, QUESTION 1
1.1 Relationship Conflicts (10)
Relationship conflict refers to interpersonal disputes that arise from emotional tensions,
personality differences and negative perceptions between individuals working within the
same group or organisation. Unlike task-related disagreements that focus on work
processes or problem-solving, relationship conflicts are primarily based on personal
feelings, attitudes and perceptions. These conflicts often develop when individuals
experience feelings of resentment, jealousy, mistrust or hostility toward their colleagues.
Poor communication, misunderstandings and perceived favouritism can further intensify
relationship conflict because individuals may interpret actions or decisions as personal
attacks rather than professional disagreements. De Dreu and Weingart (2003) argue that
relationship conflict is particularly damaging in organisational environments because it
undermines cooperation, reduces trust among team members and negatively affects overall
team performance.
Within the scenario provided, relationship conflict could emerge because some team
members believe that personal relationships are influencing decision-making processes
within the organisation. When individuals perceive that certain colleagues receive
preferential treatment due to friendships, informal alliances or personal connections, it can
create feelings of unfairness and exclusion among other team members. These perceptions
may lead to increased tension, suspicion and resentment within the group. For example,
employees who feel marginalised may begin to question the motives behind decisions
made by the team, believing that these decisions are influenced by personal loyalty rather
than objective evaluation. As a result, communication between team members may become
strained, and individuals may become less willing to cooperate or share ideas openly. Over
time, these negative interpersonal dynamics can disrupt teamwork and reduce the overall
productivity of the project team. Instead of focusing on achieving organisational goals, team
members may become preoccupied with interpersonal disagreements and personal
grievances, which ultimately undermines the effectiveness of the organisation.
1.2 Value Conflicts (10)
1.1 Relationship Conflicts (10)
Relationship conflict refers to interpersonal disputes that arise from emotional tensions,
personality differences and negative perceptions between individuals working within the
same group or organisation. Unlike task-related disagreements that focus on work
processes or problem-solving, relationship conflicts are primarily based on personal
feelings, attitudes and perceptions. These conflicts often develop when individuals
experience feelings of resentment, jealousy, mistrust or hostility toward their colleagues.
Poor communication, misunderstandings and perceived favouritism can further intensify
relationship conflict because individuals may interpret actions or decisions as personal
attacks rather than professional disagreements. De Dreu and Weingart (2003) argue that
relationship conflict is particularly damaging in organisational environments because it
undermines cooperation, reduces trust among team members and negatively affects overall
team performance.
Within the scenario provided, relationship conflict could emerge because some team
members believe that personal relationships are influencing decision-making processes
within the organisation. When individuals perceive that certain colleagues receive
preferential treatment due to friendships, informal alliances or personal connections, it can
create feelings of unfairness and exclusion among other team members. These perceptions
may lead to increased tension, suspicion and resentment within the group. For example,
employees who feel marginalised may begin to question the motives behind decisions
made by the team, believing that these decisions are influenced by personal loyalty rather
than objective evaluation. As a result, communication between team members may become
strained, and individuals may become less willing to cooperate or share ideas openly. Over
time, these negative interpersonal dynamics can disrupt teamwork and reduce the overall
productivity of the project team. Instead of focusing on achieving organisational goals, team
members may become preoccupied with interpersonal disagreements and personal
grievances, which ultimately undermines the effectiveness of the organisation.
1.2 Value Conflicts (10)
