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团队冲突的管理策略(Management strategy for team conflict)
团队冲突的管理策略(Management strategy for team conflict)
Management strategy for team conflict
In the end of Gung Ho, A 1986 film by Ron Howard, the Japanese boss, A short A good team! A bitter conflict between the us and Japanese companies in the us and Japan has ended. Just as there may be conflict between team members, there may also be conflicts between the organizations team and the team. In addition to how to effectively achieve the goals of the team and organization and the needs of the members, it is important to consider how to build a good relationship between the team and the team.
The meaning and nature of team conflict
Team conflict refers to two or more than two teams in such aspects as goal, interests and meet incompatible or repel each other, resulting in a psychological or behavioral conflict, leading to conflict, dispute or attack. Conventional wisdom from the 1940s argued that all conflict was bad, negative, destructive and must be avoided or minimized. Because conflict means disagreement and confrontation, it is bound to cause discord among organizations, teams and individuals, undermine good relationships, and influence the realization of team goals and organizational goals. From the late 1940s to the mid-1970s, interpersonal views were very popular in conflict theory. The argument is that conflict is inherent and inevitable for all teams and organizations. Therefore, we should embrace conflict and give play to its benefits to the team and to the organization. From the end of the 1970s, the conflicting views of the conflict have become mainstream. , according to the viewpoint too harmony, harmony, peace and cooperation organization easy to change to show the static, cold and dull, so may enable the organization lack of vigor and vitality, the appropriate conflict but is conducive to the healthy development of the organization. The catfish effect intuitively shows the positive effects of proper conflict.
From the nature of the conflict, the conflict betw
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