团队内部冲突管理.ppt

GROUPS TEAMWORK ANDCONFLICTISSUES Chapter8 WHATISAGROUP Agroupreferstotwoormorepeoplewhopersonallyinteractwitheachotherinordertoachieveacommongoal TYPESOFGROUPS Informalgroups arisespontaneouslythroughoutalllevelsofthecompanyandevolveoutofemployees needsforsocialinteraction friendship andstatus Formalgroups deliberatelyformedbymanagementforthepurposeofattainingcompanygoals CHARACTERISTICSOFGROUPS Norms Agenerallyagreed onstandardofbehaviorthateverygroupmemberisexpectedtofollow Conformity Grouppressureforcesitsmemberstoconform orcomply withthenormsestablishedbythegroup CHARACTERISTICSOFGROUPS Cohesiveness Anemotionalclosenessthatexistsamongthegroupmembers anditssuccessdependsonhowwellthegroupstickstogetherandactsasasingleunitinsteadofasagroupofindividuals WHYJOINGROUPS Affiliation security belonging friendship Power reassuranceandsupport Identity awarenessofpersonalidentity Goalaccomplishment themorebrainpower thebetter GROUPTHINKISSUES Groupthink Thetendencyofhighlycohesivegroupstolosetheircriticalevaluativeabilitiesandoutofadesireforunanimity oftenoverlookrealistic meaningfulalternativesasattitudesareformedanddecisionsaremade HIDDENAGENDAISSUES Hiddenagendas Comprisedofattitudesandfeelingsthatanindividualbringstothegroup Hiddenagendasrepresentwhatanindividualorgroupwants insteadofwhattheysaytheywant HOWTOHANDLEHIDDENAGENDAS 1 Realizeahiddenagendaisanaturalpartofthegroupprocessbecausepeoplehavetheirowngoalsandneeds 2 Recognizethatahiddenagendamightbepresentwhenthegroupishavingdifficultyinreachingitsgoals 3 Decidehowtobringthehiddenagendatolight TEAMWORK TEAM BUILDINGELEMENTS 1 Ateamiscomposedoftwoormorepersonsinthecompany usuallyfromdifferentdepartments 2 Themembersarecompetentandknowledgeableinthewaytheycarryouttheirduties TEAMWORK TEAM BUILDINGELEMENTS 3 Theteamisconstantlylearningandgrowing adaptingitselftochangingrequirementsandmultiplegoals 4 Itsworkisconsistentlysuperiorinbothqualityandquantity TEAMWORK TEAM BUILDINGELEMENTS 5 Problemsandconflictswithintheteamareaddressedquicklyandprofessionally 6 Thequalityofdecisionsmadebytheteamishigh andmembersshareasenseofsatisfactioninworkaccomplished TEAMWORK TEAM BUILDINGELEMENTS Multiskilling Requiresteammemberstolearneveryjobontheteam Effectiveteamsarebuilt theydon tjusthappen Team buildingeffortsfocusonhowteammembersrelatetoeachotherandhowworkiscompleted HOWCANLEADERSMAKEATEAMMOREEFFECTIVE 1 Avoidarguingforyourownviewpoint stateitclearlyandthenlistentoothers 2 Ifthediscussionreachesanimpasse lookforanewoptionthatisthenextbestalternativeforeveryone HOWCANLEADERSMAKEATEAMMOREEFFECTIVE 3 Neverchangeyourmindjusttoavoidanargument Encouragedifferentopinionsamongteammembers 4 Ifanagreementcomestooquickly takeanotherlookattheissue HOWCANLEADERSMAKEATEAMMOREEFFECTIVE 5 Donotgivewaytoothersviewpointsunlessyoufeeltheyhavereasonablemerit 6 Avoidusingconflict reducingtrickstoreachagreement suchasmajorityvote flippingacoin orbargaining HOWCANLEADERSMAKEATEAMMOREEFFECTIVE 7 Makesurethateverymemberofthegroupcontributes Makingthetransitiontoteamsmeansafundamentalshiftinpowerandauthority Managersmustgetusedtobeingcoacheswholiberate CONFLICTRESOLUTIONS Managersarelikelytospendabout30percentoftheirtimedealingwithconflict Amanager sgoalshouldnotbetoeliminateallconflictbuttominimizeandredirectdysfunctionaldiscordbyseekingandapplyingconstructiveresolutions UNDERSTANDING RESOLVINGCONFLICTS BenefitsofConflict ConflictproduceschangeConflictleadstounityConflictpromotescompromise CONFLICTRESOLUTIONPROCESS 1 Identifytheproblem maybereframeit 2 Lookforsolutions 3 Choosethebestsolution 4 Act 5 Evaluate Goodcommunicationisthekey WHATIFCONFLICTSBECOMEHEATEDDISCUSSIONS 1 Beawareofyourfeelings 2 Takeabreakifyourfeelingsgettoohottohandle Divertyourself 3 Counttotenslowly 4 Consultwithsomeonewhohasacalmingeffectonyouandwhomyoucantrust WORKPLACEREALITIESTHATHINDERCONFLICTRESOLUTIONATTEMPTS 1 Employeesareafraidtocriticizetheirbosses 2 Peopleareself protectiveoftheirpositionsandpower WORKPLACEREALITIESTHATHINDERCONFLICTRESOLUTIONATTEMPTS 3 Technicalexpertiseisintimidatingtothosewithlessknowledge 4 Peopleseeproblemsfromtheirownviewpointsratherthanthebroaderorganizationalperspective MANAGING NEGOTIATINGEFFECTIVESOLUTIONS Managersdon twanttodealwiththesetwoissues ConflictresolutionPerformanceevaluationWorkplaceviolenceusuallyresultsfromsuppressedinternalconflict STRATEGIESINCONFLICTRESOLUTION Avoidanceorwithdrawalstrategy lowconcernforworkandpeople Thismanagerseesconflictasahopeless uselessexperienceWillcomplytoavoiddisagreementandtension willnotopenlytakesidesinadisagreementamongothers feelslittlecommitmenttoanydecisionsreached STRATEGIESINCONFLICTRESOLUTION Smoothing emphasizesmaintainingrelationshipsattheexpenseofachievingworkgoals Managertriestomakeeveryonehappy believesconflictisdestructive Sincemanagerwantsothers acceptance he llgiveintoothers desiresandsacrificehisowndesires STRATEGIESINCONFLICTRESOLUTION Forcing caresaboutproductiongoalswithoutconcernfortheneedsoracceptanceofothers Forthismanager losingisdestructivebecauseitisviewedasaweakness reducedstatus andthelossofself esteem Winningmustbeachievedatwhatevercost givesmanagerasenseofachievement STRATEGIESINCONFLICTRESOLUTION CompromiseExistswhenoneoftheseconditionsispresent NeitherpartyhasthepowertoforcetheissueontheotherpartyOneorbothpartiesbelievesresolutionmaynotbeworththecostinmoney time orenergyneededtowin Thisstrategyisrelatedtonegotiating STRATEGIESINCONFLICTRESOLUTION Maximization win winstrategy Thisstrategyfollowsamutualproblem solvingapproachratherthanacombativeone Managersassumeahigh quality mutuallyacceptablesolutionispossible Bothpartiesdirecttheirenergiestowarddefeatingtheproblem noteachother NEGOTIATINGSTYLES TheFast FlashyStyleThesepeoplearerazzle dazzlenegotiatorswithhighvolumeandquickactions Theyattempttogeneratepowerbyattemptingtooverwhelmtheiropponentswithcharmandwit NEGOTIATINGSTYLES TheFast FlashyStylecont Thispersonalwayssmiles hasajokeforeveryoccasion andgainsandholdsattention Thisstylekeepsopponentsoffbalanceandcanbeeffective Thisnegotiatorcountsonsweepingtheopponentawaythroughfalsecharmandquickwit NEGOTIATINGSTYLES Dictators win lose Thedictatortriestooverpowerwithhissubtledisplayofconfidence Confidencecomesfrombeingextremelywellorganized thoroughinpreparation andcontinuallylowkeyandcool Thedictatorcancontrolsituations NEGOTIATINGSTYLES ParentsParentsoffercomfort listenintensely provideasoothingenvironment andtrytoconvinceopponentsthatthesolutionpro posedisfortheopponent sowngood Parentsofferlove acceptance under standing andcompassion averymanipulativestyle NEGOTIATINGSTYLES Win WinStyle Integration Assumesthatasolutioncanbereachedthatwillsatisfytheneedsofallparties Componentsofawin winstyle SeparatethepeoplefromtheproblemFocusoninterests notpositionsGenerateseveralpossibilitiesbeforedecidingwhattodoInsistthatresultbebasedonsomeobjectivestandard CONFLICTISSUES JobStressStress anyexternalstimulusthatproduceswearandtearonaperson spsychologicalorphysicalwell being Burnout astress relatedafflictionresultingwhenpeopleinvestmostoftheirtimeandenergyinaparticularactivity Workistheleadingcauseofstress CONFLICTISSUES ManagingStressWorkoffstresswithphysicalactivityTalkoutyour