首先,观察引起或恶化冲突的环境动态,很可能复杂且多面化。思考如何解决冲突可能使组织或团队其他人介入,支持和承诺成为必要。比如,如果角色没有明确定位,老板就需要辨别每个人负责什么。如果激励机制是面向个人而不是团队业绩,有必要请求人力资源帮忙面向组织目标更好地梳理激励机制。
Then, think about how both parties might have to take risks to change the status quo: systems, roles, processes, incentives or levels of authority. To do this, ask and discuss the question: “If it weren’t the two of us in these roles, what conflict might be expected of any two people in these roles?” For example, if I’m a trader and you’re in risk management, there is a fundamental difference in our perspectives and priorities. Let’s talk about how to optimize the competing goals of profits versus safety, and risk versus return, instead of first talking about your conservative, data-driven approach to decision making and contrasting it to my more risk-seeking intuitive style.
然后,考虑双方如何冒险去改变现状:制度,角色,流程,激励或权力级别。为了达到目标,讨论以下问题:“如果这两个角色不是我们两个扮演,冲突会是什么样子呢?”比如,如果我是商人,你负责风险管理,我们的观点和优先级有着本质的区别。让我们讨论如何优化利润和安全,风险和回报的竞争性目标,而不是首先讨论你的保守观点,数据驱动的决策方法并与我更具有风险性的直觉风格比较。
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