"Go" never conflict team is the worst team

"Conflict of ideas" is valuable and indispensable, but there is a special conflict we must avoid, that is, "conflict of position."

Speaking to the chief operating officer of an internet company a few days ago, he said: "As a department leader, I have nothing to say about the work of the team members, they are excellent."

The headache is that in a team of distinct personalities, there are often disagreements and conflicts between employees. They either disagree or do not appreciate each other's ways of doing things, so the atmosphere in the office is very bad at one point. As a manager, also feel very difficult. ”

Indeed, in today's increasingly younger, liberalized and personalized team, the problem of employee conflict is increasingly revealed, the conflict between employees on the feelings between colleagues, and even the team cohesion is not a small harm, many managers have also broken the brain. So, today Lao Jiang came to talk with you about the problem of employee conflict in enterprises, and, in the face of conflict between subordinates, what should managers do?

There are some places where there is a lake.

The same is true in the workplace, where there is conflict. For the enterprise organization, the conflict is about the competition of values, the parties to the conflict require a rare power, status or limited resources, the goal is to suppress, defeat and even eliminate each other. Frankly speaking, the so-called workplace conflict is limited resources, between the death of the public opinion.

So we all know about the harm of conflict: the resources are so point, after the conflict, internal friction, even if one party won the conflict, the development of the team, the cohesion of the whole enterprise is not a good thing.

The above facts, I believe most of the managers understand, and deep experience. But Lao Jiang would like to say something about the value of conflict today. Yes, you are right, and workplace conflict is valuable. There are at least the following points:

1. Employee conflict is a signal that exposes the problems that exist in the team.

2. Employee conflict is an opportunity to put the problem in front of the team, which is the beginning of effective management and subordinates to solve the problem.

3. Conflict as a dispute of values is a fierce form of exchange of views among team members. Exchange of views can become the source of innovation, but also can become the beginning of benign competition of members.

Therefore, before dealing with the problem of conflict, managers should first understand the conflict, understanding the conflict. In an enterprise, if two people always agree, then one of them must be unnecessary. The conflict between the opinions of the team, in fact, is precisely the diversity of team thinking, not a single embodiment.

Great-wise Russell Zeng Introduction Road:

Uneven polymorphism is the source of happiness.

This also applies to the enterprise. How rigid and rigid is a team that is always thinking in unison? China's oracles also has a "gentleman and a different" caveat.

We may as well take a different perspective, stop the notion of "conflict as destruction", and view conflict as a question of programme, correct and perfect. In making decisions, we need, and even welcome, these types of conflicting ideas. It is said that the ancient Persia people discuss everything two times, one in the drunken, one in the sober. That is, even if there is no conflict, try to create some proof of conflict. It can be seen that the ancient Persia people Jin gui the conflict.

Speaking of which, Lao Jiang must point out the important point:"conceptual conflict" is valuable and indispensable, but there is a special conflict we must avoid, that is, "conflict of position." What is a position conflict? As the saying goes, "The Butt decides the head". is a "because of who you are, so whatever advice you put forward, I oppose" the conflict. As for the conflict of position, I would prefer to interpret it as a prejudice, a kind of hostility. Position conflict is the real poison of team cohesion in the enterprise.

But I believe that in some talents of the modern team, "position conflict" is generally not too much, more of the emergence of "conceptual conflict." So as a manager, after knowing the value of the conflict of ideas, what should be done to guide these conflicts and make them more valuable? On the specific strategy, Lao Jiang gives you some suggestions:

Bigger Pie

How do both sides picking? Is there a shortage of resources? How to expand Critical resources? Creatively expand the resources of the original conflict and generate more resources.

Bowls Method

What are my important and minor issues? What are the important and minor issues on both sides? Is my important question on the other side a secondary issue? Is the important question in my side a secondary issue? Do both sides tie together issues that can be separated?

Reduce the cost

What are the risks and costs that my proposal poses to each other? How to reduce risk and reduce cost? When you are in conflict, consider how you can win.

Target Upgrade

In the event of a conflict, a new high-level common goal is proposed, which cannot be achieved without the concerted efforts of the parties to the conflict.

Bridging Method

What are some of the concerns that you want to address? What concerns do I propose to address? What are the priorities of the parties in these concerns? How can we meet the priorities of both parties? In short, mutual search for common ground, to establish the "bridge" in the conflict.

Negotiation Law

The two sides elected negotiators to set the target bottom line and the expected ceiling, and what do I want to include in the agreement? And look for each other under the steps. At the same time both sides to understand that the world does not win the negotiations, a step back.

In short, the conflict management of a knowledge, whether it is business managers, or family members must master, or the organization in internal strife, the family in torment. The internal power of internal friction, four to dial the heavy, this is a first-class management of basic accomplishment.

"Go" never conflict team is the worst team