管理技巧 management skills chap07 Managing Conflict.pptVIP

Chapter 7: Managing Conflict Why can’t we all just get along? Objectives Diagnose the focus and source of conflict Select the appropriate conflict-management strategy Resolve interpersonal confrontations using the collaborative approach 魔鬼组表现好 魔鬼总被排斥 冲突促进管理 接受但逃避冲突 Conflict and Performance Summary Model of Conflict Management Diagnosing Conflict Conflict focus People-focused: “In-your-face” confrontations – high emotions fueled by moral indignation Issue-focused: Rational resource allocation negotiations Diagnosing Conflict 个体差异 信息匮乏 角色矛盾 环境压力 Conflict Management Approaches Likely Outcomes for Conflict Approaches Forcing – You feel vindicated, but the other party feels defeated Avoiding – Problems don’t get resolved Compromising – Participants seek expedient, not effective, solutions Accommodating – Other person can take advantage of you Collaborating – Problem likely to be resolved 总结比较 选择因素 个人偏好 情景因素 个人偏好 民族文化 性别 人格 民族文化 亚洲文化：妥协和回避 美国文化：强制 总体而言更倾向于妥协：成本最小 两个结论 没有任何一种策略是对管理任何一类冲突都最为有效的。 管理者习惯采用多种方法处理冲突问题会更有效。 通过协作方式解决人际冲突 协作是最好的整体方法 协作是最难于有效实施的方法 When to Use Conflict Management Techniques Avoiding: small issue, limited time/resources Accommodating: keeping harmony, using small favor to get larger one Forcing: emergencies, when only one right way exists, prevent others from taking advantage When to Use Conflict Management Techniques Compromising: late in conflict, when partial win is better than none for both parties Collaborating: for important issues when time is not a problem, where organizational support exists, when win-win solution is possible Framework for Collaborative Problem Solving Establish superordinate goals Separate the people from the problem Focus on interests, not positions Invent options for mutual gains Use ob