Junior design professionals experience conflicts in collaboration with others, with value differences being one of the issues influencing such conflicts. In a retrospective interview study with 22 design professionals, we collected 32 cases of perceived conflicts. We used a grounded theory approach to analyse these cases, resulting in five conflict categories that group 24 distinct value differences arising in 10 critical moments, an event that causes the value-based conflict. Thus, value differences are underlying the perceived conflicts of junior design professionals on many different occasions during collaboration with others. Conclusions are drawn on setting up guidelines for addressing values in co-design practices and supporting junior designers in their professional development.
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Mediators generally find mediation of hierarchical workplace conflicts difficult, as it often involves structural power imbalances. This dissertation seeks to increase knowledge of how hierarchical conflict affects how parties and mediators perceive mediation across dyads and across time. Three questions are central to this: (a) How effective in the long-term is the mediation of hierarchical workplace conflicts? (b) How does perceived situational power in supervisor-subordinate dyads relate to mediation effectiveness? (c) Do supervisors and subordinates differ in their emotional experiences during mediation, and are mediators able to perceive these emotions accurately? To answer these questions, we rely on the literature on power, emotions, mediation, and conflict management. We introduce our research via a heuristic model (chapter one). We then present our quantitative empirical research in three chapters based on survey data we collected from supervisors, subordinates, and
This article explores how junior design professionals cope with value-based conflicts. We interviewed 22 design professionals about past and current value-based conflicts and the coping strategies adopted. Applying a grounded theory approach, we identified 11 types of coping strategies employed by junior design professionals. Our findings allowed us to clarify the nature of the coping process and localise value-based conflicts in the process of collaborative practice. During the coping process, professionals learn how to handle value-based conflicts through emotional release, developing a broader action repertoire, and engaging in timely action. We also identified transitions between specific coping strategies as junior designers learned from past conflicts and developed as a professional.
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