>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 1 © Unitec New Zealand PROFESSIONALISM AND...

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT

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© Unitec New Zealand

PROFESSIONALISM AND

INTERPERSONAL CONFLICT


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PROFESSIONALISM

DRESS


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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

http://www.ipenz.org.nz/IPENZ/About_Us/IPENZ_Code_of_Ethics.cfm


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PROFESSIONALISM

Johari Window, Luft (1984).


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PROFESSIONALISM

Professionalism in Groups•Norms•Participation and interaction•Reluctant communicators•Maintaining Relationships•Group think (encourage brainstorming…not conflict)


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PROFESSIONALISM

Professionalism in the use of Written Language•Emails•Business Writing•etc


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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/

http://www.nziob.org.nz/membership

http://www.careerbuilder.com/Article/CB-1382-Workplace-Issues-Quiz-How-Ethical-Are-You/


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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



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Conflict is a natural process especially in the Construction Sector•Lots of Players in the Process•Multiple Boundary Conditions


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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.


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CONFLICT CYCLES

TR

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F T

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AFTERMATH

Failure to resolve differences at this point could result in dispute

Dis

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PERCEIVED

MANIFEST


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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


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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


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


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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)


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

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 1 © Unitec New Zealand PROFESSIONALISM AND...

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