October 19th, 2009 | 
Author: It is inevitable disagreements arise when one is employed at a team. The existence of disagreements / conflicts during the daily work might be desirable. The conflict assures the permanence of the interest and of the sense of responsibility and encourages new kind of solutions.
The conflict is a process that must clear up, not be eliminated. The conflict, it is not to “fight”, neither must it be taken as anything personal, but like an ideas exchange.
Many conflicts sources are born straight of the nature itself of the work. The important thing is to be able to identify these conflict points, to be able to intervene opportunely. The following points are the most common conflicts:
- Priorities: project petitioners, have different points of view about the correct succession of the activities and tasks.
- Procedures: There are disagreements about how it must manage / request itself things in the company; for example, on the dependencies and responsibilities, the operative needs, the agreements of interdepartmental collaboration.
- Technical opinions: the opinion disagreements about the best way of reaching the same targets, when the work needs technical solutions.
- Endowment of personnel and allocation of responsibilities: Conflicts are caused about how distributing the personnel between several different projects
- Calendars: The eternal problem topic. It is a permanent tension source. The difficulty appears with so much frequency because we operate with estimations about the future, and the future rarely can be predicted by certainty.
- Shocks of Personalities: The differences not always are technical; sometimes they turn about questions of style of doing the things or points of pride as the professional categories, the share-out of the power and of attributions, the self-esteem and the friends or favor.
Of course more conflict motives exist, adds yours …
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