冲突管理(英文讲义)
冲突管理 英文版
12
Management, People & Organisations
Unitary and pluralistic frames of reference Unitary
One set of values, beliefs, commitments Shared understanding & commitment to objectives One source of leadership Team members - All pulling in the same direction Potential for harmony is assumed provided leader communicates well Disagreements è the result of misunderstanding Dissidents – the "rabble" hypothesis
Chris Jarvis
9
Management, People & Organisations
Stoking the fires
Doing things "by the book" Poor or dysfunctional communication Picking flights Sabotage & spoiling tactics Disregarding alienation & isolation Public (ritual) humiliation Highlighting faults & failures of others
Anne Mayden Nicoreta et al 1995
团队内部冲突管理英文
TEAMWORK & TEAM-BUILDING ELEMENTS
HIDDEN AGENDA ISSUES
❖ Hidden agendas:
Comprised of attitudes and feelings that an individual brings to the group. Hidden agendas represent what an individual or group wants, instead of what they say they want.
4. Its work is consistently superior in both quality and quantity.
TEAMWORK & TEAM-BUILDING ELEMENTS
5. Problems and conflicts within the team are addressed quickly and professionally.
deliberately formed by management for the purpose of attaining company goals.
CHARACTERISTICS OF GROUPS
❖ Norms:
A generally agreed-on standard of behavior that every group member is expected to follow.
冲突管理（ConflictManagement）
冲突管理（ConflictManagement）冲突管理(Conflict Management)冲突的概念冲突是指人们由于某种抵触或对立状况而感知到的不一致的差异。
对组织中存在的冲突形成了三种不同的观点：第一种为传统的冲突观点，认为冲突是有害的，会给组织造成不利影响。
冲突成为组织机能失调、非理性、暴力和破坏的同义词。
因此，传统观点强调管理者应诙尽可能避免和清除冲突。
第二种为冲突的人际关系观点，认为冲突是任何组织无法避免的自然现象，不一定给组织带来不利的影响，而且有可能成为有利于组织工作的积极动力。
既然冲突是不可避免的，管理者就应该接纳冲突，承认冲突在组织中存在的必然性和合理性。
第三种是新近产生的冲突的互动作用观点。
与人际关系观点只是被动地接纳冲突不同，互动作用观点强调管理者要鼓励有益的冲突，认为融洽、和平、安宁、合作的组织容易对变革和革新的需要表现为静止、冷漠和迟钝，一定水平的有益的冲突会使组织保持旺盛的生命力，善于自我批评和不断革新。
了解更多有关冲突及其理论，请参见冲突管理理论。
功能正常冲突与功能失调冲突[1]互动作用的观点并不是说所有的冲突都是好的。
一些冲突支持群体的目标；并能提高群体的工作绩效，它们是具有建设性的功能正常的冲突(functional conflict)。
但也有一些冲突阻碍了群体的工作绩效，它们是具有破坏性的功能失调的冲突(dysfunctional conflict)。
当然，知道冲突可以有价值只是问题的一个方面，问题的另一个方面则是告诉管理者如何区别功能正常和功能失调的冲突。
遗憾的是，二者之间的分界并不清楚明确。
没有一种冲突水平对所有条件都合适或都不合适。
某种冲突的类型与水平可能会促进某一群体为达到目标而健康、积极地工作；但对于另外的群体，或同一群体的不同时期，则可能是功能失调的冲突。
区分冲突是功能正常的还是功能失调的指标是群体的工作绩效。
群体之所以存在是为了达到一定的目标。
谈判与冲突管理英文版课件budjacch16
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458
Chapter 16 Team Negotiation
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, 007 Pearson Education, Inc. Upper Saddle River, NJ 07458
冲突管理【英文】
5
Compromise
Plus
Shows good will Establishes friendship
Minus
No one gets what they want May feel like a dead end
6CollaborFra bibliotektion
Plus
Everyone “wins” Creates good feelings
9
8
Tips for Managing Workplace Conflict
Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others’ perspectives on the conflict situation Acknowledge feelings before focussing on facts Focus on solving problems, not changing people If you can’t resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved
Minus
Hard to achieve since no one knows how Often confusing since players can “win” something they didn’t know they wanted
谈判与冲突管理英文版课件budjacch07
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
Women may use language for connection. Men may tend to dominate conversation with
women. Men underestimate women in negotiation at
their peril!
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458
Countries with low-context cultures include United States, Canada, Germany, Switzerland, Scandinavia, and Great Britain.
谈判与冲突管理(ppt 22页)(英文)
Commitment
Abandon a commitment
to indicate the conditions under which it applied have changed
to let the matter die silently to restate the commitment in more general
Target point and resistance point; asking price and initial offer; alternative outcome
Two tasks in distributive bargaining
Discover the other party’s resistance point
Why occur
to create something new that neither party could do on his or her own
to resolve a problem or dispute between the parties
Manager is negotiator
Good negotiators are born Experience is a great teacher Good negotiators take risks Good negotiators rely on intuition
Some terms used in N&C
BATNA: (Best Alternative to a Negotiated Agreement) determines the point at which a negotiator is prepared to walk away from the negotiation table or your fall back position.
谈判与冲突管理英文版教学手册CH08
Chapter 8—Interests and Goals in NegotiationChapter OverviewThe primary purpose of this chapter is for students to learn to identify goals as the first step in preparing to negotiate a particular matter. The material in this chapterdescribes the step that follows conflict diagnosis and identification of a generalconflict strategy that were described in previous chapters. The major types of goals are explained, and exercises are provided for building skills.Learning Objectives for This Chapter❖To understand the major types of interests and goals relevant in negotiation.❖To learn how to identify and rank goals in negotiation.❖To understand that goals change in negotiation.❖To learn how goals affect your negotiation strategy.“Do not let what you cannot do interfere with what you can do.”—John WoodenClassroom ActivitiesActivity OneInteractive lecture on chapter material.Activity TwoExercise and evaluation of former GRIPS. (See outline.)Activity ThreeGRIP exercise from the news. (See outline.)Activity FourReview competency checklist, review questions, and end-of-chapter case material.Lecture OutlineI.Types of Goals. At least four types of goals should be identified. The acronymGRIP designates gain aspirations, relationship goals, self- or “I” goa ls, andprocess goals.II.Gain Aspirations. These are the substantive and tangible things desired.III.Relationship Goals. These describe the nature and value placed on the relationship with the particular individuals involved.IV.“I” Goals. These goals reflect the ego. They include needs for self-esteem and needs related to other fears. Goals in this category are most difficult toidentify and may appear at first as G goals.V.Process Goals. This category of goals describse the way you want the interaction to proceed.VI.Evaluating and Ranking Goals.A.After identifying goals in all four categories, they should be rankedrelative to each other.B.Attempts must be made to identify goals in each category for all otherparties to the pending negotiation.VII. Exercise and Evaluation (Activity Two). Students should think of their two most recent interactions and retroactively assess the triggering conflict as well as GRIP goals. Next they should assess and discuss results relative to theirnew analysis. Did they negotiate the right things? Did they adopt theappropriate conflict strategy?VIII.Changing Goals. New information may present new goals or change the relative ranking of goals.IX.Prospective Goals. These are the goals we set prior to beginning a particular negotiation.X.Retrospective Goals. Caution must be applied here. These goals may in fact be accurate after-the-fact assessments. They may also be rationalizations for ourerrors or lack of preparation.XI.Goals and Your Negotiation Strategy. Necessary steps outlined below are necessary for sound preparation.A. Coming to GRIP with your goals.ing to GRIP with potential counterpart goals.C.Searching for common ground. (This task is explored further in laterchapters.)XII. Developing Your GRIP. Practice is necessary. In this chapter we begin such practice and continue it throughout the remaining chapters along with additional tasks.XIII. GRIP Exercise from the News (Activity Three). This exercise will require application of the material and get students started in coming to GRIP withothers’ goals as well. Take a story from the current news. The 2005 Shiavo right-to-die case is a good example. Ask students to come to GRIP on behalf of allparties to the conflict—the patient, the ex-husband, the parents, the governmentofficials, health-care professionals, and the public.Performance Competency Checklist✓There are four types of goals to be identified in every negotiation. These are gain aspirations (“G” goals), relationship values (“R” goals), ego issues (“I”) goals,and process choices (“P” goals).✓It is helpful to identify and rank these goals from the perspective of each party in the conflict.✓Goals may change during and after negotiation. Sometimes negotiation should be interrupted to evaluate and address new information or a shift in goals. Anindividual may adjust his/her goals retrospectively to make sense of thenegotiation outcome. Retrospection can, however, assist one in improving future negotiation performance.✓The step of identifying and ranking goals enables you to come to GRIP with your negotiation challenge. It provides information necessary for the choice anddevelopment of appropriate strategies. It also facilitates finding common ground that is critical to collaborating for mutual satisfaction.Key Terms, Phrases, and ConceptsGain AspirationsRelationship Goals“I” GoalsProcess GoalsProspective GoalsRetrospective GoalsReview Questions and AnswersT F 1. The substantive, tangible things I want are “G” goals. (Answer: True.)T F 2. My ego in the transaction or iss ue generates “I” goals. (Answer: True.)T F 3. The relationships between or among individuals who are negotiating generate “R” goals. (Answer: True.)T F 4. The way I plan or anticipate the negotiation to unfold comprises “P” goals.(Answer: True.)5. Which two types of goals are easily confused? (Answer: I and G.)6. Which two types of goals are most difficult to identify? (Answer: R and G.)7. What might you do to improve your skill in identifying the interests and goals ofothers?(Possible Responses: Good exercises for this purpose are analyzing priorinteractions as well as analyzing conflicts in the news.)8. What care must you take regarding retrospective goals?(Possible Responses: One must be careful to know which ones are excuses,rationalizations, or retaliations.)9. and 10. Fill in the blanks: I must come to GRIP before I decide whether to_______, _________, ________, or resolve a conflict. (Answers: avoid, manage, or resolve.)Case 8.1Buying a Classic CarAssume that one party has always wanted a particular make, model, and color of car. Now that party is prepared to purchase it and has found the car of her/his dreams offered for sale by the owner. As each party, come to GRIP with the negotiationchallenge. Decide what type of strategy is appropriate for each. (You should fill in the car details that are fondest to your heart!)Case Discussion Questions and Possible Responses:1.What are the interests and goals of each party?(Possible Responses: “I” goals may be of great value on both sides here. Thevalue of the car may be more of an “I” goal than a “G” goal for the current owner.The desire for the car may be of greater weight than the cost for the buyer.Realistically, assuming desire for the transaction on both sides, the only issue tonegotiate is price. The price must be resolved, and the price is competitive.)2.Is there anything that either or both parties may want to avoid?(Possible Responses: If the car is nearly impossible to find, the prospective buyer wants to avoid alienating the seller.)3.How may either or both parties collaborate for mutual success?(Possible Responses: Perhaps there is an opportunity here for some future orcontinuing relationship. If so, “R” goals and “P” goals will affect the equation and provide motivation for collaboration.)Case 8.2New Business Relationship ScenarioOne party’s work organization, based in Washington, D.C., has recently begun a project in Wichita, Kansas. The project will require 15 to 20 employees to travel to Kansas and spend, on average, three weeks in residence there. It is expected that the project will span a period of nine months to completion. This first party has located an apartment complex nearby the location where the project work will be done. The apartment complex has traditionally required minimum lease terms of one year, but does have a few vacancies. The organization desires to have its people in thisapartment complex rather than in hotels.Case Discussion Questions and Possible Responses:1.How would you identify and rank the interests and goals of each party?(Possible Responses: All four types of goals should be identified. Factors include alternative costs for each party, employee convenience, satisfaction, andproductivity, potential continuing business relationships, goodwill on both sides.)2.What common ground can you find between the parties?(Possible Responses: Both parties win if the employees locate in the apartmentcomplex. The apartment gains revenue in lieu of current vacancies and possiblecontinuing vacancies as well as the security of a corporate tenant. The tenantcompany reduces costs.)3.What strategy would you use as the organization’s representative? What strategywould you use as the apartment complex representative?(Possible Responses: A general collaborative approach to resolve the perceivedconflict created by lease-term rules is appropriate for both sides. Although price isa competitive term, it too may be addressed in a collaborative manner by pursuingcommon ground.)Case 8.3Prenuptial AgreementTwo romantic partners have decided to tie the knot. One has spent a great number of years in a very financially lucrative career and has substantial net worth andpositive cash flow. The other has spent an equal number of years working hard as a dedicated teacher and has paltry savings and little extra regular cash flow. Both desire to agree on how living expenses will be shared, how parenting duties will be divided (if that should arise), and how things will be divided and organized upon the unlikely event that they separate or one experiences an untimely death. Analyze how each party comes to GRIP with the negotiation challenge and what each party’s overall strategy might be.Case Discussion Questions and Possible Responses:1.Can you identify any critical differences in the goals of the parties? Are there anyreal incompatibilities?(Possible Responses: Perceptions may be that one party wants to keep assetswhile the other wants to take assets. Each party may perceive that the other wants financial gain. One real difference is that one party has the capacity to provide financial sources and the other does not. Whether that is a real incompatibility depends upon each party’s real goal. The party with low financial resources may not be seeking financial gain.)2.What strategy do you suggest each party use in the negotiation?(Possible Responses: Collaboration is by far the best strategy for many reasons. If common ground cannot be found in this, the proposed marriage may suffer.Presumably the value of “R” goals for both parties outweighs the value of other goals.)3.How direct might either party be, if at all?(Possible Responses: This depends on the relative values of goals, the extent of common ground, and the personalities of the parties.)Optional Suggested AssignmentsStudents may use any of the case problems presented in Appendix B to the text. They should be instructed to read only the general information and come to GRIP as each party. In order to revisit the case for negotiation at a later point, students must not read either party’s confidential information in the case.Students may be asked to provide written retroactive critiques of prior negotiations including coming to GRIP and deciding how they might approach the matter if given a second chance.。
团队内部冲突管理(ppt 页)(英文)
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 organizational perspective.
6. The quality of decisions made by the team is high, and members share a sense of satisfaction in work accomplished.
TEAMWORK & TEAM-BUILDING ELEMENTS
HOW TO HANDLE HIDDEN AGENDAS
1. Realize a hidden agenda is a natural part of the group process because people have their own goals and needs.
2. Recognize that a hidden agenda might be present when the group is having difficulty in reaching its goals.
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
谈判与冲突管理英文版课件budjacch11
CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458
Fear Begets Anger
▪ Fear is at the root of all anger. ▪ Fear creates vulnerability. ▪ Fear triggers the fight or flight response. ▪ In negotiation, fight or flight is avoid or
Passivity, Aggression, Assertion
Passive behavior is failing to make your desires known.
Passive aggressive behavior is failing to be direct. Hostile aggressive behavior is being directly
Control Techniques
冲突管理
妥协策略
当双方都愿意放弃某些东西，而共同分享利益时，
则会带来折衷的结果目的在于得到一个快速的双 方可以接受的方案，没有明显的输家和赢家
行为特点：中等程度的合作和武断，半块面包总 比没有面包好，双方都应该达到基本目标
原则性的问题不能妥协
何时使用妥协方法
没有一件事可以十全十美，既然客观上难以尽善尽
早已杀红了眼的企业一刀斩落 ◆ 不正当竞争在伤害竞争对手的同时也伤害了自己，最 为关键的是使整个行业陷入了一场混乱无序的“口水 战”之中
沟通：合作的前提
◆ 90年代，一场VCD大战横空出世，最血腥的就是价格战， 价格一降再降，终于将一批不成规模的厂家陶汰出局 ◆ 97年厦，VCD巨头在广州进行“板门店”会谈，政府部 门 牵头，各厂家带着遍体伤痕开始对话，研究如何共同培
冲突的预防
信息的公开和共享 加强正式和非正式的沟通 团体间个体差异 作动态的饼 权利/义务 轮替工作 建立中性气氛 15-20
状态
下的选择
你是否被“点头称是的人们”所包围。 下属害怕向你承认自己的疑问和无知。 管理层不惜代价的维护组织中的和平与合作效果。 中层管理者的会议是否很难决策。 非正式组织的文化是否过分注重人的感受。 德高望众比高绩效更重要。 组织过度按惯例惯性工作。 管理层过多采用参与式领导风格。 员工的离职率异常的低。
转变观念
◆ 一山难容二虎!这是中国企业家的典型冲突，注定
会发生在强者之间。中国人历来有比武打擂，江湖 争雄的悠久传统，所以争强好胜，坐头把交椅成为 很多企业家们光荣梦想。 ◆ 竞争是左翼，合作是右翼，比翼双飞，鹰击长空
◆ 两强结盟，共同培育和维护共同市场（蛋糕做大）
冲突管理理论
冲突管理理论冲突管理（conflictmanagement）是指针对某种不同的，可能导致不稳定、冲突或紧张的局势的条件，有效地采取行动，以最大限度地解决冲突，使双方能相互尊重和相互理解，最终而达到有利于双方、整体社会的目的。
冲突管理理论认为，当双方意见相互抵触时，双方可以直接或通过仲裁、调解、和谐等方式和解纷争，而这都是构建良好社会关系的重要手段之一。
冲突管理可以按照实际情况分为两种：一种是积极冲突管理，也称为协商冲突管理（negotiation conflict management），指的是把两方的问题作为一个双方需要就范的问题，然后采用协商的方法解决冲突。
这种冲突管理方式可以构建双方的信任、合作和建设性的沟通，以最大程度地满足双方的需求。
另一种是消极冲突管理，也称为拒绝冲突管理（avoidance conflict management），指的是采取非对等的方式（例如强制、威胁、排斥等）来解决争端，这种解决办法会损坏两方之间的关系，甚至有可能导致更大的冲突。
冲突管理理论以协商冲突管理作为其基本概念，它提出了多种方法和技巧，用来解决冲突。
它们包括认可冲突（acknowledging conflict）、技巧性沟通（tactful communication）、情感管理（emotional management）等，所有这些方法的最终目的都是通过正确的沟通、了解、合作、调和的方法来解决冲突，使双方以友好和平的方式解决争端，并且能够在双方在良好的关系上前进。
冲突管理理论不仅可以用来促进双方建立良好的关系，它还可以帮助双方更好地理解对方的观点和情况，因而更好地解决双方的冲突，真正建立起信任、友好和相互理解的关系。
它同样可以作为关系的重要组成部分，可以提高双方的关系质量，从而促进和平、稳定、协调的社会发展。
因此，冲突管理理论的重要性已经不容忽视。
双方应该深入研究冲突管理理论，在处理冲突时更加清晰地明白双方的需求，以便更有效地解决冲突，实现双方共赢局面，创造一个良好的社会环境。
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Conflict Management Styles
Compromising:
give up some ideas and demand that others do the same –Look for “common ground”
Compromise.
–A strategy for finding an expedient solution. –Resolution is mutually acceptable for all parties. A temporary settlement for complex issues. Group goals outweigh assertive strategies. Individuals of equal status are equally committed. –Compromise works towards partially satisfying both parties, but each party must honor the resolution for continued satisfaction.
Avoidance.
–Most preferred strategy during initial stages. –Individuals fail to address the conflict. Nothing to lose. Lack of time. Inappropriate time or place. Individuals are angry. Emotional involvement. –Postponing a resolution hinders group progress.
What is Conflict?
The
process of seeking to monopolize rewards by eliminating or weakening the competition. struggle, mutual opposition, or antagonism. clash between contradictory impulses within an individual. process that begins when one person sees that another has damaged something the first person cares about
A
A
A
What Is Conflict?
Three
elements: –Interdependence –Interaction –Incompatible Goals
Conflict
Situations: –Interpersonal –Intergroup –Interorganizatio nal
Idenication skills that will aid in the resolution of workplace conflicts
Dysfunctional Consequences
When it keeps people from getting work done. When it threatens the relationship; destroys confidence and trust. When it becomes personal; feelings are hurt. When it dictates conformity; people are forced to a decision.
Dominating
Style Accommodating Style Compromising Style Collaborative Style Avoidant Style
Conflict Management Styles
Domination:
try to overpower others with whom you have contact and “win” the disagreement
Sources of Conflict
Types of Conflict
Concern Goals Resources Power Ideology Norms Relationships
Conflict Resolution
Conflict Management Styles
KEY POINT
There is nothing I can teach you to handle the other person – it is all about handling yourself well in difficult situations.
LET’S DO AN ACTIVITY
Accommodation:
set aside your own goals (“give in”) to ensure that others’ needs are met –Relationships are more important
than goals
Accommodation.
Conflict Management Style
Avoidance: try to ignore discrepancy between your own goals and those of others
–Own goals are unimportant Avoidance Mode Resignation Withdrawal Diffusion Appeasement
Conflict
Happens
in all spheres of
life At different levels - Micro level intra-personal - Macro level international
Misconceptions About Conflict*
Harmony
Probe: ask open-ended questions and listen actively.
Save face: work toward a win/win result. Common interests: redefine the conflict. Reinforce: give support to common ideas. Negotiate: suggest partial solutions or *(Johnson & Johnson, 1994) compromises.
Conflict Management Styles
Dominating Collaborating
Compromising
Avoiding
Accommodating
(low)
Cooperativeness
(high)
Phases of Conflict Management*
Collect data: know the cause and remain objective.
–A strategy for resolving immediate needs. –Contains an element of selfsacrifice. The issue is more important to the other party. You discover that you were wrong. Preserving harmony is important. –Accommodation emphasizes common interests and de-emphasizes differences in the group.
Conflict Analysis
Who is involved? What is at stake? How important in time? What are the tie-ins with other issues?
Steps towards conflict resolution
Conflict Management Styles
Collaborative:
requires commitment to relationships and goals –Conflicts are seen as
opportunities
Collaboration.
–A strategy that fully satisfies both parties. –Encourages teamwork and cooperation. There must be a high level of trust. A need to gain commitment from others. A need to work through hard feelings. –The best decisions are made with collaboration, given the presence of trust, respect, and communication
–Relationships are low in
importance
Domination/Forcing.
–A power-oriented strategy. –One party pursues his/her own concerns. Results in one winner and one loser. Usually based on limited resources. The resolution decreases cooperation within the group. –Domination should be based on whether winning the conflict is beneficial to individuals or the