One of my favorite quotes is from theologian Howard Thurman. He writes, "Don’t ask what the world needs; ask what makes you come alive, and go do it. Because what the world needs is more people who have come alive." Vulnerability is not easy, but it’s the surest sign that we’ve come alive.
In order to understand possible hindrances to the performance of an organization, the various sources of the low performance needs to be identified. First, one needs to acknowledge that the employees can be easily demotivated in the case of conflicts. The Maslow (1954) hierarchy of needs shows just how individuals require social and self-esteem satisfaction in order to perform efficiently. The conflict that my group experienced did not necessarily lead to demotivation. Instead, the diversity in opinion could be regarded as a positive force. Instead of diving the members, the conflicts ensured free flow of information. This relation can be considered as an invaluable aspect of knowledge sharing which in turn benefits the group. In the case of a company, knowledge sharing leads to competitive advantage. Therefore, conflicts need to be managed. Secondly, unresolved conflicts could lead to reduced job satisfaction. This could result in adverse side effects on the company. Previous researches conducted on job satisfaction and conflicts show that counterproductive behaviors such as drug use and sabotage may arise. Thirdly, in an organization, conflict may be solved by avoidance. This situation may be undesirable, since bad ideas may not be promptly and adequately challenged (Noe 2013, ).
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