他们提到的另外一个主要观点是,人们往往会固执地坚持非此即彼的立场,而不是展开创造性地合作,寻找解决方案。相反,要培训团队走出自己的立场去考虑问题,努力判断其他人的根本利益。他们是否担心按照你所提议的程序会导致销量减少?他们是否担心引发客户不满?他们是否担心团队的信誉会受到影响?费舍尔和尤里曾写道,立场或许始终无法协调,但利益却可以调和。如果明确了矛盾双方的根本利益,就可以把精力用于寻找一种解决方案,来满足所有人最重要的需求。
Bring up tough issues
提出棘手的问题
Plainly discussing topics that might prompt a negative reaction from a coworker -- or worse, a boss -- not only takes courage, it's usually most successful when the whole firm, from top to bottom, is committed to doing it. But the potential benefits are significant.
坦诚地讨论可能引起同事、(甚至更糟糕的是引起)老板负面反应的问题,需要的不仅仅是勇气。如果整个公司能够自上而下坚持这种做法,往往能取得最大的效果。同时还有巨大的潜在好处。
When Reuters and Thompson merged in 2008, CEO Devin Wenig knew that the real challenge would be bringing together the two formerly competing staffs -- a total of 50,000 employees in 93 countries. The potential for a toxic environment was huge. But from my first discussion with Wenig, I knew he was committed to creating a group that would not let each other fail.
【职场必懂道理 别害怕跟人起冲突】相关文章:
最新
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15
2020-09-15