USA: +1(669)289-8683 
Sign in
|
Assignment 2: Conflicts and Communication Barriers
By Tuesday, November 5, 2013, read the following article from the Argosy University online library: Adkins, B. (2006, May 29). The answer to workplace conflict: communication. Fort Worth Business Press, 19(22), 25. Using this article as a resource, create a 3-4-page paper following APA guidelines on the methods of using conflict to overcome communication barriers. In the paper: Present a brief example of a specific organizational conflict. The example can be imaginary or drawn from your experience. The example should clearly outline the conflicting interests and parties.Present an analysis of the conflict along with its causes and symptoms.Describe methods of using the conflict to identify communication barriers.Describe methods of using the conflict to overcome communication barriers. By Friday, November 8, 2013, post the paper on the methods of using conflict to overcome communication barriers to the appropriate Discussion Area. All written assignments and responses should follow APA guidelines for writing style, spelling and grammar, and citation of sources.
To consolidate your work by Sunday, November 10, 2013, revise and rewrite your original paper incorporating suggestions made by your peers or to others in the classroom and submit the updated version to the M3: Assignment 2 Dropbox. Grading Criteria Maximum Points Correctly identified an organizational conflict1Provided an analysis of at least one conflict in an organization1Provided method of using the conflict to identify communication barriers1Provided method of using the conflict to overcome communication barriers1Posted a review of the submissions of at least two peers1Revised paper incorporating suggestions1Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.2Total 8 |
Zl – JWM 4. MM Ftrt Wirtt uaun ftm 25
The answer to workplace conflict: communication
U
nmanaged conflicts in the
workplace lower the quality of
work life. That’s unfortunate
since we spend such a huge amount of
our life at work. I’m surprised at the
number of people who have told me, “I
love my job but can’t stand coming in
to work.” Tension created by strained
relationships causes lots of unneces-
sary stress.
Conflicts can be created because of
different styles or methods. But I see a
lot of conflict created because of incor-
rect assumptions and interpretations of
what others do and say. I hear things
like, “She’s secretive and untrustwor-
thy.” “He’s manipulative.” “She’s con-
trolling.” “He’s vindictive and threat-
ening.” Such comments about co-work-
ers and managers frequently have noth-
ing to do with the reality of the situa-
tion. We place our own interpretation
on what others do and say – and our
perceptions arc often very wrong.
I recently helped a department that
had developed a culture of gossip,
rumor and mistrust. Employees com-
plained about supervisors, supervisors
complained about employees, employ-
ees complained about other employees,
and managers complained about other
managers. But nobody directly
addressed the person or persons with
whom they had the problem. In the
past, the director had brought in other
consultants to try and improve commu-
art fi Hallman has watched its
w and prosper. Reliable and
lationships that become lifelong
home and we’re here to stay.
KELLY HART & iULLMAN ILP
ATTORNEYS AT LAW
nication. But nothing changed. The
employees believed that nothing ever
would, and openly said so.
One problem was their lack of
knowledge regarding how to have the
important conversations needed when
there were conflicts and upset feelings.
It’s a common problem in many organ-
izations. Someone does or says some-
thing that makes another angry. That
person then complains about it to oth-
ers. This is how gossip starts. It’s also
common to see both overt and subtle
power struggles played out that add to
lowered quality of work life.
The director, employees and super-
visors all learned how to have produc-
tive conversations instead of wasting
time on power-and-rights struggles.
They also individually committed to an
agreement for future behavior. They
agreed to meet with anyone and discuss
their issue. They have implemented a
process of having effective conversa-
tions without defensiveness, power
struggles and rights contests. It is a
much better option that has resulted in
improved work relations, job satisfac-
tion and increased productivity.
How are workplace conflicts man-
aged in your organization? Do you
have power-and-rights contests, or pro-
ductive conversations?
Ben Adkins can be reached at 817-313-1693 or
e-mailed at ben@trainmgspeakirtg.com.
Average
household net
worth of our
readers is
$978,582.
Are you
reaching that
house?
Fort WorthBusiness Press
