下载文档原格式
【管理英文】谈谈问题、冲突与决策三者间的关联今天分享的主题是管理英文，主题是：谈谈问题、冲突与决策三者间的关联，作者是Lynda Bourne，中文为本公号创建人浦亮元翻译，正文2262字，欢迎阅读与分享！While frequently treated as separate topics, conflict management, problem solving and decision making are interrelated and all are focused on achieving the best possible outcome.冲突管理、问题解决与决策，这三者相互关联，并重点关注达成最佳的结果，而我们却时常会把这三者当作单独的话题。
In an ideal world there would always be sufficient information and rational maturity to treat everything as a problem and apply the following steps to reach the optimum solution:在理想的情况下，总会有足够的信息和理性的成熟度，让我们把每一件事都当作问题来处理，并使用以下的步骤，来达到最佳的问题解决方案：1.Investigate the problem；调查问题2.Define the problem (the way it is defined will influence the solution)；定义问题（定义问题的方法，将会对问题的解决方案有影响）3.Identify the root cause；确认根本原因4.Define the solution space；定义解决方案空间5.Generate options. This can include:产生选项，可能会包括：—Group creative processes such as brainstorming;小组创新性流程，例如：头脑风暴—Negotiation between parties;不同方面的之间的磋商—Facilitated processes;推进流程；—Reflection and other individual processes。
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。
衝突管理一、衝突的定義A. The process that results when one person (or a group of people) perceive that another person or group is frustrating, or about to frustrate, an important concern.B. 雙方不相容的歧見，導致干預或對立。
C. 衝突與競爭( competition )D. 衝突觀念的變遷傳統觀點VS. 現代觀點績效衝突層次二、衝突的來源A. 溝通的因素B. 結構的因素1.規模( Size )2.幕僚的異質性( Staff Heterogeneity )3.參與管理( Participation )4.業務單位與幕僚單位的區分( Line-staff Distinctions )5.酬勞制度( Reward Systems )6.資源相互依存( Resource Interdependence )7.權力( Power )8.個人的行為因素(Personal Behavioral Factors)三、衝突的層次A. 個人內在衝突( Interpersonal Conflict )1.雙趨衝突(Approach-Approach Conflict)2.雙避衝突(Avoidance-Avoidance Conflict)3.趨避衝突(Approach-Avoidance Conflict)B. 人際衝突( Interpersonal Conflict )囚者的困局( Prisoners' Dilemma )囚犯乙堅不吐實坦白招認堅├────---┼────---┤不│ 3 天│ 1 天│吐│││囚實│3 天│90 天│犯├────---┼────---┤甲坦│90 天│60 天│白│││招│1 天│60 天│認├-────--┼────---┤C. 團體間的衝突( Inter group Conflict )1.法規及秩序( Rules and Procedures )2.訴諸高層權威( Appeal to Higher Authority )3.界限防守位置( Boundary-spanning Positions )4.團隊( Teams )5.整合部門( Integrating Departments )四、減少衝突的策略A.上層目標( Superordinate Goals )B.結構途徑( Structural Approaches )C.衝突管理型態1. 強力貫徹( Forcing )適用時機:a. 非採取迅速果斷行動不可時，如緊急危難。
冲突管理中的主要观点Conflict Management: Key Perspectives.Conflict management is a crucial aspect of interpersonal and organizational dynamics. It involves identifying, understanding, and resolving conflicts in a constructive and effective manner. Throughout history, various perspectives have emerged to guide conflict management approaches, each offering unique insights and strategies. Here are some of the key viewpoints in conflict management:1. Traditional Conflict Management:The traditional view of conflict sees it as a negative force that should be avoided or suppressed. This perspective emphasizes the importance of maintaining harmony and preventing conflict escalation. Traditional conflict management techniques include:Avoidance: Ignoring or evading conflicts to minimize disruptions.Accommodation: Submitting to the demands of others to preserve relationships.Competition: Asserting one's own interests at the expense of others.2. Human Relations Perspective:The human relations perspective recognizes thatconflict is an inevitable part of human interaction. This view focuses on building relationships and fostering a positive work environment to prevent and resolve conflicts. Human relations conflict management techniques include:Collaboration: Working together to find mutually beneficial solutions.Compromise: Finding a middle ground that satisfies both parties.Consensus Building: Striving for unanimous agreement through open dialogue and brainstorming.3. Conflict as a Functional Perspective:The conflict as functional perspective views conflicts as potentially beneficial for individuals and organizations. This view argues that conflicts can:Challenge existing practices and stimulate innovation.Improve communication and foster understanding.Strengthen relationships through constructive resolution.4. Integrative Conflict Management:Integrative conflict management aims to find solutions that meet the needs of all parties involved. This perspective emphasizes understanding the underlyinginterests, emotions, and perspectives of those in conflict. Integrative conflict management techniques include:Mediation: Facilitating a structured dialogue between conflicting parties.Negotiation: Engaging in a process of give-and-take to reach an agreement.Problem-Solving: Collaboratively identifying and addressing the root causes of conflict.5. Transformative Conflict Management:The transformative conflict management perspective goes beyond resolving specific conflicts. It aims to transform the underlying relationships and dynamics that contribute to conflicts. This view focuses on:Building trust and fostering empathy.Facilitating dialogue and understanding.Empowering individuals to handle conflicts constructively.中文回答：冲突管理的主要观点：1. 传统冲突管理：传统观点将冲突视为一种消极力量，应避免或压制。
