團(tuán)隊內(nèi)部沖突管理(文件)
【正文】 quality of decisions made by the team is high, and members share a sense of satisfaction in work acplished. TEAMWORK amp。 RESOLVING CONFLICTS ?Benefits of Conflict: ? Conflict produces change ? Conflict leads to unity ? Conflict promotes promise CONFLICT RESOLUTION PROCESS 1. Identify the problem (maybe reframe it). 2. Look for solutions. 3. Choose the best solution. 4. Act. 5. Evaluate. Good munication is the key. WHAT IF CONFLICTS BECOME HEATED DISCUSSIONS? 1. Be aware of your feelings. 2. Take a break if your feelings get too hot to handle. Divert yourself. 3. Count to ten slowly. 4. Consult with someone who has a calming effect on you and whom you can trust. WORKPLACE REALITIES THAT HINDER CONFLICT RESOLUTION ATTEMPTS 1. Employees are afraid to criticize their bosses. 2. People are selfprotective of their positions and power. WORKPLACE REALITIES THAT HINDER CONFLICT RESOLUTION ATTEMPTS 3. Technical expertise is intimidating to those with less knowledge. 4. People see problems from their own viewpoints rather than the broader anizational perspective. MANAGING amp。 gives manager a sense of achievement. STRATEGIES IN CONFLICT RESOLUTION ?Compromise ?Exists when one of these conditions is present: ? Neither party has the power to force the issue on the other party ? One or both parties believes resolution may not be worth the cost in money, time, or energy needed to win. ? This strategy is related to negotiating. STRATEGIES IN CONFLICT RESOLUTION ?Maximization (winwin strategy) ? This strategy follows a mutual problemsolving approach rather than a bative one. ? Managers assume a highquality, mutually acceptable solution is possible. ? Both parties direct their energies toward defeating the problem, not each other. NEGOTIATING STYLES ?The FastFlashy Style ? These people are razzledazzle negotiators with high volume and quick actions. ? They attempt
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