大部分职场冲突与性格无关_BEC初级作文

大部分职场冲突与性格无关

当两位同事对他们的冲突编造一组安全且有想象力的解释时，(我同事是个微观管理者，或者我同事不介意是否改正），他们谁也不愿去挑战或激起组织内其他人的愤怒。想象一下，如果他们简单地理解对方的个性，就能很好地一起工作，这比意识到他们不得不到一起工作容易得多，比如要求领导阻止他们彼此相斗，或要求HR通过真正的激励进行合作匹配测试。或者，也许冲突起因于团队里某人没有尽职，这种情况下将个性归结为冲突的原因，这种背离真相的解释很危险。个性类型学甚至可能提供合理化解释，比如，如果某人说“我是自觉性个性，因此我受不了最后期限。”不管自觉与否，如果想把与同事或顾客的冲突最小化，他们还得按时做好本职工作。

Focusing too much on either hypothetical or irrelevant causes of conflict may be easy and fun in the short term, but it creates the risk over the long term that the underlying causes of conflict will never be addressed or fixed.

对冲突的假设或无关原因关注太多，可能在短期内容易些，但长期来看存在着冲突的原因将永远处理不了的风险。

So what’s the right approach to resolving conflicts at work?

那么处理职场冲突的正确方法是什么呢？

First, look at the situational dynamics that are causing or worsening conflict, which are likely to be complex and multifaceted. Consider how conflict resolution might necessitate the involvement, support, and commitment of other individuals or teams in the organization. For example, if roles are poorly defined, a boss might need to clarify who is responsible for what. If incentives reward individual rather than team performance, Human Resources can be called in to help better align incentives with organizational goals.