埃尔森汉斯的方法虽然可能能够减少矛盾的数量,但却没有解决这样一个问题:如何应对与其他人公开的矛盾,最终获得所谓的“双赢”。
Separate the person from the problem
就事论事而非就人论事
A great resource for coaching your team to healthy issue resolution is Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William L. Ury. They stress the importance of keeping the focus squarely on the problem that the company or team is facing, rather than on the person who represents the other side in the disagreement, which merely escalates tensions and pulls the focus away from the problem.
如何培养团队以健康的方式解决问题?罗杰•费舍尔与威廉姆•L•尤里的《达成一致:无需让步的说服艺术》(Getting to Yes: Negotiating Agreement Without Giving In)一书就是很好的资源。该书的作者重点强调了直接关注公司或团队所面临的问题,而不是关注代表分歧另一方的个人,否则只会让矛盾升级,并分散人们对问题的关注。
Another key point they make is that people often become entrenched in either-or positions rather than working collaboratively and creatively to find solutions. Instead, coach your team to look beyond the positions and try to figure out what the other person's underlying interests are. Are they worried sales will decline if they follow the course you're proposing? Are they concerned customers will be angry? Do they fear their group's reputation will suffer? Positions can't always be reconciled. Interests often can be, write Fisher and Ury. When both sides' underlying interests have been uncovered, energies can be directed toward finding a solution that meets everyone's most important needs.
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