團(tuán)隊內(nèi)部沖突管理(編輯修改稿)
2024-08-18 03:32 本頁面
【文章內(nèi)容簡介】 FLICT RESOLUTIONS ?Managers are likely to spend about 30 percent of their time dealing with conflict. ?A manager’s goal should not be to eliminate all conflict but to minimize and redirect dysfunctional discord by seeking and applying constructive resolutions. UNDERSTANDING 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。 NEGOTIATING EFFECTIVE SOLUTIONS ?Managers don’t want to deal with these two issues: ? Conflict resolution ? Performance evaluation ?Workplace violence usually results from suppressed internal conflict STRATEGIES IN CONFLICT RESOLUTION ?Avoidance or withdrawal strategy (low concern for work and people) ? This manager sees conflict as a hopeless, useless experience ? Will ply to avoid disagreement and tension, will not openly take sides in a disagreement among others。 feels little mitment to any decisions reached. STRATEGIES IN CONFLICT RESOLUTION ? Smoothing (emphasizes maintaining relationships at the expense of achieving work goals) ? Manag
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