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

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 2 © Unitec New Zealand PROFESSIONALISM DRESS

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 3 © 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

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 4 © Unitec New Zealand PROFESSIONALISM Johari Window, Luft (1984).

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 5 © 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 6 © Unitec New Zealand PROFESSIONALISM Professionalism in the use of Written Language s Business Writing etc

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 7 © 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?

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 8 © Unitec New Zealand PROFESSIONALISM Skill Builder 20 Minutes – Communication Ethics Scenario 20 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 10 © Unitec New Zealand INTERPERSONAL CONFLICT Conflict is a natural process especially in the Construction Sector Lots of Players in the Process Multiple Boundary Conditions Architect Quantity Surveyor Structural Engineer Contractor Site Staff Material Supplier Sub Contractor Architectural Technologist

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 11 © 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. Goal Differences 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 13 © Unitec New Zealand CONFLICT CYCLE STRAIN ON RELATIONSHIP – DEGREE OF TENSION AFTERMATH Failure to resolve differences at this point could result in dispute DisagreementConfrontation Escalation De-escalation Conflict Resolution Conflict Aftermath FELT PERCEIVED MANIFEST

>>FACULTY OF TECHNOLOGY AND BUILT ENVIRONMENT 14 © 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 15 © Unitec New Zealand INTERPERSONAL CONFLICT Thomas-Kilmann Conflict Mode Instrument Level of Assertiveness Level of Cooperation Ideal Situation – open participation

Disruptive behaviours No interest or participation in team activities “freeloaders” Passive uninvolvement Distracts others from the task Do some but not all of what is required of them Active uninvolvement Works without consulting the team Doesn’t contribute to team discussions Independence Takes over the team’s work Makes decisions without checking for agreement Taking charge

>>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 18 © 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