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Primary types of organisational conflict are task conflict, process conflict and personal/affective conflict. At Electron the task conflict points to the disharmony referring to ideas, intentions and objectives. New workers experience process conflict deals with procedures on task execution conflicting with the established order. Personal/affective conflict is defined as a relational clash between persons based on incompatible personal dispositions/tempers, opinions and cultures. Although as much as possible could be done to avoid conflict, it much better to manage, mediate and resolve it as it arises.
Team polarisation is a rooted problem at Electron since there are two groups occupying polar opposites – the younger, inexperienced workers and older, experienced workers; the part-time workers and the full-time workers. The sociogram accurately depicts the situation at Electron in which some persons are viewed as outside elements, whether through disagreement with other team members or through lack of full integration into the team as in the case of new workers. This polarisation would generate subgroups and subcultures which can endanger the unity at Electron, climaxing in open antagonism and group disbanding.
Using Zajonc’s social facilitation model again, one can diagnose and find solution to the problems at Electron. The deciding factor in conflict resolution at Electron is the question of the dominant response.
If the dominant response is incorrect, then there would be no process gain, social facilitation and positive outcome. A critical response at work should be replaced by a helpful attitude and solution-based response rather than one that seeks to decrease the morale of team members in error. Again, the correct dominant response after being aroused by the presence of another would facilitate team learning- workers would understand that presence is not equivalent to evaluation, but also for guidance, training and assistance.
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