has suggested to me many forms of applicability. This was an attempt to raise the veil on the possibility of identifying and resolving conflicts on the basis of observation of the mapping of connections.
Conflicts in organizations are potential barriers to innovation until they are resolved.
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