, PLEASE USE THIS DOCUMENT AS A GUIDE TO ANSWER YOUR ASSIGNMENT
Question 1
1. Based on the scenario above, discuss the following causes of conflict and explain how each
could manifest in this situation:
1.1. Relationship conflicts
Relationship conflicts occur between two or more people who interact with one another (POL2602,
Study Guide. p. 13). This type of conflict is not triggered by a specific task or policy but by the
interpersonal dynamics of the individuals involved. The study guide identifies several key causes of
relationship conflicts, all of which can be observed in the provided project team scenario.
Relationship conflicts can arise from the presence of strong negative emotions (POL2602, Study
Guide. p. 13). In the scenario, the fact that "tension and disagreements" are already present suggests
that team members may be experiencing feelings such as frustration, resentment, or anger towards
one another. These emotions can cloud judgement and make it difficult to address work-related
issues objectively. For example, a disagreement over a project's direction could quickly escalate into
a personal attack if one member is already feeling frustrated with another's perceived lack of
contribution.
The guide points to misconceptions or stereotypes as a primary cause (POL2602, Study Guide. p. 13).
The scenario’s statement that "some members feel that personal relationships are influencing
decisions" is a direct manifestation of this. If team members believe that decisions are based on
favouritism rather than merit, they develop a misconception about the decision-making process.
They may stereotype those in the "inner circle" as being less competent or undeserving, while
viewing those outside this circle as being unfairly disadvantaged. This creates an "us versus them"
mentality that fuels further interpersonal friction.
Relationship conflicts are fueled by poor communication (POL2602, Study Guide. p. 13). The
scenario explicitly mentions "confusion due to conflicting information," which is a clear symptom of
communication breakdown. This could manifest as information being hoarded by some team
members, messages being distorted as they are passed on, or a lack of open and transparent dialogue.
For instance, if project updates are shared informally among a select few, other team members may
feel left out and undervalued, leading to suspicion and distrust. This poor communication
environment makes it difficult to correct the misconceptions mentioned earlier, allowing them to
fester and grow.
The guide identifies repetitive negative behaviour as a source of relationship conflict (POL2602,
Study Guide. p. 13). In the project team, this could manifest as a pattern where certain members
consistently dismiss the ideas of others, interrupt them in meetings, or fail to meet deadlines,
impacting the team's overall productivity. Over time, this repetitive behaviour becomes associated
with the individuals themselves, not just their actions. Other team members will begin to expect this
negative behaviour, creating a hostile and uncooperative work environment where even neutral
actions may be interpreted through a negative lens. This directly contributes to the "tension and
disagreements" and the overall drop in productivity mentioned in the scenario.
Question 1
1. Based on the scenario above, discuss the following causes of conflict and explain how each
could manifest in this situation:
1.1. Relationship conflicts
Relationship conflicts occur between two or more people who interact with one another (POL2602,
Study Guide. p. 13). This type of conflict is not triggered by a specific task or policy but by the
interpersonal dynamics of the individuals involved. The study guide identifies several key causes of
relationship conflicts, all of which can be observed in the provided project team scenario.
Relationship conflicts can arise from the presence of strong negative emotions (POL2602, Study
Guide. p. 13). In the scenario, the fact that "tension and disagreements" are already present suggests
that team members may be experiencing feelings such as frustration, resentment, or anger towards
one another. These emotions can cloud judgement and make it difficult to address work-related
issues objectively. For example, a disagreement over a project's direction could quickly escalate into
a personal attack if one member is already feeling frustrated with another's perceived lack of
contribution.
The guide points to misconceptions or stereotypes as a primary cause (POL2602, Study Guide. p. 13).
The scenario’s statement that "some members feel that personal relationships are influencing
decisions" is a direct manifestation of this. If team members believe that decisions are based on
favouritism rather than merit, they develop a misconception about the decision-making process.
They may stereotype those in the "inner circle" as being less competent or undeserving, while
viewing those outside this circle as being unfairly disadvantaged. This creates an "us versus them"
mentality that fuels further interpersonal friction.
Relationship conflicts are fueled by poor communication (POL2602, Study Guide. p. 13). The
scenario explicitly mentions "confusion due to conflicting information," which is a clear symptom of
communication breakdown. This could manifest as information being hoarded by some team
members, messages being distorted as they are passed on, or a lack of open and transparent dialogue.
For instance, if project updates are shared informally among a select few, other team members may
feel left out and undervalued, leading to suspicion and distrust. This poor communication
environment makes it difficult to correct the misconceptions mentioned earlier, allowing them to
fester and grow.
The guide identifies repetitive negative behaviour as a source of relationship conflict (POL2602,
Study Guide. p. 13). In the project team, this could manifest as a pattern where certain members
consistently dismiss the ideas of others, interrupt them in meetings, or fail to meet deadlines,
impacting the team's overall productivity. Over time, this repetitive behaviour becomes associated
with the individuals themselves, not just their actions. Other team members will begin to expect this
negative behaviour, creating a hostile and uncooperative work environment where even neutral
actions may be interpreted through a negative lens. This directly contributes to the "tension and
disagreements" and the overall drop in productivity mentioned in the scenario.
