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Conflict of Director's Editing - Coggle Diagram
Conflict of Director's Editing
Positive
Opportunity to improve Human Skills
Interpersonal Skills
Active Listening
Respect for team members sharing thoughts and ideas
Ability to withhold judgement
Feedback given constructively and accepted gratefully
Empathy
Understanding and compromising
Feelings of team members considered
Mutually respectful environemnt maintained where opinions can be shared safely
Co-operation
Strong team cohesivness
Tasks completed efficiently and with quality
Planning and decision making managed positively
Structured and productive team work environment
Team before individual mentality
Motivating environment
Team bonding
All individual's treated equally and respectfully
Emotional Intelligence
Self-Awareness
Constructive Communication when opinions differ
Ability to debate without arguments arising
Respectful of different points of view
Emotions remain rational
Team members do not become "hot-headed"
Ability to have passionate debates
Honest and fair critiques of ideas given and accepted
Verbal and Physical altercations do not occur
Courtesy, Manners and Respect are always displayed
Body langue and perception of self remains professional at all times
Company image and expectation of staff behavior is maintained as professional
Encouragement of C-Type Conflict
The Devils Advocacy Program
Superior in overall results and ideas generated than Nominal Group Technique
Ideal for a manager and team of subordinates
Manager can play role of critique
Encourages passionate debate in a controlled environment
Opinions and Ideas can be shared and judged without destructive conflict arising
Freedom of Speech
Brainstorming
Build on everyone's ideas
Group Think
Formulate as many ideas as possible
Nominal Group Technique
Benefits groups of shy individuals
Allows for individual reflection time as well as group
Allows for expression without fear of judgment
Negative
Result in verbal and/or physical argument
Resources required for HR or manager to investigate incident (time)
Investigations
Verbal/Written Warnings
Retraining
Company behavioural expectations
Team work
Positive leadership (for man who stated he was the director)
Process Management/Restructure
Reduction in emotional wellbeing
Increase in absenteeism
Reduction in morale
Anxiety/Depression
Counselling Services made available to employee $$
Poor example of acceptable behavior displayed to other subordinates
Loss/Termination of employee
Understaffed
Additional Pressure on remaining employee's to take on workload
Recruitment resources needed to replace employee $$
Training needed for replacement employee (time)
Breakdown in team cohesiveness
Task not completed
Department Deadline not met
Edited Piece not used in program
Threat to manager of reduction to ratings $$
Team or Department restructure to separate clashing subordinates
Simple tasks result in tension and conflict
Third-Party required to mediate meetings/collaborative tasks (time)