团队内部冲突管理-实用PPT
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《员工冲突管理》课件
THANKS
感谢您的观看。
建立反馈机制
在某些情况下，调解或仲裁是解决冲突的有效方式。
调解与仲裁的角色
调解技巧
仲裁程序
调解与仲裁的局限性
掌握调解技巧，如倾听、理解、公正评估和提出建议。
了解仲裁程序，包括申请、听证和裁决等步骤。
明确调解与仲裁的适用范围和局限性，避免滥用。
03
CHAPTER
员工冲突管理的实际应用
经验一
经验二
详细描述
02
CHAPTER
员工冲突管理的方法与技巧
及时发现和预防冲突可以避免问题恶化，减少对组织的影响。
预防与识别的重要性
促进员工之间的有效沟通，及时了解员工的意见和需求。
建立良好的沟通机制
通过培训和教育，提高员工对冲突的认识和敏感度。
提高员工冲突意识
鼓励员工提供对潜在冲突的反馈，及时发现和解决问题。
结论与建议
01
02
04
03
随着企业组织形态的不断演变，员工冲突管理将面临更多新的挑战和问题，需要进一步深入研究。
探索员工冲突管理与企业文化、组织绩效等方面的关系，为企业提供更全面的管理视角。
未来研究可以关注员工冲突的根源、类型及影响，为企业提供更具针对性的管理策略。
结合心理学、社会学等多学科理论，深入研究员工冲突管理的内在机制和规律，推动相关理论的完善和发展。
为员工提供反馈和调解的平台，促进问题解决。
增强领导力
领导在冲突管理中的角色至关重要，需要具备解决冲突和处理关系的能力。
建立信任和尊重的文化
鼓励开放、坦诚的沟通，减少隐瞒和猜疑。
及时干预和调解
一旦发现冲突，应及时采取措施防止其升级。
持续监控和评估
感谢您的观看。
建立反馈机制
在某些情况下，调解或仲裁是解决冲突的有效方式。
调解与仲裁的角色
调解技巧
仲裁程序
调解与仲裁的局限性
掌握调解技巧，如倾听、理解、公正评估和提出建议。
了解仲裁程序，包括申请、听证和裁决等步骤。
明确调解与仲裁的适用范围和局限性，避免滥用。
03
CHAPTER
员工冲突管理的实际应用
经验一
经验二
详细描述
02
CHAPTER
员工冲突管理的方法与技巧
及时发现和预防冲突可以避免问题恶化，减少对组织的影响。
预防与识别的重要性
促进员工之间的有效沟通，及时了解员工的意见和需求。
建立良好的沟通机制
通过培训和教育，提高员工对冲突的认识和敏感度。
提高员工冲突意识
鼓励员工提供对潜在冲突的反馈，及时发现和解决问题。
结论与建议
01
02
04
03
随着企业组织形态的不断演变，员工冲突管理将面临更多新的挑战和问题，需要进一步深入研究。
探索员工冲突管理与企业文化、组织绩效等方面的关系，为企业提供更全面的管理视角。
未来研究可以关注员工冲突的根源、类型及影响，为企业提供更具针对性的管理策略。
结合心理学、社会学等多学科理论，深入研究员工冲突管理的内在机制和规律，推动相关理论的完善和发展。
为员工提供反馈和调解的平台，促进问题解决。
增强领导力
领导在冲突管理中的角色至关重要，需要具备解决冲突和处理关系的能力。
建立信任和尊重的文化
鼓励开放、坦诚的沟通，减少隐瞒和猜疑。
及时干预和调解
一旦发现冲突，应及时采取措施防止其升级。
持续监控和评估
[实用参考]团队冲突管理.ppt
![[实用参考]团队冲突管理.ppt](https://img.taocdn.com/s1/m/56510bf6b0717fd5370cdc03.png)
团队管理者的担忧
过于激烈的冲突往往会引发团队内部的分裂， 带来不和谐音符； 在冲突中受打击的一方不仅会伤及自尊，同时 也会对成员的自信心造成很大的影响，不利于团 队整体工作效率保持和提升； 认为冲突是对领导权威的挑战。
冲突的基本类型
建设性冲突：会给组织 带来创意、活力和发展
破坏性冲突：则是干扰 组织目标顺利实现的障碍
部门间的冲突
冲突的层次之五
国家间的冲突
最高层次的冲突
冲突的含义
冲突乃有关双方在观念和行 为上的对立或对抗，是一种在满 足各自需要的过程中遇到挫折、 阻力、或力图超越现状时的心理 紧张和压力及其外部表现 。
问卷测试： 你善于管理冲突吗？
冲突的根源和必然性
冲突根源于冲突各方利益追 求的多样化且趋向无限大，但社 会或组织所能供给的资源却十分 有限。
两年前，王平被这家企业的老板以高薪从内地某省一家国有大型制药企业技 术科长的位置上挖来，为了充分体现对他的信任，老板将项目研发部的管理权、 人事权甚至财务权一并交给了王平，并委派了一名海归硕士李翔协助其项目的 研发。
他没有想到这个副手成了他的“敌人”。
MINI案例
王经理的困惑：
当初在立项之前，王平和李翔曾经各自提出过一套方案，并且都坚持不肯让步： 李翔主张在引进国外现有的先进技术基础上改进配方和生产工艺，这样不仅见 效快且技术风险较小，但缺点是要支付一大笔技术转让费用；而王平则主张自 力更生，自主研发具有独立知识产权的全套生产技术，这样做的缺点是技术开 发风险较大。
回避方式的特征
既不合作也不武断； 这时候的团队冲突是以双方回避冲突的形式出
现的； 双方试图忽略冲突，这种冲突极易被忽略； 双方都意识到冲突的存在，但都希望回避，不
冲突管理培训ppt完整版
情绪管理与压力缓解方法
1 2
情绪管理
在冲突中，保持冷静、理智的态度，控制自己的 情绪，避免情绪失控导致冲突升级。
压力缓解
通过运动、冥想、呼吸练习等方式缓解压力，保 持身心平衡，提高应对冲突的能力。
3
寻求支持
在面对难以解决的冲突时，寻求专业人士或朋友 的帮助和支持，获取更多的建议和资源，共同解 决问题。
倾听与表达技巧
倾听技巧
积极倾听他人的观点和感受，理解对方的立场和需要，不打断对 方发言，给予足够的时间和空间进行表达。
表达技巧
在表达自己的观点和需要时，注意措辞和语气，避免攻击性或负面 情绪的表达，以积极、建设性的方式进行沟通。
反馈与确认
在沟通过程中，及时给予反馈和确认，确保双方理解一致，避免误 解和冲突升级。
学会处理冲突有助于个人 在职场中更好地应对挑战 和压力。
维护社会稳定
在社会层面，冲突管理有 助于缓解社会矛盾，维护 社会稳定和和谐。
CHAPTER 02
识别与分析冲突
识别潜在冲突
观察与感知
通过细致观察和敏锐感知 ，发现可能引发冲突的迹 象和线索。
沟通与倾听
积极倾听各方意见，理解 不同立场和观点，及时发 现潜在分歧。
THANKS
[ 感谢观看 ]
解决方案
团队建设活动，提升团队凝聚力，促进成员相互理解
案例三
客户与公司的冲突
经典案例分析
描述
客户对公司服务不满意 ，提出投诉
分析
服务质量不达标，客户 需求未得到满足
解决方案
积极与客户沟通，了解 需求，提升服务质量
模拟实战演练：应对不同类型冲突
01
演练一
应对情绪化冲突
解决团队中的冲突培训课件ppt
角色冲突
团队成员之间存在角色冲 突，例如权责冲突或职位 冲突，导致工作上的不协 调。
01
解决团队冲突的方 法
有效沟通
建立信任
通过真诚、开放的沟通建立团队 成员之间的信任，减少误解和猜
疑。
明确表达
使用清晰、具体的语言，避免模 棱两可和含糊不清的表达，确保
信息准确传达。
倾听与理解
尊重对方的观点，积极倾听，理 解对方的立场和需求，寻找共同
01
团队冲突的起因
沟通障碍
01
02
03
语言或文化差异
团队成员之间因语言或文 化背景不同而产生沟通障 碍，导致误解和冲突。
信息传递不畅
沟通渠道不畅通，信息传 递不及时或不准确，导致 信息误解或缺失。
缺乏有效沟通技巧
团队成员缺乏有效的沟通 技巧，无法有效地表达自 己的观点和需求，导致冲 突。
目标不一致
。
表达时要关注对方的感受和需求 ，尊重对方的意见和立场。
表达时要选择适当的时机和方式 ，避免情绪化的表达。
谈判技巧
谈判是解决冲突的重要手段，要学会 通过协商和妥协达成共识。
谈判时要灵活运用各种策略和技巧， 如提出建议、让步、寻求共同点等。
谈判时要明确自己的目标和底线，同 时也关注对方的需求和利益。
案例二：目标不一致导致的冲突解决
总结词
明确共同目标，调整个人目标， 实现团队和谐。
详细描述
团队成员间因个人目标与团队目 标不一致产生冲突。通过调整个 人目标，使其与团队目标保持一 致，实现团队和谐发展。
案例三：资源分配问题导致的冲突解决
总结词
合理分配资源，确保公平公正，减少冲突。
详细描述
团队成员因资源分配不均产生冲突。通过制定公平的资源分配方案，确保每个 成员都能得到所需的资源，从而消除冲突。
冲突及冲突管理PPT课件
和解策略 合作策略
ห้องสมุดไป่ตู้
1.需要维护稳定大局时；2.计划矛盾会导致更大的损失时；3.自己犯 了错误或不如对方时；4.做出让步会带来长远利益时；5.对方的利益 比自己的利益更重要时
双方有共同的利益，且可以通过改变方法策略满足双方的意愿时
回避策略
1.处理无关紧要的问题时；2.处理没有可能解决的问题时；3.解决问 题的损失可能超过收益时
23
问题：王彦和毛敏的谈话对后者起到了 怎样的积极效果？如果王彦没有找毛敏 谈话会出现什么问题？
24
不同价值观的冲突及解决
价值观差异：稳定、自主、审美、创造、 风险、成就、和谐、竞争
15
高
情景1
组 织 绩 低失调 效
低
情景2
情景3
适度 适度
高失调
低
冲突水平
高
情景 1 2 3
冲突水平
低 适度 高
冲突类型 组织特征 功能失调 冷漠、迟钝、对变化反应慢、缺乏新观念
功能正常 生命力强、自我批评、不断革新 功能失调 分裂、混乱无秩序、不合作
组织绩效
低
高 低
16
从富兰克林·罗斯福执政时期开始，甚至可能更 早，白宫就一直运用沟通手段激发冲突。比如， 把高级法院可能任命的大法官的名字“泄漏出 去”，如果该候选人能够经得起公众的挑剔考 察，则将任命他为法院院长。但是，如果发现 该候选人缺乏新闻、媒体及公众的关注，总统 的新闻秘书或其他高级官员不久将发表诸如 “此人从未在考虑之列”的正式讲话，白宫的 任职者们不论党派归属为何，都一直在使用这 种方法作为激发冲突技术。
冲突及冲突管理
1
什么是冲突？
辩论、口角、拳头、决斗、仇杀、械斗、 战争 ？
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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
3. Decide how to bring the hidden agenda to light.
TEAMWORK & TEAM-BUILDING ELEMENTS
1. A team is composed of two or more persons in the company, usually from different departments.
HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?
3. Never change your mind just to avoid an argument. Encourage different opinions among team members.
4. If an agreement comes too quickly, take another look at the issue.
HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?
7. Make sure that every member of the group contributes.
Making the transition to teams means a fundamental shift in power and authority. Managers must get used to being coaches who liberate.
brainpower, the better)
GROUPTHINK ISSUES
Groupthink:
The tendency of highly cohesive groups to lose their critical evaluative abilities and out of a desire for unanimity, often overlook realistic, meaningful alternatives as attitudes are formed and decisions are made.
HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?
1. Avoid arguing for your own viewpoint; state it clearly and then listen to others.
2. If the discussion reaches an impasse, look for a new option that is the next best alternative for everyone.
2. The members are competent and knowledgeable in the way they carry out their duties.
TEAMWORK & TEAM-BUILDING ELEMENTS
3. The team is constantly learning and growing; adapting itself to changing requirements and multiple goals.
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.
Informal groups:
arise spontaneously throughout all levels of the company and evolve out of employees’ needs for social interaction, friendship, and status.
effect on you and whom you can trust.
WORKPLACE REALITIES THAT HINDER CONFLICT
RESOLUTION ATTEMPTS
1. Employees are afraid to criticize their bosses.
2. People are self-protective of their positions and power.
CONFLICT RESOLUTIONS
Managers are likely to spend about 30 percent of their time dealing with conflict.
A manager’s goal should not be to eliminate all conflict but to minimize and redirect dysfunctional discord by seeking and applying constructive resolutions.
1. Identify the problem (maybe reframe it).
2. Look for solutions. 3. Choose the best solution. 4. Act. 5. Evaluate. Good communication is the key.
WHAT IF CONFLICTS BECOME HEATED DISCUSSIONS?
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.
WHY JOIN GROUPS?
Affiliation (security, belonging, friendship)
Power (reassurance and support) Identity (awareness of personal
identity) Goal accomplishment (the more
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.
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
MANAGING & NEGOTIATING EFFECTIVE SOLUTIONS
Managers don’t want to deal with these two issues:
Conflict resolution Performance evaluation
Workplace violence usually results from suppressed internal conflict
4. Its work is consistently superior in both quBiblioteka lity and quantity.
TEAMWORK & TEAM-BUILDING ELEMENTS
5. Problems and conflicts within the team are addressed quickly and professionally.
Formal groups:
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.
Conformity:
Group pressure forces its members to conform, or comply, with the norms established by the group.
CHARACTERISTICS OF GROUPS
Cohesiveness:
UNDERSTANDING & RESOLVING CONFLICTS
TEAMWORK & TEAM-BUILDING ELEMENTS
3. Decide how to bring the hidden agenda to light.
TEAMWORK & TEAM-BUILDING ELEMENTS
1. A team is composed of two or more persons in the company, usually from different departments.
HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?
3. Never change your mind just to avoid an argument. Encourage different opinions among team members.
4. If an agreement comes too quickly, take another look at the issue.
HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?
7. Make sure that every member of the group contributes.
Making the transition to teams means a fundamental shift in power and authority. Managers must get used to being coaches who liberate.
brainpower, the better)
GROUPTHINK ISSUES
Groupthink:
The tendency of highly cohesive groups to lose their critical evaluative abilities and out of a desire for unanimity, often overlook realistic, meaningful alternatives as attitudes are formed and decisions are made.
HOW CAN LEADERS MAKE A TEAM MORE EFFECTIVE?
1. Avoid arguing for your own viewpoint; state it clearly and then listen to others.
2. If the discussion reaches an impasse, look for a new option that is the next best alternative for everyone.
2. The members are competent and knowledgeable in the way they carry out their duties.
TEAMWORK & TEAM-BUILDING ELEMENTS
3. The team is constantly learning and growing; adapting itself to changing requirements and multiple goals.
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.
Informal groups:
arise spontaneously throughout all levels of the company and evolve out of employees’ needs for social interaction, friendship, and status.
effect on you and whom you can trust.
WORKPLACE REALITIES THAT HINDER CONFLICT
RESOLUTION ATTEMPTS
1. Employees are afraid to criticize their bosses.
2. People are self-protective of their positions and power.
CONFLICT RESOLUTIONS
Managers are likely to spend about 30 percent of their time dealing with conflict.
A manager’s goal should not be to eliminate all conflict but to minimize and redirect dysfunctional discord by seeking and applying constructive resolutions.
1. Identify the problem (maybe reframe it).
2. Look for solutions. 3. Choose the best solution. 4. Act. 5. Evaluate. Good communication is the key.
WHAT IF CONFLICTS BECOME HEATED DISCUSSIONS?
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.
WHY JOIN GROUPS?
Affiliation (security, belonging, friendship)
Power (reassurance and support) Identity (awareness of personal
identity) Goal accomplishment (the more
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.
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
MANAGING & NEGOTIATING EFFECTIVE SOLUTIONS
Managers don’t want to deal with these two issues:
Conflict resolution Performance evaluation
Workplace violence usually results from suppressed internal conflict
4. Its work is consistently superior in both quBiblioteka lity and quantity.
TEAMWORK & TEAM-BUILDING ELEMENTS
5. Problems and conflicts within the team are addressed quickly and professionally.
Formal groups:
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.
Conformity:
Group pressure forces its members to conform, or comply, with the norms established by the group.
CHARACTERISTICS OF GROUPS
Cohesiveness:
UNDERSTANDING & RESOLVING CONFLICTS