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Transcript

Empowering Women in Construction

The intensity & frequency is dependent on the ideologies of conflict held by the individuals or group concerned:

  • Unitary ideology – that all members of the organization, despite the diversities, have common objectives & values that unite their efforts
  • Pluralist ideology – that organizations are political coalitions of diverse individuals & groups with their own interests
  • Radical ideology – that inequality exists whereby those in power exploit others by indoctrinating & coercing the legitimacy of the imbalance

Nature of Conflict

Empowering Women in Construction

  • Latent Conflict – exists when frustration is experienced
  • Perceived Conflict – is perceived when the differences become apparent & the frustration is voiced – conscious awareness
  • Felt Conflict – at this stage conflict becomes personalized with strong feelings developed & attached – progressed beyond mere intellectual awareness
  • Manifested Conflict – there is observable conflict behavior with the aim of preventing or frustrating the attainment of the opponent’s goals
  • Conflict Aftermath – either the conflict is successfully resolved, leading to a new perspective of a new reality, or if unresolved, becomes the basis for the next episode of conflict at a more intense level

Stages of Conflict

Empowering Women in Construction

Conflict Management strategies

  1. Competing
  2. Accommodating
  3. Avoiding
  4. Compromising
  5. Collaborating

Empowering Women in Construction

Empowering Women in Construction

  • When quick, decisive action is vital (e.g., emergencies)
  • On important issues which require unpopular actions (e.g., cost-cutting, discipline, enforcing unpopular rules)
  • On issues vital to the group’s welfare when you know you are right.
  • Against people who take advantage of noncompetitive behaviour.

Competing

Empowering Women in Construction

  • When you know you are wrong, to allow a better position to be heard, to learn, to show reasonableness.
  • When issues are more important to others than to you, to satisfy others and maintain cooperation.
  • To build “social credits” for later issues.
  • To minimize loss when you are outmatched and losing.
  • When harmony and stability are especially important.
  • To allow subordinates to develop by learning from mistakes.

Accommodating

Empowering Women in Construction

  • When an issue is trivial, or more essential issues are pressing.
  • When you perceive no chance of satisfying your concerns.
  • When potential disruption outweighs the benefits of resolution.
  • When gathering information supersedes immediate decision.
  • When others can resolve the conflict more effectively.
  • When issues seem tangential or symptomatic of other issues.

Avoiding

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Empowering Women in Construction

Compromising

  • When goals are important, but not worth the effort or potential disruption of more assertive modes
  • When opponents with equal power are committed to mutually exclusive goals.
  • To achieve temporary settlements to complex issues.
  • To arrive at expedient solutions under time pressures.
  • As a backup when collaboration or competition is unsuccessful.

Empowering Women in Construction

Collaborating

  • To find an integrative solution when both sets of concerns are too important to be compromised.
  • When your objective is to learn
  • To merge insights from people with different perspectives.
  • To gain commitment by incorporating concerns into a consensus.
  • To work through feelings which have interfered with a relationship.

Empowering Women in Construction

Empowering Women in Construction

  • Develop a culture of negotiation rather than confrontation
  • Develop relationships of honesty & trust
  • Mitigate against conflict by creating

Managing conflict

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Empowering Women in Construction

Tjosvold’s “Co-operative Conflict Model”:

  1. Agreement – An agreement that leaves one party feeling exploited or defeated will tend to breed resentment & subsequent conflict. Therefore, equitable & fair agreements should be the goal
  2. Stronger Relationships – Buelens (2002) maintains “good agreements enable the conflicting parties to build bridges & goodwill & trust for future use. Moreover, the conflicting parties who trust each other are more likely to keep their end of the bargain
  3. Learning – Functional conflict can promote greater self-awareness & creative problem solving

Managing conflict

Empowering Women in Construction

  • Re-direct immediate behaviour –re-focusing of attention on new issues or alternatives, thereby altering the flow of information & providing new tactical options
  • Re-allocate relevant resources – this fosters the altering of the level of interdependence by redirecting dependencies on specific relevant resources
  • Re-frame perspectives on the conflict – this endeavours to alter the perceptions & perspectives through which parties understand & assign meaning to events & actions. This strategy relies heavily on the ability to activate change through persuasion & education
  • Re-align underlying structural forces – this attempts to alter the formal bases of relationship, & is based on a system-wide & long-term focus rather than on the short-term interests of the individuals

Conflict management strategies

Empowering Women in Construction

  • Various types of conflict are inevitable because they are triggered by a wide variety of antecedents
  • Too little conflict may be as counterproductive as too much
  • All levels of management have an important role to play in conflict management
  • Neither workers nor management can continue to operate in an adversarial environment when competitors have moved on to a co-operative structure where aggressive energies are focused outward rather than inward
  • No one model or style of conflict management is the answer to all conflicts: the approach depends on the nature of the conflict, the timing of the conflict & the party or parties involved.
  • This necessitates the adoption of a “contingency approach”

Conclusions

Empowering Women in Construction

Effective teamwork is crucial in the construction industry for achieving project success. It enables the coordination and collaboration of diverse professionals, ensuring efficient project delivery, and fostering a positive work environment. Strong teamwork enhances productivity, maximises resources, and improves overall project outcomes.

The Importance of Effective Teamwork

Empowering Women in Construction

Clear Roles and Responsibilities: Clearly defining and assigning roles and responsibilities to team members is essential. This clarity minimizes confusion, avoids duplication of efforts, and ensures that everyone understands their contributions to the project. Open and Transparent Communication: Open communication is fundamental for effective teamwork in construction. Encouraging team members to express their ideas, concerns, and feedback openly fosters a culture of collaboration. Transparent communication helps avoid misunderstandings, promotes better decision-making, and strengthens working relationships. Mutual Respect and Trust: Building a team environment based on mutual respect and trust is vital. Respecting diverse perspectives, expertise, and experiences fosters a positive and inclusive atmosphere. Trust among team members enhances collaboration, encourages open dialogue, and promotes innovative problem-solving.

Key Elements of Successful Teams

Empowering Women in Construction

Collaboration and Cooperation: Successful teams in construction emphasise collaboration and cooperation. Encouraging team members to work together, share knowledge, and support one another fosters synergy and maximizes collective strengths. Collaborative approaches enhance problem-solving, boost creativity, and drive project success. Accountability and Support: Each team member must take accountability for their assigned tasks and deliverables. Establishing a culture of individual and collective accountability ensures the timely completion of work and project milestones. Providing support, resources, and guidance to team members helps them overcome challenges and achieve their goals effectively. Encouraging Diversity and Inclusion: Embracing diversity and inclusion in construction teams leads to better outcomes. By promoting diversity in terms of gender, ethnicity, background, and perspectives, teams benefit from a wider range of ideas and approaches. Inclusive environments foster creativity, innovation, and a more comprehensive understanding of client needs.

Key Elements of Successful Teams