冲突管理 英文版
Conflict Management_Managers Materials_冲突管理工作坊May 2018_TK
Training Workshop Outline 培训大纲
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Exercise 1 – List down 5 types of conflicts in workplace练习1列出工作场所5种类型 的冲突 Workshop objectives 工作坊目标 Conflict Management – Introduction 冲突管理-介绍 Definition of conflicts 冲突的定义 What are conflicts? 什么是冲突 Sources of conflicts 冲突源 Levels and types of conflicts 冲突的级别和类型 Exercise 2 – Differences in perceptions of conflict 练习2-对冲突认识的差异 Differences in Perception of conflicts 冲突感知的差异 Functional and Dysfunctional conflicts功能性和功能失调性冲突 Conflict management styles冲突管理方式 How to handle conflicts?如何处理冲突 Exercise 3 – Conflict resolution 练习3-解决冲突 Exercise 4 – True or False练习4 - 对或错 Exercise 5 – Causes and Sources of conflicts练习5 - 冲突的起因和来源
“Smooth Seas Do Not Make Skillful Sailors” 平静的大海造就不了娴熟的水手。
处理冲突的8个小诀窍中英译文
处理冲突的8个小诀窍中英译文处理冲突的8个小诀窍中英译文8 Secrets People Good At Mastering Conflicts Never Told YouMastering conflicts is a skill that sets leaders and successful managers apart from their peers. The art of resolving conflict in a professional and productive manner are able to get big projects done, keep customers happy, and get ahead. When you know how to effectively handle conflict, both your personal and professional life benefit. The ability to handle conflict has a massive impact on your success and your emotional intelligence.处理冲突是一项能把领导和成功的管理者与他们的同龄人区分开的技能。
以专业的和富有成效的方式来解决冲突的这种艺术可以做完大型项目，让客户满意，从而获得未来。
当你知道如何有效地处理冲突时，你的个人生活和职业生活都会获益匪浅。
处理冲突的能力对你的成功和你的情智会有很大的影响。
1.They Know How To Recognize Conflict他们知道该怎样认识冲突Identifying conflict in the workplace and other settings is the first key to mastering it effectively. Ignoring conflicts is rarely helpful. Different people and organizations manifest conflict in different ways and it takes time to learn about these points. For example, conflict in a process driven company may look like slowed decision making and silences. In contrast, conflict at a rapidly growing startup company may involve shouting matches (and more!). Learning to identify conflict is what makes certain people stand out at conflict resolution.在工作场所和其它环境下定义冲突是有效处理冲突的第一个关键。
管理冲突(英文)
A Process Model of Conflict
1. Latent Conflicts: These are the underlying causes of conflict situations.
• Functional interdependence • Allocational interdependence
What is Conflict?
• Three definitions: 1. Two systems (persons, groups, firms, nations) are in conflict when they interact directly in such a way that the actions of one tend to prevent or compel some outcome against the resistance of the other.
– Conflict requires that managers analyze their goals. – Conflict creates dialog among employees. – Conflict fosters creative solutions.
• Without conflict, firms would stagnate.
Two Explanations for the Felt Component in Conflicts
2. An employee may become personally involved with the firm. Their self-image may rely on job successes or failures. Felt conflict may be shown through fear, threat, mistrust, and hostility. Use nondefensive communication when managing felt conflict.
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
组织行为学第10章 冲突与冲突管理
第10章冲突与冲突管理第一部分本章概要1.1重要概念1.冲突（conflict)：冲突是一个过程，它开始于一方感知到另一方对其关心的事物有或将要有消极影响时。
冲突也是感知意识(知觉)、对立、稀缺和封锁。
2.建设性冲突(constructive conflict)：又称功能正常的冲突，是指对组织有积极影响的冲突。
3.破坏性冲突(destructive conflict)：又称功能失调的冲突，是指对组织有消极影响的冲突。
4.目标冲突(goal conflict)：指由于冲突主体内部或冲突主体之间存在着不一致或不相容的结果追求所引发的冲突。
5.认知冲突(cognitive conflict)：指由于冲突主体内部或冲突主体之间存在不一致的看法、想法和思想而导致的冲突。
6.情感冲突(emotional conflict)：由于冲突主体内部或冲突主体之间情感上的不一致而引发的冲突。
7.程序冲突(procedure conflict)：指由于冲突主体内部或冲突主体之间存在不一致或不相容的优先事件选择——过程顺序安排而产生的冲突。
8.关系型冲突（Relational conflict）：指由于人际关系问题而导致的冲突。
9.竞争策略(competing strategy)：又称强制策略，为满足自身的利益而无视他人的利益的一种“我赢你输”的策略。
10.回避策略(avoiding strategy)：既不满足自身的利益也不满足对方的利益，试图置身于冲突之外，无视不一致的存在，或保持中立，以“退避三舍”，“难得糊涂”的方式来处理冲突。
11.妥协策略(compromise strategy：妥协实质上是一种交易，又称为谈判策略，指的是一种适度满足自己的关心点和他人的关心点，通过一系列的谈判、让步、讨价还价来部分满足双方要求和利益的冲突管理策略。
12.迁就策略(accommodating strategy) ：又称克制策略或迎合策略，当事人主要考虑对方的利益或屈从于对方意愿，压制或牺牲自己的利益及意愿。
简述托马斯吉尔曼冲突管理模型
简述托马斯吉尔曼冲突管理模型托马斯吉尔曼冲突管理模型（Thomas-KilmannConflictModeInstrument，简称TKI）是美国国家学院的吉尔曼和托马斯在20世纪70年代的一项重大贡献。
TKI模型指出了冲突管理的五种模式：协商，折衷，放弃，压迫和忽视。
它提供了一个重要的视角，以理解不同类型的冲突，如何处理这种冲突以及如何发挥有效的冲突管理技能。
一、TKI模型的基本理论TKI模型基于一个简单的假设，即冲突的波动是正常的：它是社会关系的正常状态，而不是消极的异常状态。
它将冲突视为一种不可避免的事件，它受到人类行为的影响，根据人的心理状态的不同，它还可以十分有效地解决问题，同时帮助人们在复杂情况下改善关系。
TKI模型基于两个假设：1、每个人都有可调节的强度来表达他们的个人地位。
2、每个人都有可调节的强度来支持他们的个人地位。
这些假设表明，人们在冲突中具有多种工具可以努力达到他们的目标，并确保满意的冲突解决，而不是采取压迫或彼此攻击的手段。
二、TKI模型包括哪五种冲突管理模式1、协商：协商模式是双方一起努力达成双赢结果的一种方式。
协商模式包括诸如倾听，理解对方观点，与对方进行有效沟通，向对方解释彼此立场，取得双方满意的结果。
2、折衷：折衷模式以满足彼此的部分需求为目标，双方作出不完全的牺牲，以便达成和解。
3、放弃：放弃模式是放弃一方的目标，以促成另一方的愿望。
放弃模式包括保持友好关系，避免继续争论或恶化局势，而不受其影响。
4、压迫：压迫模式是一种以强制或欺凌的方式满足自己的意愿为目的的行为。
压迫模式可能会造成长期的损害，从而破坏双方的关系。
5、忽视：忽视模式指的是一种以不接受对方意见、拒绝与对方合作为目的的行为。
这种模式可能会造成持续的怨恨和仇恨，从而恶化双方的关系。
三、TKI模型的应用TKI模型提供了一个基于多种冲突管理技术的重要视角，以理解不同类型的冲突，如何处理这种冲突以及如何发挥有效的冲突管理技能。
冲突管理(英文讲义)
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.
冲突管理及案例
冲突管理及案例冲突管理冲突管理(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。
[编辑]功能正常冲突与功能失调冲突[1]相互作用的观并不是说所有的冲突都是好的。
一此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。
决定冲突功能的标准是它对群体的影响，而不是它对任何群体成员的影响。
管理学英文版-重点大集合(概念、图表)
第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色〔management roles〕、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能〔management skills〕概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的〔distinct purpose〕②有人员构成〔people〕③有精细的结构〔deliberate structure〕第二章1、管理理论〔management theories〕：科学管理〔scientific management〕一般行政管理理论〔general administrative theorists〕定量方法〔quantitative approach〕组织行为〔organizational behavior〕系统观〔systems approach〕权变理论〔contingency approach〕第三章1、管理万能论〔omnipotent view of management〕管理象征论〔symbolic view of management〕2、组织文化的七个维度〔dimensions〕关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization， aggressiveness， stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与〔challenge〕②. 自由〔freedom〕③. 信任和开发〔trust and openness〕④. 计划时间〔idea time〕⑤. 幽默〔playfulness/humor〕⑥. 冲突解决〔conflict resolution〕⑦. 讨论〔debates〕⑧. 冒险〔risk taking〕第六章1、决策制定过程〔the decision-making process〕①.识别决策问题〔identification of a problem〕②.确定决策标准〔identification of decision criteria〕③.为决策标准分配权重〔allocation of weight to criteria〕④.开发备份方案〔development of alternatives〕⑤.分析备份方案〔analysis of alternatives〕⑥.选择备择方案〔selection of an alternatives〕⑦.实施备择方案〔implementation of the alternatives〕⑧.评估决策结果〔evaluating decision effectiveness〕2、决策制定的错误〔decision-making errors and biases〕：自负〔overconfidence〕后见〔hindsight〕自利型〔self-serving〕沉没成本〔sunk costs〕随机性〔randomness〕典型性〔representation〕有效性〔availability〕框架效应〔framing〕证实〔confirmation〕选择性认知〔selective perception〕锚定效应〔anchoring effect〕即时满足〔immediate gratification〕4、计划工作〔planning〕：①、定义组织目的〔defining the organization’s goals〕②、制定全局战略〔establishing an overall strategy〕③、开发一组广泛的相关计划〔developing plans〕5、计划的目的〔purposes of planning〕:①、它给出了管理者和非管理者努力的方向〔planning provides direction to managers and nonmanagers alike〕②、它通过迫使管理者具有前瞻性来降低不确定性〔planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses〕③、计划可以减少活动的重复和浪费〔planning minimizes waste and redundancy〕④、计划设定目标和标准，可以用于控制〔planning establishes the goals or standards used in controlling〕6、计划和绩效〔planning and performance〕①正式的计划工作通常带来较高的绩效、较高的资产回报率，以与其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以与实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
董监高利益冲突管理制度 (中英双语版)
董监高利益冲突管理制度一、概述Overview为切实防范公司董事、监事、高级管理人员与公司之间的利益冲突，促进公司业务的规范发展，防止损害本公司及股东利益的行为发生，特制定本制度。
本程序适用于本公司及控股子公司的董事(不含独立董事)、监事、高级管理人员(包括总经理、财务负责人、董事会秘书等)，简称为“董监高”。
To effectively prevent conflicts of interest between the company's directors, supervisors, and senior management personnel, promote the standardized development of the company's business, and prevent acts that harm the interests of the company and its shareholders, this procedure is formulated. This procedure is applicable to the directors (excluding independent directors), supervisors, and senior management personnel (including the general manager, financial officer, board secretary, etc.) of the company and its holding subsidiaries, abbreviated as "directors, supervisors, and senior executives".二、定义Definition利益冲突：指当公司董事、监事、高级管理人员在履行公司(含分支机构) 职务所代表的公司利益与其自身的利益之间存在冲突，可能损害公司和其股东权利的情形。
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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
Chris Jarvis
7
Management, People & Organisations
Sources of conflict
Organisational hierarchy Competition for scarce resources Self-image & stereotypical views of others Differing goals & objectives Failures & resultant blame fixing Poor coordination of activities
Individual processes (aggressive and polite communication, conflict handling, competence) Ways of thinking about it (roles & identities, institutional pressures, cultural and organisational constraints, ethical boundaries) Interactive processes (formal negotiations, cultural & communication processes in international business, negotiation in crises, office resentments and clashes)
Chris Jarvis
4
Management, People & Organisations
Factors influencing the manner of resolution
Organisational climate & culture Habituation, custom & practice, status quo Personal or political interests Presence or absence of systems, policies & procedures for managing conflict Individual skill in conflict handling Willingness to compromise
Management, People & Organisations
Managing Conflicts of Interest
1
Chris Jarvis
Management, People & Organisations
Definition - Conflict
"a process which begins when one party perceives that the other is frustrated, or is about to frustrate, some concern of his (or her). Thomas, 1976 in B&H p634
"…. A process that has as its objective the ending of conflict between disagreeing parties". B&H pp 653
Chris Jarvis
11
Management, People & OrganisationsChris Jarvis
2
Management, People & Organisations
Exercise
Review an apparent source of conflict of interest in your organisation
Clients – who is affected? Actors – who are the leading players
and coordinative implications
Environment – what are the characteristics
of the environment in which this is played?
What are the conflicts & interests? How are they manifested (feelings & behaviour)? How would the conflicts normally be resolved? How do you think the participants perceive the resolutions in terms of degree of satisfaction ?
Chris Jarvis
8
Management, People & Organisations
Player attitudes
I win – you lose (aggressive) I lose – you win (passive) I lose – you lose (total war) I win – you win (assertive)
Beyond Contract (Fox 1974) agreements are "best we can get at the moment".
(individuals, groups and institutions)
Transformations (what is the content and
process? What is the ground that is being fought over?)
World-view – what is the wider perspective Organisation – what are the organisational
Chris Jarvis
3
Management, People & Organisations
Organisational policy and practice on conflict management
What would be the content and coverage of an organisational policy on conflict management? What policy areas? What norms and expectations in terms of behaviour?
Chris Jarvis
5
Management, People & Organisations
Attitudes towards conflict
A way of life War ("…all's fair in love & …..")
Attrition Coup de grace
Competition ("…we'll see who gets there first") Avoidance ("…leave well alone") Accommodation ("…no, after you") Compromise ("…split the difference") Collaboration ("…lets work this out together") B&H pp 564-656
Multiple values, beliefs, commitments and objectives Diverse perceptions and understandings Competing sources of leadership and loyalty Individuals & members of separate groups Pulling in different directions – all in same boat but…… Potential for disagreement + conflict is inherent. Natural distrust in management authority Right to challenge decisions and share power Representative participation > dissidents