领导力挑战：冲突和倾听的习惯.ppt

RM-* Recent survey data indicates…最近的调查显示。。。 Managers in U.S. spend about 25% of their time handling conflicts…美国的经理人们花费他们25%的时间去处理冲突。 RM-* Negotiating over resources就资源谈判 Handling disagreements over policies or processes处理政策和过程中的分歧 Dealing with complaints处理投诉 Enforcing rules自我实施条例 Managing inevitable frictions and resentments between people管理人们直间不可避免的摩擦及怨恨 RM-* Let’s determine different styles of handling conflict.让我们决定处理冲突的不同风格 * RM-* Five Modes of Managing Conflict五种处理冲突的模式 RM-* The Five Conflict-Handling Modes五种处理处理冲突的模式 RM-* From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Palo Alto, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission. RM-* The Five Conflict-Handling Modes:Win Lose Assessment五种处理冲突的模式：赢输的评估 RM-* From Thomas-Kilmann Conflict Mode Instrument by K. W. Thomas and R. H. Kilmann, 1974, 2000. Palo Alto, CA: Xicom, Incorporated, subsidiary of CPP, Inc. Copyright 1974, 2000 by CPP, Inc. Used with permission. Outcome Key结果 Lose-Lose双输 Win-Lose赢输 Win-Win双赢 Lose-Lose Win-Lose Win-Lose Win-Lose Win-Win RM-* Think back on a situation of conflict. What was your style? 回想一下冲突的一个场景。你的风格是？ What could you do differently?你如何做出差异化？ * RM-* I will take a deep breath. 我会做一个深呼吸。 I will think about my response 我会考虑我的反应. I will get a clear goal of win/win.我会得到一个明确的目标双赢 Are you in healthy dialogue?你的对话健康吗？ Is there Fight or Flight？是打还是逃跑？ Silence or Violence?沉默还是暴力？ What does this look like?这个看起来像什么？ RM-* RM-* Dealing with Difficult Employees对待不随和员工 Why Are Difficult Employees Like That? 不随和员工为什么会那样？ They have gotten away with it in the past. 他们过去曾经成功过。 They have a different “story.” 他们有着一个不同的“故事”。  * RM-* Basic Principles of Collaborative Leadership合作领导的基本原则 Focus on the situation, issue, or behavior, not on the person. 聚集情况，问题或行为，而不是人 Maintain the self-confidence and self-esteem of others. 保持自信及他人的自尊。 Maintain constructive relationships ask for i