1、Leading also means managing conflict situations: conflict management 领导力的展现：冲突管理,Conflict What Is It? 什么是冲突？,2,Personal conflict profile,Conflicts Why Do We Pay Attention? 为什么我们关注冲突？,3,Personal conflict profile,“Unresolved conflict represents the largest reducible cost in many businesses, yet it rem
2、ains largely unrecognized.” 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). Measuring the Financial Cost of Organizational Conflict. MTI Publications and Slaikev, K. and Hasson, R. (1998). Controlling the Cost of Conflict. Jossey-Bass),“The number of employees seeking help for work-related
3、 conflict has increased from 23 percent in 1999 to close to 30 percent in 2001.“ 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% (Warren Shepel, Workplace Trends Linked to Mental Health Crisis in Canada, 2002) (Warren Shepel, 在加拿大，工作环境状况诱发心理健康危机, 2002),A 2005 UK survey by Roffey Park found that “78% of manag
4、ers are suffering from work-related stress, 52% have experienced harassment, 46% have seen an increase in conflict at work.“ 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。 (Roffey Park, Failure to manage change heightens stress, harassment and conflict at work, survey reveals, Jan. 05) (Roffey P
5、ark online, 无法适应变化会增加工作中的压力、烦恼和冲突, Jan. 05),“Employees who rate their managers as “sensitive“ miss an estimated 3.7 days of work, whereas employees whose managers are rates as “non-sensitive“ miss approximately 6.2 days of work. 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., and
6、 Bachmann, K. Solutions for the stressed-out worker. The Conference Board of Canada,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),“The total value of lost work time due to stress is estimated to be $1.7 billion.” 由于压力导致的工作时间损失高达17亿美元。(WarrenShepel online, Health & Wellness Re
7、search Database, 2005) (WarrenShepel, 健康与财富研究数据库, 2005),“Over 65% of performance problems result from strained relationships between employees, not from deficits in individual employees skill or motivation.“ 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 The Dana Measure of Financial C
8、ost of Organizational Conflict, 2001) (Dana, Dan, Dana关于解决组织内部冲突的花费的计算, 2001),42% of a Managers Time is spent addressing conflict in the workplace. 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, Managers as Negotiators, Leadership Quarterly 7(1), 1996) ( Watson, C & Hoffman, R, 谈判专家，领导力季刊 7(1),
9、1996),Types of Conflicts 冲突的类型,4,Personal conflict profile,Individual concerns are elevated above the teams objectives. 个人利益凌驾于集体利益之上,Inter-perso-nal 人际冲突,People insist the world works in a certain way and refuse to acknowledge to the contrary. 人们坚持己见，拒绝接受相反的理念,Ideo-logical 理念冲突,Wrong structure of t
10、he interaction of people, responsibilities and hierarchy 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,Wrong structure and wrong method of work flow. 公司架构和工作方法的问题,Opera-tional 操作冲突,Environmental conditions working against the goal achievement 大环境阻碍目标的实现,Rela-tional 环境冲突,Managerial Actions That C
11、ause Workplace Conflicts 导致工作冲突发生的管理手段,5,Personal conflict profile,Poor Communication 缺乏沟通,Poor Management 缺乏管理,Poor Leadership 缺乏领导力,5 Steps To Effective Conflict Management 高效冲突管理的“五步法”,6,1.Minimize conflicts 冲突最小化,2. Getting behind the conflict 了解冲突背后的原因,3. Handle Conflicts 处理冲突,4. Solve conflict
12、s 化解冲突,5. Manage conflict conversations 后续沟通,Personal conflict profile,Conflict Management 冲突管理 1. Minimize conflicts 1.冲突最小化,7,Personal conflict profile,You should: 你应该： Establish a culture of trust and respect in your environment 建立一个相互信任、相互尊重的工作氛围 Pay attention to signs of tension 关注员工间存在关系紧张的迹象
13、Address conflicts directly when they come up 当冲突发生时立即进行处理 Set rules for handling conflicts 为处理冲突制定规范守则,Conflict Management 冲突管理 2. Getting behind the conflict 2.了解冲突背后的原因,8,Personal conflict profile,You should become active when: 当有以下情况发生时，你要积极采取行动: Ideas and suggestions of the manager are accepted
14、immediately, without ever questioning 经理的想法和建议立刻被全盘接受 New ideas and suggestions are rejected immediately 新想法和建议立刻被否决 The mood between the employees becomes aggressive 员工之间的相处氛围变得不友善 Employees dont talk and avoid each other 员工之间没有交流，相互躲避,Conflict Management 冲突管理 2. Getting behind the conflict 2.了解冲突背
15、后的原因,9,Personal conflict profile,When conflicts are there you should: 当冲突发生后，你应该： Define the actual causes of the conflict 查明引起冲突的根源 Try to understand the motivations and goals 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 Be sure to focus on work issues and leave personalities out of the discussion
16、 一定要就事论事，不要谈及个人问题,Conflict Management 冲突管理 3. Handle conflicts 3.处理冲突,10,Personal conflict profile,Try to understand in objective terms: 试着客观地看待问题： Validate the differences in perception and point of view 承认概念和观点上的差异 Listen actively 积极聆听 Agree there is a problem 承认问题的存在 Brainstorm possible solutions
17、 集思广益以寻找更多的解决方法,Conflict Management 冲突管理 4. Solve conflicts 4.化解冲突,11,Personal conflict profile,There are three possible outcomes: 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,Conflict management 冲突管理 5. Manage Conflict Meeting 5.后续沟通,12,Personal conflict profile,In order to conduct successf
18、ully, you should: 为了顺利进行，你应该： Prepare 充分准备 Collect information 收集信息 Weigh up the different sides 权衡双方 Agree on specific measures 就具体实施措施达成一致 Document the resolution and plan of action 把解决方案和计划归档,Negative Effects of Conflict 冲突的负面影响,13,Personal conflict profile,Excessive employee turnover 过多的员工流失 Low
19、 morale 降低员工士气 Reduced productivity 生产力下降 Stress, frustration and anxiety 引发压力，挫败感和焦虑 Reduced collaboration 合作减少 Passive/aggressive behavior 行为被动、不友善 Distrust 不信任 Sick leave 病假 ,Conflict Management Styles 冲突管理类型 How do I handle conflicts? 我该如何处理冲突,14,Personal conflict profile,Keep in mind: 请牢记： Ther
20、e is not THE right answer 没有唯一的“标准答案” The effectiveness of the style depends on the situation 类型是否有效，视具体情况而定 Each of us is capable of using all five styles 每个人都可以用这5种类型,Conflict Management Styles 冲突管理类型,15,Competing 竞争型 My way 我的方法,Avoiding 躲避型 No way 没方法,Collaborating 合作型 Our way 我们的方法,Accommodatin
21、g 随和型 Your way 你的方法,Compromising 妥协型 Halfway 不彻底的方式,Cooperativeness 合作性,Assertiveness 自信度,Personal conflict profile,Conflict Management Styles 冲突管理类型,16,Cooperativeness 合作性,Assertiveness 自信度,Personal conflict profile,Competing竞争型: an individual pursues his or her own concerns at the other persons ex
22、pense 个人为了自己的利益而牺牲他人利益,Accommodating迁就型: an individual neglects his or her own concerns to satisfy the concerns of the other 为满足别人的意愿而忽略自己的利益,Compromising妥协型: here, the objective is to find some mutually acceptable solution which partially satisfies both parties 找到双方都愿意接受的解决方案，部分地牺牲一部分双方利益,Avoiding逃
23、避型: the individual does not pursue his own concerns or those of the other 既不追求自己的利益也不鼓励他人的利益,Collaborating合作型: involves an attempt to work with the other person to find a solution which fully satisfies the concerns of both persons 愿意与他人合作解决问题，顾及双方的利益,Conflict Management Styles 冲突管理类型,17,Personal conflict profile,“When two men in business always agree, one of them is unnecessary.” “如果两个生意人永远只会同意对方，那么他们中的一个是没有价值的” William Wrigley, Jr.,18,Personal conflict profile,
