冲突管理

 高效冲突管理
       Effective Conflict Management

í Duration (Training Hrs) ：

2Days

í Program Objectives：

At the program’s conclusion, participants shouldbe able to:

·        Identify factorsthat create conflicts in the workplace.

·        Understand fourbasic behavioral styles and know how to adjust to each for conflict prevention.

·        Appreciate howcultural and background diversity affect interpretations of situations.

·        Exercise listeningskills taught in the program to improve the chances for open communication.

·        Evaluate conflictsto determine if they can be resolved.

·        Implement aprocedure to resolve problems that have viable solutions.

·        Seek third-partyfacilitators when solutions are not readily available.

·        Practicestress-reduction techniques presented in the program to maintain focus andbalance in their workplace.  

·        鉴别导致冲突的各种因素，正确看待公司内部发生的各种冲突

·        理解几种基本的行为模式，建立双赢和共赢的沟通模式

·        深入了解冲突产生的原因，及文化与背景等因素对冲突的影响

·        掌握解决员工个人之间冲突的实战方法，了解聆听能力的重要性

·        掌握解决团队之间冲突的实战方法

·        掌握上下级之间冲突的实战方法

·        掌握工作与生活之间冲突的实战方法

í  CourseOutlines：

Why the Waters Get Rough: Factors that Create Workplace Conflict

In thisopening discussion, participants will explore multiple causes for workplacedissention. From seemingly slight irritations to more serious issues, the rangeof topics will show participants that small problems left unaddressed canescalate quickly into full-scale hostility or worse. In addition to identifyingsome of the causes, they will also consider the potentialconsequences—individual and organizational—that are possible when problems arenot resolved.

Who’s On Board?: Understanding Behavioral Styles

In thisunit, participants will be introduced to Business Training Works’ signaturediagnostic tool, The Communication Jungle, with which they will learn toidentify their own behavioral styles, those of their coworkers, and how toadjust for better communication. Knowing the differences is beneficial to allwho hope to prevent, pre-empt, or conquer workplace conflict.

Different Folks, Different Strokes: Understanding Cultural Variety

In additionto behavioral styles, people vary in how they perceive situations based ontheir backgrounds, cultures, and experiences. In this portion of the training,participants will discuss situations in which conflicts might arise as a resultof cultural expectations and differences. They will also learn ways in which toanticipate problems stemming from such differences to keep conflicts fromoccurring.

Taking the Helm: Effective Listening Strategies for Better Understanding

In thiscomponent, participants will discover how listening is a powerful means ofpreventing conflicts. Through the use of hands-on exercises, they will see thatbeing silent while others speak is often the most crucial step in pinpointingthe causes for workplace difficulties. By engaging in listening activities,they will see how body language as much as verbal language can be used to putothers at ease, convey empathy, and pave the way for honest communication.

A Mutiny in the Making?: Sizing Up the Situation

Is aconflict real or imagined? Large or small? Solvable or hopeless? In thissegment, participants will look at specific situations that are potentiallyconflict inducing and evaluate each to determine the degree of severity. Theywill also discuss possible solutions.

Charting the Course: Steering Toward a Safe Harbor

Onceparticipants have had the opportunity to evaluate situations to determine howserious they might become, they will practice a procedure for conflictresolution. Using a combination of role playing and case studies, they willimplement strategies and receive feedback on their attempts at solving specificconflicts.

When You Run Aground: Help on the Horizon

Despitecareful planning and skillful intervention, participants will learn that theremay still be times when steps toward resolving conflicts reach an impasse. Itis at this point that the skills of a trained facilitator may be the ultimateanswer to bringing the problem to an end. In this unit, the instructor willpresent situations in which a facilitator would be the best alternative forovercoming barriers that remain after all else has failed.

Smooth Sailing: Stress Reduction in the Wake of Workplace Conflict
The act of dealing with those who are in conflict with each other can take atoll on both an individual and organizational level. This final part of thetraining includes instruction in how participants can relieve work-relatedstress for the purpose of ensuring their own well being.

At the conclusion of this program, participants will have an understandingof factors that contribute to workplace conflict. They will know how toevaluate situations to determine how serious they are or might become, and theywill know the procedure for conflict resolution and sources to contact shouldthe procedure require third-party intervention.     

二、课程大纲：

（一）直面冲突 What is Conflict?

1、测试：您怎样看待冲突Testing

2、冲突一定是不好的吗? 2 sides of Conflict

  传统观点

  现代观点

3、冲突与工作绩效的关系Relationship between conflict and performance

4、冲突一定是因为沟通不好吗？Doesconflict always come from communication?

案例分析及情景管理练习

（二）冲突的类型Understanding Behavioral Styles

1、员工个人之间的冲突 Conflict among theemployees

  不公平现象 Unfair Behaviors

n  主管厚此薄彼

n  滥用人人平等

n  不恰当的表扬或批评

案例分析及情景管理练习

  员工地位的变化 Position Change

案例分析

  个性不同 Different Personality

小测试

  认知不同 Awareness

  谣言 Rumor

2、团队之间的冲突 Group Conflict

  不良的小团体意识

  对有限资源的争夺

  竞争引起的冲突

  不愿与其他部门合作

3、与上下级之间的冲突 Conflict between superiorand subordinate

  当上司严厉批评你的下属时

n  不在上司面前保护自己的下属

n  不在下属面前替自己的上司说话

曾经的下属领导你时

Video和案例分析

4、工作与生活的冲突 Conflict between life andworking

（三）冲突产生的原因 Factors that Create Workplace Conflict

1、繁重的压力 Working Stress

  工作压力

1)       公司组织结构

2)       工作中人际关系

3)       工作职责

4)       查看自己的“储备”

5)       仕途发展

小测试

  家庭压力Family Stress

  社会压力Social Stress

2、不良的沟通 Ineffective communication

  立场不同

案例分析

  沟通渠道不正确

  信息不对称

  性别差异

  听而不是倾听

3、欲望的驱使 Appetite driven

  冲冠一怒为加薪

  “升职大战”知多少

  “特权”冲突

（四）如何有效地处理冲突 How to handle the conflict

1、处理冲突的基本态度 Attitude of handlingconflict

  确定目标

  擒贼先擒王

  循序渐进的原则

  保持客观公正

  双赢原则

2、托马斯的冲突处理模型 Thomas Model

3、处理由压力引起的冲突How to handle the conflictdue to the stress

  对员工实行减压 Stress Reduction in theWake of Workplace Conflict

a)       宣泄

b)       沟通

c)       引导

  主管自我控压 Self-control

a)       营造良好工作环境

b)       时间管理

c)       让你的身体休息一会

4、处理因沟通不良引起的冲突How to handle the conflictdue to the communication

  与上下级沟通的技巧

   Effective communication between  superior and subordinate

  当上司严厉批评你的下属时 Criticized by superior

a)       自检

b)       澄清事实真相

c)       保持公正

d)      采取行动

  员工对你有偏见怎么办？How to deal withprejudice?

a)       你的处事风格与员工不适应

b)       员工某些不好的习惯使之不适应

c)       分析偏见产生的来源

d)      分析冲突所产生的危害性

e)       采取行动

5、处理由欲望引起的冲突How to handle the conflictdue to Appetite

  如何处理因职位变化而产生的冲突 How to handle the changeof position?

a)       擒贼先擒王

b)       制定合理的规章制度

c)       以情感人

d)      批评教育

  如何处理加薪冲突 How to face the conflictof raises?

    案例分析及情景管理练习Case Study