(1) How to manage team conflicts

Reprint the following information for your reference.

Methods of conflict resolution

1, avoid: avoid an excessively intensified deadlock by temporarily cooling down or taking a break.

2. Accommodate: first restrain your own needs and meet the needs of others, in order to maintain a harmonious relationship between the two sides.

3. Coercion: the practice of forcing the other party to make concessions to meet their own needs.

4. Compromise: Both parties to the conflict meet each other halfway to reach an agreement.

5. Cooperation: Through frank communication with each other, we can understand the differences between the two sides, try our best to find a possible win-win solution, and let both sides get the greatest possible benefits.

● Establish direct communication Generally speaking, conflicts must be resolved by both parties directly related to conflicts. However, the possibility of direct communication between the two sides was interrupted at the beginning of the conflict. At this time, the first condition for resuming direct dialogue, that is, bringing the opposing sides to the same negotiating table, became the first point.

● At the beginning, it is impossible for the two sides who supervise the dialogue and conflict to really communicate. Without the help of external forces, they are likely to misunderstand each other again and quarrel again in a very short time on the basis of the original one-sided observation of the problem. Therefore, in the first stage of conflict resolution, a neutral third party is needed to closely monitor the two-way behavior of both parties to the conflict.

● Expose feelings If both sides can't honestly express their subjective feelings, such as feelings of disappointment, injustice and injury, there is no hope to resolve the conflict. Only by revealing one's feelings can the accumulated pressure be alleviated and the conflict be restored to the original root, that is, the specific needs and interests.

● It is not enough to face up to the past and just say how you feel. Both sides should let each other know the specific scenes, situations or things that cause their frustration, disappointment and anger, as well as the specific reasons. Only in this way can the other side understand its weight in the conflict, whether intentionally or unintentionally, and learn to admit this fact. In turn, this has become the basic premise that he no longer regards the other party as the only "responsible person" in the conflict.

● After the obstacles to a mutually acceptable solution are removed, the key is not to allow "losers" to work out a long-term solution together. At this time, the best thing for both sides is to jump out of their own shadows, negotiate solutions and take care of the interests of both sides. But settlement is one thing, and reaching an agreement through partnership negotiation is another. Habitual cooperation is a key step in conflict resolution, and the quality of conflict resolution must be tested through implementation. Honest conversation often makes both sides feel relieved, but it easily leads to blind optimism that everything is normal. There will always be mistakes in daily work, even if both sides have good wishes, there will still be failures, so both sides began to dig their brains to see if the other side is serious and frank. Only by strictly observing the established rules of the game can we help overcome the new crisis and stop falling into quarrels. The new cooperation system needs to be cared for, but with the passage of time, the two sides will gradually learn to deal with each other, and the relationship will be normal, and no one will think about the past conflicts. Only in this way can the conflict be truly eliminated.

⑵ What are the methods of team conflict management?

compete

Satisfying only the interests of copying oneself and ignoring the interests of others in order to achieve the goal often contains correct factors. It is often effective to deal with the crisis or when the strength of the two sides is very different.

avoid

Try to stay out of conflict, ignore the existence of contradictions, or remain neutral. When the dependence of both parties to the conflict is very low, avoidance can avoid the conflict; When interdependence is high, it will affect work and reduce performance.

adapt to

Only consider each other's interests or obey each other's wishes, such as complimenting each other, not blaming, offering help, etc.

compromise

Compromise is essentially a transaction, and the goal of both parties is to get the maximum benefit under the existing conditions. The negative impact is that both sides may meet short-term interests at the expense of long-term interests because of compromise.

5. Cooperation

Efforts to coordinate the interests of all parties characterized by complementarity. Cooperation is to actively understand each other's needs and meet the interests of both sides as much as possible. Cooperation is a win-win situation.

⑶ Seven skills to deal with team conflicts.

Six steps of team conflict handling

Emphasizing cohesion and unity within the team does not mean that there is no conflict within the team. In fact, the store manager must be fully prepared, that is, any team will have conflicts for various subjective and objective reasons. At the same time, if these conflicts are not handled properly, the employee team is likely to split or even collapse, resulting in the destruction of your carefully cultivated team.

Generally speaking, the causes of team conflicts are nothing more than personnel struggles, differences in goals and conflicts of interest. In fact, managers should take the initiative to see the positive side of the causes of conflict. The difference of goals means that employees have their own goals for their work, and the conflict of interests shows that employees are still willing to seek personal interests within their own teams, rather than intend to realize their own interests by leaving their jobs. In fact, no matter which team or non-team, it is impossible to be completely away from personnel conflicts. Therefore, in the face of team conflict, the store manager need not be nervous. They haven't dealt with it calmly as the leader of the next case.

At the end of a day in a stationery store, I found that the accounts and products could not correspond. The cashier directly accused Mix, a salesman, whose management negligence led some customers to take the happy products cheaply without paying. Mix retorted that it was the cashier's problem. The two first shifted from simple responsibility shirking to more complicated compensation issues, and finally put the contradiction in front of the store manager Wen Lang.

In the face of emotional two people, Wen Lang first controlled their mood swings, let them calm down for five minutes in different environments, and then talked separately in order, and then asked the assistant manager in charge of inventory, and basically figured out the facts. It was really Mix's problem. Therefore, Wen Lang criticized Mix with a gentle but serious attitude and asked him to make corresponding compensation. Then he talked to the cashier and asked her to look at the mistakes of the employees in the team correctly, hoping that the two sides could take the initiative to reconcile.

Under the management of Wenlang, the contradiction between cashier and Mix subsided, and a team conflict was dissolved invisibly. In fact, Wen Lang always gets such a result for similar employee conflicts.

For Wen Lang, because he has taken the correct management steps, he can always solve such team conflicts. However, not every student of mine is good at this solution. Therefore, combined with their common problems, I hereby propose six steps to solve team conflicts for store sales managers.

The first step, communication and coordination must be timely. Once there is a conflict within the team, managers must coordinate at the first time so as not to affect the cooperative relationship between employees. If the conflict is not handled, it will become more and more difficult and drive the team atmosphere to develop negatively.

Shops are full of work at all times. If communication and coordination are carried out in time, the impact of a divergent event will be minimized, which is conducive to the later work.

The second step is to be good at asking questions and listening, and try to understand others. Managers should teach employees to listen to each other, learn to empathize and understand each other's situation, which is conducive to resolving the contradictions between them.

If the two sides with differences always stand on their own positions, communication is impossible. To understand others is to let them understand themselves, and the obstacles will be easily removed.

The third step is a good feedback mechanism. To deal with conflicts within the team, a good feedback mechanism must be formed, and managers should carry out&; Track and observe whether employees really know how to handle their work.

The establishment of feedback mechanism enables managers to keep abreast of the progress of coordination work. If the two parties to the conflict fail to follow the negotiation results, the management should continue to coordinate so as not to affect other work.

The fourth step is not to coordinate communication in negative emotions. When both sides of the conflict are in negative emotions, don't take any action or communicate with each other. At this time, the most important job is to let them sort out their emotions.

When people are in negative emotions, they often behave irrationally and avoid dealing with any work at this stage in order to reduce the probability of conflict escalation.

The fifth step is to control informal communication. Communication is skillful. Good communication can help employees deal with conflicts. On the contrary, informal communication will reduce the efficiency of communication.

The real communication is to discuss and analyze some things, which will produce certain results. However, if the two sides of the conflict communicate informally, personal feelings will inevitably be mixed in the discussion, which will affect the communication effect.

The sixth step is to tolerate conflicts and emphasize resolution. Dealing with contradictions is to sort out the best scheme, which should be helpful to team work. We might as well put&; Conflict & put it aside and try to find a solution to the problem.

Putting aside contradictions, it is more practical to emphasize that solving is more practical than quarreling, and quarreling will never have a result. Solving is the key way to truly change the status quo.

(4) methods of conflict management

Managing conflicts is to adhere to the contingency view, face up to the objective existence of conflicts in top management teams, take effective measures to prevent conflicts from developing into emotional conflicts, reduce the negative effects of conflicts and maximize the positive effects of conflicts.

Mechanism construction

The conflict of top management team is objective. If the conflict is serious and cannot be solved, it will lead to the crisis of top management. Therefore, it is necessary to establish an early warning mechanism for the top management team. The principles for establishing this early warning mechanism are:

(1) Monitor and evaluate the change of the conflict, so as to make clear the security situation and changing trend of the conflict;

⑵ Monitor the internal and external environment of the conflict, so as to make clear the environment of the senior management members of the enterprise and the positive or negative impact on the conflict;

⑶ Establish an evaluation index system of conflict early warning management activities, which is divided into two categories, one is evaluation index, and the other is early warning index. In addition, an early warning department must be established. Through monitoring, identification, diagnosis, evaluation and other steps to analyze the conflict situation faced by enterprises, and then feed back the analysis results to the decision-making departments, and take timely measures to control them.

Create an atmosphere

If only a few people play a role in the decision-making process, the value of the top management team will no longer exist. Therefore, we must cultivate an atmosphere that can not only improve performance, but also promote members' active participation, open communication and unity and cooperation. Open communication can make senior management team members sincerely participate in decision-making and strengthen team members' * * knowledge. Although this kind of open and frank communication may lead to some arguments and even conflicts, if team members can realize that conflicts are decision-making goal-oriented and aimed at improving performance, they can actively treat conflicts, thus improving team members' decision satisfaction.

Construct a reasonable power structure

A reasonable power structure can often make power neither too dictatorial nor too even. To build a reasonable power structure, we should mainly do the following: First, change the organizational structure. The organizational structure of traditional enterprises, especially the linear functional structure, can easily lead to destructive conflicts, because a major feature of the traditional functional structure is the coordination between peers, that is, people at the same level are independent of each other, unable to coordinate with each other, unable to direct each other, and have multiple leaders, and many things are coordinated by superiors across departments. Therefore, enterprises should change the pyramid organizational structure into a flat, networked organizational structure, reduce management levels, expand management scope, and widely introduce work teams. Second, change the management mode. The information agency cost caused by excessive centralization and the excessive agency cost caused by excessive decentralization will increase the total cost of decision-making, thus reducing efficiency. Therefore, we must change the traditional management mode and implement knowledge management. With the implementation of knowledge management, enterprise information will be disseminated at low cost, which will restrict the centralization in the past.

Establish a goal-oriented mechanism

The senior management team should * * design and confirm the vision, goals and tasks of the participating enterprises. The survey shows that an efficient senior management team can always focus on the issues and things related to the core issues. If the top management team lacks the same goal, it is easy to put the other side in a competitive position and make negative decisions. If the team has the same goal, it will discuss the enterprise's goal from a broader perspective and how to achieve higher performance. Although they have differences on related issues, they are essentially constructive.

5. Case analysis and skills for solving team conflicts.

The first step, communication and coordination must be timely. Once there is a conflict within the team, managers must coordinate at the first time so as not to affect the cooperative relationship between employees. If the conflict is not handled, it will become more and more difficult and drive the team atmosphere to develop negatively.

Shops are full of work at all times. If communication and coordination are carried out in time, the impact of a divergent event will be minimized, which is conducive to the later work.

The second step is to be good at asking questions and listening, and try to understand others. Managers should teach employees to listen to each other, learn to empathize and understand each other's situation, which is conducive to resolving the contradictions between them.

If the two sides with differences always stand on their own positions, communication is impossible. To understand others is to let them understand themselves, and the obstacles will be easily removed.

The third step is a good feedback mechanism. To deal with conflicts within the team, a good feedback mechanism must be formed, and managers should carry out&; Track and observe whether employees really know how to handle their work.

The establishment of feedback mechanism enables managers to keep abreast of the progress of coordination work. If the two parties to the conflict fail to follow the negotiation results, the management should continue to coordinate so as not to affect other work.

The fourth step is not to coordinate communication in negative emotions. When both sides of the conflict are in negative emotions, don't take any action or communicate with each other. At this time, the most important job is to let them sort out their emotions.

When people are in negative emotions, they often behave irrationally and avoid dealing with any work at this stage in order to reduce the probability of conflict escalation.

The fifth step is to control informal communication. Communication is skillful. Good communication can help employees deal with conflicts. On the contrary, informal communication will reduce the efficiency of communication.

How to deal with Guanghua course examination questions in the era of team conflict

How to deal with team conflict 1 Cooperative behavior and arbitrary behavior are manifested in everyone. This statement: × A B is right and wrong. Correct answer: Answer 2. Sticking to one's own opinions is conducive to interpersonal communication. This statement: √ A B right or wrong correct answer: B 3. The ways to deal with team conflicts include cooperation and avoidance. Which of the following options is the advantage of cooperative processing: √ A B C D The sooner you handle things, the better. You can solve them privately and maintain good interpersonal relationships without looking for a boss. The interests of both sides have been taken care of and an understanding can be reached soon or in time. Both sides respect each other and don't sacrifice the interests of either side. No conflict, avoid contradictions, personal interests. Correct answer: C 4. The disadvantage of compromise is that the cost is too high. This statement: × A B true or false correct answer: B 5. In team conflicts, the more problems accumulate, the easier it is to intensify contradictions, and the problems must always be solved. This statement: √ A B Right or wrong Correct answer: A 6. Among the following options, the performance of cooperative behavior is: √ A B C I will never look for others, but I will always be right when waiting for others to come to me. Everyone else is wrong. Once something happens, blame others, no matter what the situation is, no matter what kind of person they are. I will never change my point of view. D I'm always good at adjusting my correct answers from other people's perspectives and reactions. D 7。 When dealing with team conflicts, the most recommended ways are: √ A B C D competition, accommodation and cooperation to avoid correct answers. C 8。 When dealing with team conflicts, accommodation is a taboo for the company, because failure to maintain job responsibilities will damage the company's management. This statement: √ A B right wrong correct answer: A 9. When dealing with team conflicts, it is best to accommodate when encountering urgent and important work. This statement: √ A B is right and wrong. Correct answer: B 10. Which of the following is the advantage of competitive treatment: √ A B C D does not conflict, avoids contradictions, and personal interests can maintain good interpersonal relationships. The interests of both sides were quickly taken care of. Can immediately tell the winner who answers correctly: D 1 1. Conflict handling methods include cooperation and accommodation. Which of the following is the disadvantage of cooperation: √ A B C D Some fundamental problems have not been solved and job responsibilities have not been maintained. The cost is too high. The two sides need to communicate back and forth and can't solve any problems. It depends on the pressure of power. Correct answer: C 12. This statement: × A B true or false correct answer: A 13. Both the sales department and the software development department apply to the administration department to send a car at 9:00- 1 1 tomorrow morning, but the administration department can only send one car. At this time, the sales department will discuss with the software development department, and the software development department will make a little sacrifice. Tomorrow morning at 8:00- 10, and the business department will use the car tomorrow 10- 12, sacrificing a little time to give it a rest at noon. This kind of treatment belongs to: × A B C D avoids competition and compromises. Correct answer: D 14. Both sides want to cooperate, but they don't act cooperatively or arbitrarily. "If you don't look for me, I won't look for you." This kind of treatment belongs to: √ A B C D cooperation and competition to avoid accommodation. Correct answer: C 15. Cooperation is an ideal way to resolve conflicts. This statement: √ A B Right or wrong Correct answer: A.

How did you manage team conflicts?

How to solve the team conflict is a difficult problem that every enterprise manager must think deeply. In China's habitual thinking, people often associate conflicts with mutual arguments, disagreements and internal divisions, and even regard conflicts as a sign of enterprise management failure or imminent collapse. Therefore, managers try their best to eliminate conflicts, emphasizing "harmony is the most important", advocating "the mean", "stability is the overriding factor" and "harmony is the most important". In a seemingly United leading group, at least one or two people who dare to express different opinions should be paid special attention to, and we should see that "harmony" is by no means true unity.

Generally speaking, conflicts between team members and teams often have a great influence on the development of enterprises. Many enterprises go their separate ways because of the unfavorable solution of contradictions in this area. But team conflict needs to be treated dialectically, and conflict also has its advantages. Generally speaking, conflicts go through five stages, namely:

1, latent stage

The latent stage is the embryonic stage of conflict, and the conflict at this time is still a secondary contradiction, and the existence of conflict has not been awakened. At this stage, the hotbed of conflict already exists. With the change of environment, potential conflicts may disappear or intensify.

The above is true, but not specific enough. The landlord can read this article, which is estimated to benefit a lot. You can try to avoid team conflicts in the future. The address is below. The best answer can be given to anyone. I hope I can help you. O(∩_∩)O

There are several strategies to deal with team conflicts.

For reference only:

Understand the cost of destructive conflicts and the advantages of constructive conflicts, and strive to maintain an open and fair mind to manage conflicts between them.

There will be conflicts where there are people. How to face and solve conflicts when they occur is a basic skill that every team leader must master.

In the past decades, Thomas kilman's conflict model has become the world's leading method to evaluate and choose conflict solutions. Among them, persistence or non-persistence refers to the degree of concern for oneself, whether to persist in one's own views or actions and refuse to give up; Cooperation or non-cooperation refers to the degree of concern for others and whether the other party to the conflict can adopt a tolerant and cooperative attitude. According to this difference between cooperation and persistence, five conflict resolution strategies can be formed:

The first strategy: competition

Competitive strategy, also known as coercive strategy, is to sacrifice the interests of some members in exchange for the interests of themselves or the whole team and strive for victory at any cost. When we meet the following situations, we should adopt a competitive strategy to deal with team conflicts:

When quick decision-making is very important, such as the leakage of dangerous chemical raw materials in a factory, the team leader must react quickly on the basis of weighing the feasibility and economy of various methods;

Implement an important but unpopular action plan or a plan that is not understood by most people. Such as budget cuts, discipline enforcement, and layoffs. Although these measures are beneficial to the development of enterprises, the interests of some people will be harmed. In this case, it is difficult to gain the understanding and recognition of all members, so it is necessary to "squeeze through the crowd";

For political reasons. In some cases, for example, team leaders need to establish prestige at the initial stage of team building, or leaders often need to use some events to establish authority when taking up their new positions, or they need to crack down on competitors at some special stages. In this case, the adoption of competitive strategy can establish a resolute and enterprising image, and at the same time, it may leave people with a headstrong and detached evaluation.

Using competitive strategy can suppress some team members' behaviors that may harm the overall interests, quickly form decisions, resolve conflicts and establish authority, but it is not easy to touch the root of conflicts, and it can force the other party to obey but not necessarily convince them.

The second strategy: accommodation

Accommodation refers to comforting the other side of the conflict, willing to put the other side's interests above their own, making self-sacrifice and following other people's views, so as to maintain mutual friendly relations. When it is necessary to maintain the harmonious relationship of the team, or for the long-term construction and development of the team, accommodation strategies should be considered, such as:

When you find that your point of view is wrong, you should give up your wrong point of view and don't have to stick to your own opinions;

Employees make mistakes, and they don't have to chase them. As long as it is not a serious mistake in principle, they should be given a chance to correct it.

When things are more important to others, you might as well accommodate others in exchange for their understanding and support;

If it is difficult to achieve results by insisting on competition, or it may bring destructive results and damage the goal to be achieved, we may wish to adopt a strategy of accommodation;

In the special period of team building, such as when the team encounters serious difficulties and challenges, harmony is more important than division, and atmosphere is more important than results. All team members often need more tolerance and accommodation.

Accommodation strategy will naturally be welcomed by the other party, but sometimes accommodating others on important issues may be regarded as weakness. Will encourage some non-compliant views and may cause conflicts in the future.

The third strategy: avoidance

They don't cooperate, don't insist, and have no requirements for themselves and each other. Under certain conditions, we might as well take evasive strategies:

When the conflict is insignificant, or the problem is too serious to be solved at all, we might as well just forget it;

When the other party is too impulsive, or the conditions needed to solve the problem are temporarily unavailable, it is advisable to temporarily avoid it, let the other party calm down, or strive for the conditions to solve the conflict;

When others can solve problems more effectively than themselves, they can also avoid them and let more suitable people come forward to solve them;

Insisting on resolving differences may damage the relationship and lead to more serious problems.

Obviously, avoidance only keeps things from getting worse, just maintains temporary balance and harmony, and the problem has not been solved.

The fourth strategy: cooperation

Cooperation means taking the initiative to discuss problems openly with each other, looking for mutually beneficial solutions, and maximizing the interests of both sides as much as possible without any concessions from either side. Appropriate situations are:

When the interests of both parties are important and cannot be compromised, and a consistent solution is needed;

When it is necessary to solve problems from different angles and balance the interests of many parties;

In order to gain the commitment of others, or by satisfying the interests of others, you may win the greater interests of yourself or the team as a whole.

Although "win-win" is a very popular method to solve conflicts at present, it is generally welcomed by everyone, but it also has inevitable shortcomings: cooperation is a long process of negotiation and agreement, which takes a long time, and sometimes it is not necessarily appropriate to solve ideological conflicts. To solve ideological problems, one side should persuade the other side more, and the way of competition is more appropriate.

The fifth strategy: compromise

Perfect solutions are often impossible to achieve. It's better to stick to your own opinion than to settle for the second best. The aim is to find a quick and mutually acceptable solution. There are no obvious losers and winners in the way of compromise, which aims to achieve the most basic goals of both parties and is applicable to the following occasions:

When the importance of the goal is at a medium level, or it is a non-principled issue;

When the two sides are evenly matched, it is difficult to form an overwhelming advantage over one side or find a mutually beneficial solution;

When faced with time pressure or when the problem is very difficult and complicated, there is no more time to implement the cooperation strategy.

Although compromise is not the best solution, it can often achieve a good balance in the interests, time, cost, relationship and other aspects of both parties, so it is also a common method to solve team conflicts.

Choose appropriate methods to solve team conflicts.

The nature of conflict depends on whether it is constructive or destructive. When choosing appropriate methods to solve team conflicts, we should not only consider the nature, goals and tasks of the team, as well as the types of conflicts, but also follow the following principles:

1 Understand the cost of destructive conflicts and the advantages of constructive conflicts, and try to keep an open and fair mind to manage conflicts with each other;

Give the other party the necessary respect, and don't be biased against the other party without definite evidence;

3. Show your sincerity and treat your negative attitude objectively;

If possible, try to adopt a win-win solution.

Finally, it should be explained that there is an implicit assumption in solving team conflicts, that is, the premise is to achieve team goals, and the ultimate goal is not to solve the root causes of conflicts. Therefore, the measures to solve team conflicts are often temporary, and many times they are "palliative, not permanent" behaviors. As a team leader, after solving the team conflict, we should also examine the deep-seated problems of the enterprise that lead to the conflict, so as to eliminate hidden dangers and promote the healthy development of the enterprise.

Levies How to deal with team conflicts

The first step, communication and coordination must be timely.

Once there is a conflict within the team, managers must coordinate at the first time so as not to affect the cooperative relationship between employees. If the conflict is not handled, it will become more and more difficult and drive the team atmosphere to develop negatively.

Shops are full of work at all times. If communication and coordination are carried out in time, the impact of a divergent event will be minimized, which is conducive to the later work.

The second step is to be good at asking questions and listening.

Trying to understand others, managers should teach employees to listen to each other, learn to put themselves in other's shoes and understand each other's situation, which is conducive to resolving contradictions between them.

If the two sides with differences always stand on their own positions, communication is impossible. To understand others is to let them understand themselves, and the obstacles will be easily removed.

The third step is a good feedback mechanism.

To deal with conflicts within the team, a good feedback mechanism must be formed, and managers should carry out&; Track and observe whether employees really know how to handle their work.

The establishment of feedback mechanism enables managers to keep abreast of the progress of coordination work. If the two parties to the conflict fail to follow the negotiation results, the management should continue to coordinate so as not to affect other work.

The fourth step is not to coordinate communication in negative emotions.

When both sides of the conflict are in negative emotions, don't take any action or communicate with each other. At this time, the most important job is to let them sort out their emotions.

When people are in negative emotions, they often behave irrationally and avoid dealing with any work at this stage in order to reduce the probability of conflict escalation.

The fifth step is to control informal communication.

Communication is skillful. Good communication can help employees deal with conflicts. On the contrary, informal communication will reduce the efficiency of communication.

⑽ What are the principles of team conflict management?

In order to effectively manage conflicts between teams, we need to follow the following three principles.

(1) Distinguish the nature of the conflict. Constructive counterattacks should be appropriately encouraged, while destructive conflicts should be minimized.

(2) Different measures should be taken for different types of conflicts. Conflicts may arise between individuals, individuals and teams, individuals and organizations, teams and organizations, so different management countermeasures should be taken respectively.

(3) A team full of conflicts equals a volcano, and a team without any conflicts equals a pool of stagnant water. Therefore, it is necessary to prevent and stimulate conflicts between teams.