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>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM AND
INTERPERSONAL CONFLICT
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
DRESS
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
WHAT ARE THE QUALITIES OF A PROFESSIONAL?•INTEGRITY, •VALUES•BELIEFS•ATTITUDES, •TRUST & RESPECT•HONESTY•POWER, INFLUENCE AND CONTROL•ETHICS BEHAVIOUR•OPINIONS •PERSUASION AND EMOTIONAL INTERATIONS•DISAGREEMENT, AGREEMENT•ARGUMENT VS AGRRESSION•STRESS and ITS IMPACT ON COMMUNICATION•Creating Trust•http://www.ipenz.org.nz/IPENZ/About_Us/IPENZ_Code_of_Ethics.cfm
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
Johari Window, Luft (1984).
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
Professionalism in Groups•Norms•Participation and interaction•Reluctant communicators•Maintaining Relationships•Group think (encourage brainstorming…not conflict)
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
Professionalism in the use of Written Language•Emails•Business Writing•etc
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
MANAGING ETHICAL ASPECTS•The Categorical Rule
• Could society continue to function if everybody acted this way?•The Utilitarian Rule
• Does it do the greatest good over the greatest period of time?•The Golden Rule
• Is this the way I would like to be treated?•The Professional Ethics Rule
• How would this be judged by my peers?•The Publicity Test.
• Would you be comfortable if this went public?
http://www.nziob.org.nz/membership
http://www.careerbuilder.com/Article/CB-1382-Workplace-Issues-Quiz-How-Ethical-Are-You/
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
PROFESSIONALISM
Skill Builder
20 Minutes – Communication Ethics Scenario20 Minutes for feedback and discussion
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT >>DEPARTMENT TITLE EDIT IN HEADER & FOOTER
INTERPERSONAL CONFLICT
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
INTERPERSONAL CONFLICT
Conflict is a natural process especially in the Construction Sector•Lots of Players in the Process•Multiple Boundary Conditions
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
INTERPERSONAL CONFLICT
Types of Conflict?•Frustrations•Simple misunderstandings•Mistakes•Hidden agendas•Relationship •Goal incompatibility•Induced•Violent & Non-Violent
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT © Unitec New Zealand
CAUSES OF CONFLICT
Scarce Resources
May include money, materials, people, or information.
GoalDifferences
People have different goals or different interpretations of the same goal.
Boundary Ambiguities
Disagreement about who has responsibility for tasks & resources.
Power & Status Differences
One individual has (tries to have) influence over another.
Personality Clashes
Differences in personality, attitudes, values or beliefs may mean two people don’t get along.
Communication Breakdown
False impressions or misunderstandings from differences in communication styles.
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
CONFLICT CYCLES
TR
AIN
ON
RE
LAT
ION
SH
IP –
D
EG
RE
E O
F T
EN
SIO
N
AFTERMATH
Failure to resolve differences at this point could result in dispute
Dis
ag
ree
me
nt
Co
nfr
on
tatio
n
Esc
ala
tion
De
-esc
ala
tion
Co
nfli
ct
Re
solu
tion
Co
nfli
ct A
fte
rma
th
FELT
PERCEIVED
MANIFEST
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
INTERPERSONAL CONFLICT
Conflict vs Dispute
Incompatible Interests – can be managed
Result of Conflict Escalation – unresolved
Once issue in dispute, individuals judged by what they have written down
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
INTERPERSONAL CONFLICT
Thomas-Kilmann Conflict Mode Instrument
Level of Assertiveness
Level of Assertiveness
Level of Cooperation
Level of Cooperation
Ideal Situation – open
participation
Ideal Situation – open
participation
Disruptive behaviours
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
Interpersonal Conflict
How can we manage or reduce conflict?
•High levels of communication
•Ensure planning has been completed before project starts (information complete, limit changes, don’t provide too much information)
•Encourage participation
•Supportive climate with positive emotional expressions
•Be open
•Apply a cooperative approach to managing the conflict
>>DEPARTMENT TITLE EDIT IN HEADER & FOOTER
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
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© Unitec New Zealand
Explore and define the problem
Generate alternative solutions
Implement the solution
Ongoing review of all aspects of the process
Select a preferred solution
Input (problem - quality gap)
Output (solution)
>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT
Interpersonal Conflict
Skill Builder
Scenarios:
•Students not turning up to class given their role as a team member?
•Team member failing to contribute equally on team project
•Team member failing to meet deadlines
•After agreement has been reached by the team as to what actions are to be undertaken, one team member changes what was agreed without consulting the team.
•Disagreement over outputs/outcomes for the team
>>DEPARTMENT TITLE EDIT IN HEADER & FOOTER