如何解决压力引起的冲突_百度知道
如何解决压力引起的冲突
、理健康含义 关于理健康内外许者论述至今尚公认定义区别理健康与健康、与异标准面刻画理健康者与健康者行特征面存些歧其原主要研究者确立理健康标准同划理健康与否依据归纳几类： （）统计模 根据理特质群布状态划假设各项理特质（智力、乐群性等）测量值群态布某项理特质测量值处于平均数附近则面健康、；相反处于布某端偏离模则面健康、异 （二）社规范 根据行否符合社规范要求划假行符合所处社规范要求社认、赞同则判断健康、；相反其行偏离轨所处社认则判断健康、异 （三）适应 根据否适应社划健康与否假适应良则认健康、冲目反适应社经给社或造危害则健康、异 （四）理熟状况 根据理熟程度划假身两面熟程度与同龄相则认理健康；相反理熟程度远低于同龄则认健康、异 综合内外研究者理健康论述归纳理健康6条标准 1.现实真实知觉 健康认识与解释周围发事物能持客观、公态度能真实看待各种事物看自所希望东西内较敏锐觉察力总误解言行少错误知觉 2.情绪安全与自我接纳 健康所遭受避免冲突挫折能确待具必要忍耐力；注意自我形象能现实评价自处短处并能接纳自；事尽力、尽程体验自我价值；掩饰自刻意取悦于保持自适度自尊 3.自我调控能力 健康控制自行能力必要能遏制自非理性冲；调节自理冲突能力；意愿能效调自身力量关领域实现较高水平目标 4.与建立亲密关系能力 健康确际交往态度效际沟通技能关与善团结合作；满足自需要苛求于；际关系适宜知朋友亲密家 5.格结构稳定与协调 健康参与丰富彩其各项理机能健全并较高整合水平例理想自我与现实自我差距适度认识与情协调行手段与目标相适应 6.热情与工作效率 健康热乐于工作经验习能力解决问题能力工作较效；独立谋能力与意愿；能习、工作、娱乐、享受协调追求充实. 理解与握理健康标准应该考虑几点： （1）判断理健康状况应兼顾体内部与外良适应两面内部说理健康各项理技能健全格结构完整能用手段满足自基本需要；外关系说理健康能适应周围环境较强际交往能力 （2）理健康概念具相性妨理健康与理疾病视类精神两极端数实际都位于两极端间某位置理健康高低层低层理健康主要指没理疾病；高层理健康仅指没理疾病且意味着能够充发挥潜能发展建设性际关系事具社价值创造追求高层需要满足 （3）理健康既种状态种程理健康失败、冲突、焦虑、痛苦能些境遇作效自我调整且能保持良工作状态境轻松愉快 二、压力与理健康 （）压力性质与源 理所说&压力&通三种含义：指现实存具威胁性刺激即压力源；二指压力事件反应即压力反应；三指由威胁性刺激带种压迫主观受压力压力持久性与暂性压力变种持续存受叫做压力并任何具威胁性刺激事件都能引起压力受压力源反应存着显著别差异关键事何根据自经验刺激事件作认知评价事确信该事件涉及康宁自于处理该事件没握才产压力压力源各种各既由外界事件引起由主体内部事件引起重要压力源： 1．灾难性事件 自灾害洪水、震、冰雹等；灾害战争；灾难性事件车祸；身灾祸遭抢劫些超痛苦范围灾难事件都引起期压力反应 2． 改变 并非重改变才造压力琐事缠绕累积身造良影响与同发争吵、工作意、丢失课堂笔记、受切合实际批评等 3． 困扰 并非重改变才造压力琐事缠绕累积身造良影响与同发争吵、工作意、丢失课堂笔记、受切合实际批评等 4．理冲突 未解决冲突压力另源冲突指两种需要或机相互立所造理困境冲突表现形式看双趋冲突、双避冲突、趋避冲突、重趋避冲突；冲突内容看&独立依赖&冲突、&亲密隔离&冲突、&合作竞争&冲突、&冲表达道德标准&冲突 （二）压力应式 压力情境使产焦虑反应事采取系列措施处理压力情境减轻适处理程叫应采取效应式仅减少身所受伤害且使增经验使压力产催奋进积极影响应通两种式：着重于问题应与着重于情绪应 1.着重于问题应 采用种应式目于直接处理产焦虑情境或者克服或者避例打算报考理科高近几物理考试绩都及格或者找自物理知识缺陷所进行重点复习；或者决定参加暑期物理补习班；或者决定改报高校文科专业些都着重于问题应 2.着重于情绪应 着重于情绪应侧重于减轻焦虑减少压力情境自威胁具体既行外旅游几暂忘掉令烦问题或者找知朋友谈谈求情支持；认知即通重新评估压力事件改变认识缓解情绪反应例述物理考试及格借&两物理考试及格并说明问题&、&科绩偏低值担&想进行质辩减少压力事件威胁压力事件评估具歪曲现实性质事实际已经采用自我防卫机制减少焦虑维护自尊自我防卫机制潜意识并能真改变压力情境能帮助事暂度难关含自欺欺 述两种应式数情况言着重于问题应比较健康应式并所问题都解决遭遇于强压力力控制压力情境情况事先采用着重情绪应缓解情绪保存希望便使能恢复精力更效处理现实问题所两种应式并用 三、见理障碍及 （）焦虑症 焦虑症与客观威胁相适应焦虑反应特征神经症面临压力情境现焦虑反应焦虑与客观情境威胁程度相适合焦虑症特征：事理体验面紧张安担害怕极度敏难于做决定；躯体症状面跳加快度汗手足发抖肌肉持续紧张尿频尿急睡眠障碍见焦虑反应考试焦虑其表现：随着考试临近情极度紧张；考试能集注意知觉范围变窄思维刻板现慌乱刻担失败发挥水平 焦虑症产原：校统考、升压力使缺乏内自尊；业失败创伤经验；家高期望；争强胜；自切实际高要求症状采用肌肉放松、系统脱敏于缓解焦虑反应较效 （二）强迫症 强迫症包括强迫观念强迫行两种症状往往共同存身强迫观念指事身由思考想考虑事物强迫作指事反复做想做事情做极端焦虑反复洗手、反复检查门否锁、执行繁琐固定程序等都典型强迫症状数都强迫观念干扰适应才神经症表现 强迫症种解释：强迫观念与强迫作意识免除安全、焦虑痛苦种替代式例某种场景产极度焦虑强迫观念使脑填满意义琐碎观念借免除焦虑反应袭击强迫症能与格特征关些强迫症患者思维行刻板、少变通般认治疗强迫症比较困难益建议：于强迫观念要作用控制要顺其自 （三）恐惧症 恐惧症特定实危害事物或场景非理性惧怕恐惧症单纯恐惧症（件具体东西、物或情境恐惧）、广场恐惧症（害怕片水域、空荡荡街道）社交恐惧症社交恐惧症见患性交恐惧症害怕社交场合讲（场讲演）担自双手发抖、脸红、声音发颤、口吃暴露自焦虑觉自说自敢抬敢视眼睛治疗恐惧症用系统脱敏 （四）抑郁症 抑郁症境低落特征神经症主要表现：情绪消极、悲伤、颓废；二消极认知倾向（自卑、能）；三低水平机（、缺少热情）；四躯体疲劳、失眠、食欲振 造抑郁症素期存精神压力缺少强化愉快经历及事性格脆弱性数抑郁患者能够经治疗或经治疗逐渐恢复复发能理治疗要注意给事情支持、鼓励；认知行疗矫治抑郁性神经症较效；抗抑郁药物用缓解症状 （五）格异 格异期固定适应良行模式格异者社化程完善性格怪异思想奇特情熟难与合作际关系其相部缺少失、犯罪责任行严重妨碍格异体先素质与教养产物早期失父母或受溺缺乏惩戒格异形解释 外种程度较轻格异称格缺陷其现自卑、怯儒、孤僻、依赖、敏疑、敌、嫉妒、退缩、消极些表现数带&内向性&行特征于格健全发展能造深远消极影响应引起教师高度重视 （六）性偏差 性偏差指体性行表现异现象青少性发育程现度手淫、迷恋黄色书刊、性问题关注、早恋、性游戏、轻度性别认知困难等适应良般属于性理障碍些良适应行应给予效干预 （七）进食障碍 进食障碍指神经性庆食由于节食引起严重体重失凡由于患者厌恶进食导致体重骤降25%者即视作庆食症症状神经性厌食症发于（比男<img class="word-replace" src="/api/getdecpic?picenc=0af倍）其症状食物极端厌恶甚至恐惧四肢力能现闭经由于家庭断施加压力事能变脾气暴躁神经性厌食采用行矫治予矫 （八）睡眠障碍 睡眠障碍指失眠、夜惊、梦魇等失眠能由于压力事件、脑力或体力劳度引起能神经症伴物夜惊能与童发育阶段精神功能暂失调关梦魇与间情绪压力关睡眠障碍采用肌肉松弛治疗 看希望帮助喔
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功士懂何解决冲突
论我何做我都彻底清除冲突冲突部管否愿意都要用定式解决数功士都身处完美团队或者周围群真诚支持切都懂处理冲突艺术
已经知道妥善处理冲突我获功技能想解问题
我恐惧才能说服自解决冲突
我决定解决冲突应该做确良
我何才能安抚焦虑激怒
面某才能伤害情
我与板或同事矛盾平解决争端
《要怕冲突》所疑惑做答本书切合实际读者语言通俗易懂涉及系统全面兼顾发工作种种情况给些害怕冲突或面潜危险选择逃避提供处理冲突技术理支持书每章都包括些真实事例、与事例相关解决原则、些辅导性训练练习并根据读者所处具体环境给些建设性行步骤能引领并鼓励读者功面进处理各种矛盾与冲突
《要怕冲突》带给：
·迅速减少冲突所带恐惧；
·避免付焦躁容易现10错误；
·建立起知识体系、技巧信；
·找我面冲突都用5种交流形式
压力是矛盾是事物发展变化的动力，但关键是向哪里变，要合理利用压力动力使事物向有价值方向变化，即使事物向良好方向过度发展，但压力有时无法马上转化为良好动力则需要想出良好的办法来把压力调节好，矛盾处理好，变坏事为好事，变压力为动力，变冲突为互利
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你可能喜欢组织中的人际冲突和解决方法
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组织中的人际冲突和解决方法
安徽国税 　www.ah-n-　
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科大MPA0501第二组课题组成员：
安徽省国税局：刘明义&&&&&&&&&&&&&& 安徽省国税局；李小林
泗县国税局：徐展笑&&&&&&&&&&&&&&&& 庐江县国税局：梁大华
含山县国税局：葛平&&&&&&&&&&&&&&&& 桐城市国税局：潘自亮
来安县国税局：金玲玲&&&&&&&&&&&&&& 枞阳县国税局：吴义霞
蚌埠市国税局：黄同生
组织中的人际冲突和解决方法
组织中的冲突是组织存在和发展中不可避免的现象,冲突是一种潜在的或公开的一种确定性行为。我们把冲突定义为一种过程，在这个过程中，一方努力去抵消另一方的封锁行为，这种行为将妨碍他达到目标或损害他的利益。组织中的冲突按层次可分为人际冲突、部门冲突和群体冲突，而人际冲突是指组织中个人与个人之间因互动行为所导致不和谐的状态，这是各种冲突的基础，本文重点阐述组织中的人际冲突和解决方法。
一、关于组织中人际冲突的基本认识
即使人们在企业中的根本性目标是一致的，但它并不意味着组织内部各成员之间具体的目标与利益的一致，所以，在组织中矛盾与冲突就是不可避免的。美国的一位管理学教授巴达维就指出：“倘若双方或多方对某些目标、价值或行为的看法不一致，相互排斥，便会产生冲突。”。人际冲突在企业组织中是不会消失的，只要人是组织的参与者，那么冲突也会参与到组织中来。
长期以来，人们对于组织中的冲突有着三种不同的观点。第一种观点是传统的观点，认为冲突本身表明了组织内部的机能失调，被认为是有害的，应该避免冲突。第二种观点是人际关系的观点，认为冲突是任何组织不可避免的必然产物，但它并不一定会导致不幸，而是可能成为有利于组织工作的积极动力。第三种观点是互动的观点，认为冲突不仅可以成为组织中的积极动力，而且其中一些冲突对于组织或组织单元的有效运作是绝对必要的。&&& &其实，互动的观点并不是说所有的冲突都是好，一些冲突会支持群体的目标，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。但也有一些冲突阻碍了群体的工作绩效，它们是具有破坏的、功能失调的冲突。一般来说，重人际关系的冲突都是功能失调的，而低水平的过程型冲突与中、低水平的任务型冲突都是功能正常的。然而，积极与消极是在人们努力之下可以进行有条件的转化的。因此，组织中管理者的工作之一就是要转化不良的人际关系，变消极为积极，充分化解内部人际冲突，使员工都能在和谐的关系中得到激励。
二、关于组织中人际冲突产生的原因&&&& 组织中人际冲突之所以发生，可能是利益相关者对若干议题的认知、意见、需求、利益不同，或是基本道德观、宗教信仰不同等因素所致。组织中的人际冲突是很难来量化的，但一般说来，包括以下几方面：
１．组织中权力、利益的争斗。当一个职位低下的员工看着略高于其位的那人的能力并不比他强时，就很可能不服气，与之明争暗斗，同时，各个个体只考虑本位利益而引起利益冲突最终引发冲突。
２．职责范围、责任归属不清。由于组织中授予员工的工作模糊不清或是职责范围重叠，人们之间就很容易引发冲突。&&&&３．信息传递受阻或谬误。由于人际之间或群体之间缺乏信息交流、互相不了解而造成隔阂，也会产生冲突。&&&&４．知识、观念、价值观的不同。当人们的知识、经验不同，对问题看法存在分歧，或者价值观的不同，对同一事物会存在不同的看法，从而引发冲突。&&&&５．工作中存在着竞争。人们有表现自己、实现自己价值的愿望，人们总希望自己在组织中有所作为，发表意见展示自己的才能，并希望这些意见为别人所接受，这也是冲突的来源。&&&&６．情绪的影响。情绪是很微妙的，它的变化足以使组织平静的生活掀起不小的波澜，也容易导致冲突。&&& 三、关于组织中人际冲突的一般过程
组织中的人际冲突一般可以划分为五个阶段：（1）潜在的对立或不一致。冲突过程的第一步存在可能产生冲突的条件，如沟通中的误解、沟通渠道中的“噪声”、组织任务专业化程度、领导风格、个人的价值系统和个性特征等，这些条件并不一定导致冲突，但它们是冲突产生的必要条件。（2）认知和个性化。认知到冲突是冲突存在的必要条件，只有发展到情感上的冲突时，即个性化的冲突时，冲突才真的变成现实。（3）行为意向。行为意向介于一个人的认知、情感和外显行为之间，是指从事某种特定行为的决策，如竞争、回避、合作、迁就、妥协等行为意向。（4）冲突行为。冲突行为是指冲突双方为实现各自的愿望所开展的活动和表现出的态度等。（5）冲突结果。冲突双方之间的行为必然带来冲突的最后结果，这些结果可能是功能正常的，即冲突提高了群体的工作绩效；也可能是功能失调的，即冲突降低了群体的工作绩效。
四、组织中人际冲突的主要解决方法
冲突发生之后，必须迅速地处理，否则它将如火山爆发，对企业的发展带来损害，或如烈性传染病，引发企业中深层次的矛盾，对企业中依然存在的健全良好的人际关系起摧毁性作用，甚至扩散、升级为更大的仇视，最终酿成不可挽回的悲剧。&&&& 解决冲突的主要方法是让冲突双方一起来审视存在的分歧和矛盾，找出冲突背后需要解决的具体问题，通过冲突双方自我调整，而后找出解决途径，使冲突得以解决。但这种可能性并不大，因为人在盛怒之下是很难去对自我进行剖析的。在冲突双方不愿或不能通过自我解决冲突时，就需要第三者介入、制度约束等。因此，在实际解决组织中的冲突时，应当根据冲突的不同性质，采取适当的方法加以处理。通常，解决冲突的方法主要有：
竞争。指的是一个在冲突然袭击中，寻求自我利益的满足，而不考虑他人的影响。在正式的组织中，这些输赢的斗争经常通过正式的权威，双方利用各自的权力取得胜利。
协作。指的是冲突双方将均希望满足两方利益，并寻求相互受益的结果，通常被认为是双赢的方法。
回避。指的是一个人可能意识到了冲突的存在，但希望逃避它或抑制它。当冲突双方都认识到事实上的差距，双方都各自为界，采取漠不关心、希望避免公开表示异议等态度，这就是回避。
迁就。指的是为了维持相互关系，一方愿意做出自我牺牲，如夫妻双方有矛盾时，通常是一方优先考虑对方的利益而迁就对方。
折中。指的是冲突双方都放弃某些东西而共同分享利益，愿意共同承担冲突问题，并接受一种双方都达不到彻底满足的解决办法。
第三者裁决。由超越于冲突双方之上的权威人士或组织对冲突做出裁决，判定哪一方有理。采取这种做法时，管理者对冲突双方一定要公正，不能有偏袒。&另外，对于管理者来说，对冲突的处理也不可采用单一策略，在解决冲突时要针对不同的冲突内容与程度选择相应的策略，如合作策略、折中策略、调和策略等。&&&& 压制冲突。由上级下达命令或建立一定法规，以压制冲突。这个办法能收效一时，但并没有消除冲突的根源。
转移目标。寻找一个外部的竞争者，把冲突双方的注意力转向外部。通过转移目标，可以转移冲突双方的视线，进而弱化双方之间业已存在的矛盾。
重组群体。如果组织中某个群体冲突长期得不到解决，则会影响组织的整体效率，可果断的将该群体解散，重新组织。通过工作再设计、工作调动、建立新型合作关系等方式，减少或者防止过激的冲突发生。
五、如何运用谈判解决组织中的人际冲突
谈判是指双方或多方互换商品和服务，并试图对他们的交换比率达成协议的过程，是处理冲突的重要措施。在今天以团队为基础的组织中，成员们越来越发现自己与同事之间，没有直接的权力关系，他们之间也没有一个共同的上司进行领导，谈判几乎渗透到组织中每一个人之间的相互作用之中。
谈判有分配谈判和综合谈判两种基本方法。分配谈判最显著的特点是在“零和”条件下运作，也就是说，一方所获得的任何收益恰恰是另一方所付出的代价，如劳资双方对工资的谈判，就是典型的例子。在进行分配谈判时主要是试图使对手同意你的具体目标点或尽可能接近它。综合谈判是基于这样的假设解决问题的，即至少有一种处理办法能得到“双赢”的结果。
在运用谈判解决组织中人际冲突时，我们要注意以下几个问题：一是防止阻碍有效谈判的决策偏见。如非理性地增加投入、过于自信；二是防止个性特征在谈判中的主导作用。要求我们在每一次谈判中，应更关注的是事件本身和情境因素，而不是你的对手和他的特质；三是重视谈判中的性别差异。性别的差异会影响谈判的结果，例如，女人在谈判中更富于合作性，对谈判的信心较低；四是重视文化差异对谈判风格的影响。如法国人喜欢冲突，他们常常通过思考和反驳他人观点而获得认可，提高声誉。
在运用谈判解决组织中人际冲突时，提高谈判技巧至关重要。那么我们如何提高谈判技巧，来提高谈判效率，关键要做好以下几项工作：一是研究你的对手。尽可能多地获得你的对手的兴趣和目标，预测他对你建议的反应，帮助你达成协议而不损害对手的利益；二是以积极主动的态度开始谈判。以积极主动的态度开始谈判，也许只是一个小小的让步，但它会得到对方同样让步的酬答；三是对事不对人。着眼于谈判问题本身，而不针对对手的个人特点，应做到把事和人区分开来，不要使差异人格化；四是不要太在意最补的报价。把最补的报价仅仅看作是谈判的出发点，它们可能是很极端、很理想化的；五是强调双赢解决方式。如果条件许可，最好寻求综合的解决办法，能够使你和对手均成功；六是建构开放和信任的气氛。有经验的谈判者是个好听众，他们更多询问问题，更直接地关注对方的提议，更少防卫性，并避免使用会激怒对手的词汇，如“公平的价格”、“合理的安排”等。
并非一切冲突都是破坏性和消极的，适度的、建设性的冲突将有利于组织的变革，是组织创新的催化剂。但由于组织中的冲突既存在建设性冲突，又存在破坏性冲突，我们要根据实际情况，对建设性冲突要进行鼓励，而对破坏性冲突则要进行缓和。在解决组织中的冲突要注意维持适度的冲突，而管理重要的冲突，解决冲突时应避免情绪化泛滥，利用谈判技巧，重点解决不可解决的冲突，形成反省自我的习惯，以缓和组织中的人际关系，提高组织的管理效率。
参考文献：
1、组织冲突&& 郑士贵 &管理科学文摘& 2003年第1期
2、组织冲突的若干问题&& 陈哓东& 经济科学 2004年第2期
3、有效处理冲突的方法& 王连城& &&领导科学 1999年第3期
4、企业中的冲突管理 周太忠& 管理科学文摘 1999年第9期
5、组织行为学精要& 郑晓明 葛春生 译& 电子工业出版社 2005年第8版
Interpersonal& conflict& and& solution
&in& organization
The conflict is an ineluctable phenomenon in the existence and development of the organization, the conflict is a kind of potential or existent behavior. We define the conflict as a kind of process. In this process, the one tries to countervail the other’s blocked behavior, which will prevent them from attaining their goals, or damaging their benefits. The conflict in the organization can be divided into three tiers : interpersonal, departmental and collective conflict. The interpersonal conflict means an inharmonic state which results from interactional behavior between individuals in the organization. It is the basis of different conflicts .We focus on elaborating the interpersonal conflict and its solutions here.
Ⅰ The Basic Opinion of the Interpersonal Conflict in Organization.
The ultimate goals in organization is uniform , &but that doesn’t mean that the material goals and benefits of every member in organization are the same. Therefore, contradiction and conflict in organization are unavoidable. Badawed, a management professor of America has pointed out:" If two or more sides have different opinions on goals, values and behaviors , &they will& repulse each other, which will lead to conflict". The interpersonal conflict in organization will not disappear as long as the person is a participant, the conflict will continue to exist in the organization.
For a long time, there are three kinds of viewpoints on conflicts within the organization. The first is a traditional one, considering that the conflict indicated the internal function of the organization is imbalanced and harmful, therefore we should avoid the conflict. The second is the viewpoint of individual relationship considering that conflict is an ineluctable and inevitable outcome in any organization, but it doesn’t lead to distress, possibly it can become a positive motive which benefits the organization. The third is an interactive viewpoint , considering that conflict can become not only the positive factor within organization, but also some are absolutely necessary to the effective operation of the organization or organization unit.
&&&& In fact, an interactive viewpoint does not mean that all of conflicts are good. Some support collective goals and improve the whole performance. They are constructive and well-balanced conflicts.But some preclude the collective performance. They are destructive and imbalanced. Generally speaking, the conflict which emphasizes the relationship is always imbalanced, but the low- level, process conflict and the medium or low-level task conflict are well-balanced. However, positive and negative can be reversed by efforts of the people involved. One of the governor's responsibilities is to change the negative interpersonal relationship, make negative into positive, dissolve the interpersonal conflict completely, and encourage employees to develop in a harmonious relationship.
Ⅱ What is the causal factor of interpersonal conflict in organization?
&&&& Possibly some people have a different understanding& or concept regarding some topics ,or the causal factor might result from differences in moral concept ,faith and so on .The interpersonal conflict in organization can not be estimated with quantities, but generally speaking, including several following aspects:
Competing for Organization’s Power or Benefits. When a person in a lower category realizes that the person in a higher category does not display leadership qualities, he may feel disaffected and friction will result. It is human nature that each person seeks to advance.& This can cause conflict of interest and lead to serious personnel problems.
Unclear Responsible Scope and Possession.Conflict arises easily in people because organization hasn’t reasonably assigned specific mission to various employees.
Information Doesn’t Transmit Smoothly.The lack of communication between people or units may cause misunderstanding and conflict.
Different Knowledge, Concepts and Values. When peoples’ knowledge or experience is different, perceptions of the problem exist. This also can lead to conflicts.
Competition Exists in Work.People want to express themselves and demonstrate their abilities. Naturally they wish to realize their goals and state their opinions. This is human nature, and as such, can also lead to conflict with some individuals in the organization.
The Influence of Emotion.Emotions are very delicate, however, it is not the writer’s intention to venture into the field of psychology, but the title of this paragraph is self-evident .
Ⅲ The Process of Interpersonal Conflict in Organization.
Interpersonal conflict can be divided into five stages:
Potential Opposition or Disagreement .The first step is the condition of the conflict, such as misunderstanding in communication or outside distraction. Confusion in the manner of communication on the part of other individuals within the organization is another possible cause of conflict.
Understanding and Individuation.Understanding the conflict is an essential condition. Only when the conflict develops to an emotional level, namely, characteristic conflict, the conflict actually becomes real.
Behavior Intention.The behavior intention consists in one's understanding, emotion and the outside behavior .It is a decision-making about a certain kind of special behavior, such as the competition, obviation, cooperation, indulgence, compromise and so on.
Conflict Behavior.The conflict behavior means both sides’ ongoing activities and expressed attitudes to carry out their dream must exist.
Conflict Outcome.The behavior between both sides brings the ultimate result of conflict consequently, these results may be function well-balanced, that is to say, conflict improves colthey also may be imbalanced, that is to say, the conflict reduces collective performance.
Ⅳ The Main Methods of the Solution of Interpersonal Conflicts in Organization.
&& After conflict occurs, we must deal with it rapidly lest it causes great damage in the development of the enterprise as for example, a volcano breaking out or as a severe infectious disease brings out the contradiction. It destroys the interpersonal relationship and brings about pessimism.
&& The main method for conflict solution is to let both sides of confliction to work toward finding out the cause of the problem so that conflict can be settled. But it may be not possible for a person to examine himself when he or she is angry.& When both sides of the conflict find it impossible to settle the dispute by themselves ,& it is needed for a third party to intercede. As a result, we should use proper methods to settle the conflict. Usually, the main methods for settling conflicts are:
& &Competition.&In a competitive environment as long as the competing parties have an even playing field and both parties have a clear understanding of the rules, there should be no cause for conflict.
Cooperation. &It means the ability of all parties to follow a mutually agree upon course of action to accomplish a goal.
&& &Obviation. &It means that one party may realize that there is a& conflict, but it’s natural that he should want to avoid& it. When both sides realize that a problem exists , they will take another approach in order to avoid making the conflict public.
Indulge. &It means that one side is likely to sacrifice himself in order to maintain the mutual relationship. For example, when a couple has argument, usually one of them indulges the other in consideration of the interests of the spouse.
Split the difference. &It means that both sides of the conflict give up something to share the common interest. They would like to face the problem and accept a solution which can’t fulfill the complete satisfaction of both.
The third party verdict. In order to determine& which side is& more reasonable , the opinion of a third party is recommended .Judged by the authority To employ this method, the management should be fair with both sides. In addition, the settlement of conflict can not use a single strategy. We should use different strategies which adapt to the content and degree of the conflict ,such as collaborative strategy, splitting strategy, the regularity strategy, and so on.
Suppress Conflict. &The superior may give an order or make a rule to suppress conflict. This method can be effective in the short term, but it cannot eliminate the root of the conflict.
Transfer the Goals .Effort should be made to alter both sides’ attention by seeking the opinion of a third party. It can change both their viewpoints through transferring the goals, thus weakening the contradiction which has already existed in both sides.&&&&&
Reorganize the Community.If a certain collective conflict in organization cannot be resolved over a long period of time, then it can affect the morale and efficiency of the group .
You can dismiss the community and reorganize it .This can decrease or prevent increased conflict resulting from work redesigned, work transferred or building up of the new cooperative relationship.
Ⅴ How to Make Use of Negotiation to Solve the Interpersonal Conflicts in an Organization?
Negotiation means two or more parties exchange information regarding prices , terms and conditions of both merchandise and services .The objective of this exchange of information is to arrive at fair and equitable prices and terms .They also must consider the agreement on their ratio of the exchange. It is the most important to resolve the conflict .Today in the organization which is based on the group ,the members find that there is no direct authority between the colleagues and themselves ,and they have no common leaders among themselves. The negotiation almost infiltrates the interaction between each person in the organization.
The negotiation includes two basic kinds of methods. One is the distributive bargaining and the other is integrative bargaining. The most remarkable characteristics of the former is that it ought to be operated under the condition which means “lose-lose” , in other words, any profit that one side attains is just the cost that another side pays. The negotiation about the wages between labor and capital is a typical example .You must try to persuade your opponent to agree to your specific goal or approach it possibly, while you are carrying on the distributive bargaining. The integrative bargaining solves problems according to the following assumptions: there is a way of handling the situation in which can get the result of" win-win" at least.
When we are resolving interpersonal conflict through the negotiation,we must pay attention to the list questions:First is to avoid the prejudice which precludes one from negotiating efficiently,such as increasing unreasonable input,excessive self-Second is to avoid the main effect produced by individual character. It requires us to pay more attention to the problem itself and the environment , but not your opponent and his character；Third is to emphasize the difference between men and women in the& negotiation .The difference between men and women can influence the result of the& negotiation.F；Fourth &is to& attach importance to the influence that& produced by the difference of culture .For example , &French& like conflict ,they& usually acquire approval by thinking and criticizing &the others’ standpoint and promote& their reputation.
When we are resolving interpersonal conflict through the negotiation , enhancing the skill of negotiation is very important .So how can we enhance the skill and the efficiency of negotiation? We ought to do some of the following works :First ,study your opponent .Try your best to understand his interests and goals ,predict his reaction about your opinion, at the same time, this will help you achieve agreement and do no harm to your opponent’s profit. Second, start negotiation with the active attitude. Perhaps just a very small concession, but it will get the equal result from your opponent .Third, take aim at the matter not the person .With an eye to negotiate itself ,not your opponent’s personal character .We must distinguish the person and the matter ,don’t let the difference anthropomorphize. Fourth ,don’t mind quoting price.You can only view it as the start of negotiation .It may be very extreme or ideal .Fifth ,Emphasis on the win-win solution methods .If condition is allowed,you’d better to look for integrative solution methods ,which make your counterworker and your succeed .Sixth ,Build an open and trustful atmosphere. The negotiators who have abundant experiences are good audiences .They are inclined to ask more questions, pay more attention to the opposite advice, defend much less ,and avoid using glossaries which can enrage their opponent.
Ⅵ Conclusion
We think that not all conflicts are destructive and negative. Moderate and constructive conflict will contribute to transformation of organization, and it is the activating factor which can make organization creative. Because conflict in the organization includes constructive and destructive types, we must encourage the constructive conflict and relax the destructive ones according to actual situations. When we solve the conflict in an organization , we should pay attention to maintaining moderate conflict. When we manage the important conflicts and solve them, we should make use of the skill of negotiation and avoid an overflow of emotion. We can form self-questioning habits in order to relax the interpersonal relationship in organization and improve management efficiency.
Reference:
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C．method of valid processing conflict, WANG LIAN CHENG, Issue 3s of 1999 of the very valuable leadership sciences
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E．the essentials of the organization behavior, ZHENG XIAO MING ANG GE CHUN SHENG translate ,8s edition of 2005 publishing company of the electronics industries
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