| Abstract [eng] |
It is believed that the organization's processes are one of the most effective staff coordinating and differences among the employees smoothing down organizational phenomena. A few decades ago, it was thought that when a group of employees on repeated basis engages in the same activities to achieve a goal, in a long run a certain steady “truce” develops among the participants of the process. Their mutual knowledge, interests, approaches towards the process implementation and interpersonal differences are gradually disappearing because the processes can be implemented dozens and hundreds of times. However, empirical studies have shown that during the processes different conflicts and problems occur, which prevent the participants of the process to achieve the target or it is achieved only partially. Various authors have pointed out that different knowledge and attitudes possessed by the participants of the process may become causes of conflicts. Representational gap is defined as inconsistencies between team members’ individual definitions of the team’s problem or task. However, it is not clear why some processes in which knowledge is diversified are running smoothly, while other processes suffer from conflicts causing representational gaps. |
