21冲突管理

Leadingalsomeansmanagingconflictsituations:conflictmanagement领导力的展现：冲突管理MORITEXConfidential2Conflict–WhatIsIt?什么是冲突？2PersonalconflictprofileMORITEXConfidential3Conflicts–WhyDoWePayAttention?为什么我们关注冲突？3Personalconflictprofile“Unresolvedconflictrepresentsthelargestreduciblecostinmanybusinesses,yetitremainslargelyunrecognized.”在很多行业，最大的可削减的开销在于未解决的冲突，这一点尚未被广泛认识。(Dana,Daniel(1999).MeasuringtheFinancialCostofOrganizationalConflict.MTIPublicationsandSlaikev,K.andHasson,R.(1998).ControllingtheCostofConflict.Jossey-Bass)Thenumberofemployeesseekinghelpforwork-relatedconflicthasincreasedfrom23percentin1999tocloseto30percentin2001.寻求应对工作冲突帮助的员工数量从1999年的23%上升到了2001年的30%(WarrenShepel,WorkplaceTrendsLinkedtoMentalHealthCrisisinCanada,2002)(WarrenShepel,在加拿大，工作环境状况诱发心理健康危机,2002)A2005UKsurveybyRoffeyParkfoundthat78%ofmanagersaresufferingfromwork-relatedstress,52%haveexperiencedharassment,46%haveseenanincreaseinconflictatwork.2005年英国调查显示，78%的经理受工作压力困扰，52%深受其折磨，46%觉得其增加了工作矛盾。(RoffeyPark,Failuretomanagechangeheightensstress,harassmentandconflictatwork,surveyreveals,Jan.05)(RoffeyPark[online],无法适应变化会增加工作中的压力、烦恼和冲突,Jan.05)Employeeswhoratetheirmanagersassensitivemissanestimated3.7daysofwork,whereasemployeeswhosemanagersareratesasnon-sensitivemissapproximately6.2daysofwork.认为老板脾气“敏感”的员工会旷工3.7天，而认为老板脾气“不敏感”的员工会旷工6.2天。(MacBriade-King,J.L.,andBachmann,K.Solutionsforthestressed-outworker.TheConferenceBoardofCanada,1999)(MacBriade-King,J.L.,和Bachmann,K.解决员工压力过度的方案.加拿大商协会,1999)Thetotalvalueoflostworktimeduetostressisestimatedtobe$1.7billion.”由于压力导致的工作时间损失高达17亿美元。(WarrenShepel[online],Health&WellnessResearchDatabase,2005)(WarrenShepel,健康与财富研究数据库,2005)Over65%ofperformanceproblemsresultfromstrainedrelationshipsbetweenemployees,notfromdeficitsinindividualemployee'sskillormotivation.“超过65%的不良表现是有由员工之间的紧张关系造成的，和个人工作技能、激励制度无关。(Dana,Dan,[online]TheDanaMeasureofFinancialCostofOrganizationalConflict,2001)(Dana,Dan,Dana关于解决组织内部冲突的花费的计算,2001)42%ofaManager'sTimeisspentaddressingconflictintheworkplace.一个经理42%的时间花在处理发生在工作场所的冲突。(Watson,C&Hoffman,R,ManagersasNegotiators,LeadershipQuarterly7(1),1996)(Watson,C&Hoffman,R,谈判专家，《领导力季刊》7(1),1996)MORITEXConfidential4TypesofConflicts冲突的类型4PersonalconflictprofileIndividualconcernsareelevatedabovetheteam‘sobjectives.个人利益凌驾于集体利益之上Inter-perso-nal人际冲突Peopleinsisttheworldworksinacertainwayandrefusetoacknowledgetothecontrary.人们坚持己见，拒绝接受相反的理念Ideo-logical理念冲突Wrongstructureoftheinteractionofpeople,responsibilitiesandhierarchy组织架构的缺陷影响了人际互动、责任分配和上下级交流Orga-nizatio-nal组织内部冲突Wrongstructureandwrongmethodofworkflow.公司架构和工作方法的问题Opera-tional操作冲突Environmentalconditionsworkingagainstthegoalachievement大环境阻碍目标的实现Rela-tional环境冲突MORITEXConfidential5ManagerialActionsThatCauseWorkplaceConflicts导致工作冲突发生的管理手段5PersonalconflictprofilePoorCommunication缺乏沟通PoorManagement缺乏管理PoorLeadership缺乏领导力MORITEXConfidential65StepsToEffectiveConflictManagement高效冲突管理的“五步法”61.Minimizeconflicts冲突最小化2.Gettingbehindtheconflict了解冲突背后的原因3.HandleConflicts处理冲突4.Solveconflicts化解冲突5.Manageconflictconversations后续沟通PersonalconflictprofileMORITEXConfidential7ConflictManagement冲突管理1.Minimizeconflicts1.冲突最小化7PersonalconflictprofileYoushould:你应该：-Establishacultureoftrustandrespectinyourenvironment建立一个相互信任、相互尊重的工作氛围-Payattentiontosignsoftension关注员工间存在关系紧张的迹象-Addressconflictsdirectlywhentheycomeup当冲突发生时立即进行处理-Setrulesforhandlingconflicts为处理冲突制定规范守则MORITEXConfidential8ConflictManagement冲突管理2.Gettingbehindtheconflict2.了解冲突背后的原因8PersonalconflictprofileYoushouldbecomeactivewhen:当有以下情况发生时，你要积极采取行动:-Ideasandsuggestionsofthemanagerareacceptedimmediately,withouteverquestioning经理的想法和建议立刻被全盘接受-Newideasandsuggestionsarerejectedimmediately新想法和建议立刻被否决-Themoodbetweentheemployeesbecomesaggressive员工之间的相处氛围变得不友善-Employeesdon‘ttalkandavoideachother员工之间没有交流，相互躲避MORITEXConfidential9ConflictManagement冲突管理2.Gettingbehindtheconflict2.了解冲突背后的原因9PersonalconflictprofileWhenconflictsarethereyoushould:当冲突发生后，你应该：-Definetheactualcausesoftheconflict查明引起冲突的根源-Trytounderstandthemotivationsandgoals尽量去了解冲突背后的动机和目的-Use„I“statements使用以“我”开头的句子-Besuretofocusonworkissuesandleavepersonalitiesoutofthediscussion一定要就事论事，不要谈及个人问题MORITEXConfidential10ConflictManagement冲突管理3.Handleconflicts3.处理冲突10PersonalconflictprofileTrytounderstandinobjectiveterms:试着客观地看待问题：-Validatethedifferencesinperceptionandpointofview承认概念和观点上的差异-Listenactively积极聆听-Agreethereisaproblem承认问题的存在-Brainstormpossiblesolutions集思广益以寻找更多的解决方法MORITEXConfidential11ConflictManagement冲突管理4.Solveconflicts4.化解冲突11PersonalconflictprofileTherearethreepossibleoutcomes:三种可能的结果：-Win-Loss一方赢，另一方输-Loss-Loss双方僵持-Win-Win双赢MORITEXConfidential12Conflictmanagement冲突管理5.ManageConflictMeeting5.后续沟通12PersonalconflictprofileInordertoconductsuccessfully,youshould:为了顺利进行，你应该：-Prepare充分准备-Collectinformation收集信息-Weighupthedifferentsides权衡双方-Agreeonspecificmeasures就具体实施措施达成一致-Documenttheresolutionandplanofaction把解决方案和计划归档MORITEXConfidential13NegativeEffectsofConflict冲突的负面影响13Personalconflictprofile-Excessiveemployeeturnover过多的员工流失-Lowmorale降低员工士气-Reducedproductivity生产力下降-Stress