What should I do if there is a conflict!? How to resolve conflicts

The first is to analyze the causes. Why is the conflict your own fault or the other party's fault? Whose mistakes account for the largest percentage? Was it an unintentional conflict, or was it intentional?

The second is to find a way to reconcile. On the one hand, you can find someone who is familiar with both yourself and the other party to mediate; On the other hand, if you are at fault, you can take the initiative to apologize.

The third is to reflect on yourself. Based on this incident, reflect on your own shortcomings and shortcomings, and try to correct them as much as possible.

Fourth, try not to make this mistake next time. It's hard to make up for a torn face, and everything can be discussed.

First of all, we must be calm, think about the cause of the problem, and reconcile ourselves if we can reconcile ourselves, and ask others for help if we can't.

Calm down, think about whether it's your own problem, if it's not your own fault, go to the other party to talk to each other, understand each other more, maybe she didn't mean to, be more tolerant and tolerant, and be a magnanimous person.

The meaning of what you said is not too obvious, if there is a conflict between colleagues, you can report to the upper leadership to see if you can be replaced, if there is a conflict in the family, persuade it, if it is a country, go to war.

Calm, calm, think, think, find problems, solve problems.

Calm down first, then find out why the conflict is happening, and finally prescribe the right medicine!

You have to see if this conflict has a big impact, whether you can solve it yourself, and if you can't solve it, ask others for help.

Ask your teacher or classmates for help. Adopt appropriate responses.

Have a good conversation! Everyone needs to calm down.

Whether a colleague is a friend or a lover, every situation is different.

Uh, you have to explain what kind of conflict you have? Who's with whom? What's wrong with this mindless question?

<>1. Avoid contradictions: When there is a conflict between the two parties, such as a quarrel between husband and wife, the way often chosen is to avoid the contradiction, so as not to continue to escalate the contradiction, and then let the contradiction fend for itself.

2. Accommodating the other party: When contradictions and conflicts occur, they are willing to put down their own interests and face, and choose to submit to the other party and show weakness to the other party.

3. Compromise of interests: In the case of not damaging one's own interests, the method of making a compromise between the other party and the other party minimizes the loss of interests.

4. Cooperative solution: As the name suggests, the cooperative solution method is a strategy to solve contradictions, so that both parties can achieve their goals and obtain satisfactory benefits in a cooperative way. To a certain extent, it is because of the existence of conflicts that a model of mutual help has been formed, and at the same time, the emotional cooperation between the two sides has been enhanced, so as to achieve mutual understanding and support.

First there is the partnership agreement, then there is the articles of association. The articles of association of the company are recorded, and they can be queried externally at the industrial and commercial bureau. Whereas, a partnership agreement is an internal agreement and cannot be disclosed externally.

a. If the partnership agreement is in the front and the articles of association are in the back, there is no doubt that the latter will definitely take precedence over the previous one, because the effect of the registered agreement is definitely better than that of the unregistered and filed one.

b. If the articles of association of the company have been handed in, and a partnership agreement is later made, in this case, it will be settled according to the effective time.

It is recommended that the company should first have a partnership framework agreement, submit the articles of association when the company is established, and then sign a formal partnership agreement between the shareholders, so as to postpone the effective time of the partnership agreement. In the event of a conflict between the agreement, the validity will take precedence over the articles of association, which is a technical solution.

1. The difference between a partnership agreement and the articles of association.

In terms of the law, a partnership agreement refers to an organization to be initiated and established between shareholders, including the equity structure and related rights structure, capital contribution, etc., which is a very initial agreement on rights and obligations, mainly for the company; In a popular sense, a partnership agreement is a kind of rules of the game, norms and constraints of rights and obligations between partners.

Legally, the Articles of Association are the constitution of the company, and all the codes of conduct of the company, shareholders, officers, etc., must comply with this supreme rule. The articles of association of the company under the company law are mandatory by law, and it is not necessary to sign a shareholders' agreement, but it is necessary to have the company's articles of association. The articles of association of the company are binding on the company itself, shareholders, supervisors and directors.

The industrial and commercial bureau has a requirement that their template must be used, and it cannot be changed because they are more cumbersome to review. It is suggested that when establishing the articles of association, you can follow their model and submit them to make an amendment to the articles of association later.

The partnership agreement is not a necessary legal document, and it is okay to stipulate it, and it does not affect it if it is not agreed. However, we recommend that the company still sign a shareholders' agreement, because the content of the shareholders' agreement is still different from the company's articles of association.

With regard to binding, a partnership agreement is an agreement, that is, negotiation, bargaining, and the contract has the principle of relativity. The binding force of the partnership agreement is relatively narrow, and it is only binding when there is participation, so it is an arbitrary contract between shareholders, but it cannot bind the parties outside the agreement. The articles of association of a company are relatively binding, and are a necessary document of law, and the articles of association can bind the behavior of the company.

A partnership agreement is only a constraint between the partners, but if the agreement is not well written, it is more important to the partners than the articles of association.

1.While waiting in line at the airport to board a plane, a person cuts in front of you, and you point out the problem and ask him to come back to his place. However, he didn't think he cut in line, and the two had a verbal altercation.

2.When checking in at a hostel or hotel, you find a problem with the cleanliness of the room and ask for a change of room. However, the front desk staff thinks you are too picky and refuses to change rooms, causing an argument.

3.On public transport, you get into an argument with another passenger because Hyo-duk puts a large amount of Zhaolu's luggage on their seats, making it impossible for the other passengers to sit down.

4.When visiting an attraction, you and another traveler disagree over what they think about the attraction, with one person thinking it's beautiful and the other not worth seeing.

5.During a trip to a country, you have a cultural misunderstanding with the local residents or travel guides, as you lack knowledge of local traditions and culture, which can lead to arguments.

1) Avoidance. We have stressed many times that not every conflict has to be dealt with, and that sometimes "avoidance", that is, withdrawing from or containing conflict, is the best approach.

When do avoidance strategies work best? When the conflict is insignificant; Or when both sides of the conflict are extremely emotional and need time to calm down, this strategy works well.

2) Accommodation. The goal of accommodation is to put the needs and considerations of others above one's own, so as to achieve a harmonious relationship. For example, when you conform to other people's views on certain things, you are accommodating.

This option is valuable when the issue of the dispute is not very important or you wish to lay the groundwork for future work.

3) Mandatory. Coercion, as opposed to accommodation, is an attempt to satisfy one's own needs at the expense of the other person. In management, it is the manager who uses his or her authority to resolve disputes.

This option works well when you need to deal with a major incident quickly, or when you need to take unusual activities, and when it doesn't matter to anyone else.

4) Compromise. Compromise requires both sides of the conflict to make certain valuable concessions. When the two sides of the conflict are evenly matched; or when you want a temporary solution to a complex problem; Or if time is tight and a stopgap is needed, compromise is the best option.

5) Cooperation. It is a "win-win" solution, where both sides of the conflict meet their own interests.

Cooperation requires both parties to discuss openly, listen actively, and understand their differences, carefully examining all possible solutions that can benefit both parties.

Each approach has its own pros and cons and its own adaptations, and there is no "one-size-fits-all" approach. As a manager, you may often use a specific approach (related to your basic style of conflict handling). But senior managers should know what each method can do, how to do it, and when it works best.

1. Strengthen communication before conflicts arise. Managers should establish a good communication mechanism within the organization, which is equal for everyone and every employee can participate.

Through such a mechanism, communication between employees and between employees and managers is promoted. Managers can't wait for something to go wrong before they want to communicate.

Set up with the staff.

Managers can better understand their employees, be familiar with their concerns, and have a general understanding of the members of the organization. Managers can organize more informally.

Discussions and dinners allow team members to start communicating in a relaxed and pleasant atmosphere and lay a solid foundation for communication.

2. Integrate communication during and after conflict. When dealing with conflicts, managers do not have to separate communication, and when they understand the causes, processes, and results of conflicts, managers don't have to.

Communicating with both sides of the conflict.

Managers should use some communication skills, such as the other party in the process of telling, to make more eye contact, so that the other party feels understood and respected, this will.

The other person really opens up and tells the manager what he really thinks, which is a small example of integrating communication to promote management.

Some managers don't pay attention to communication, and it's completely the feeling of interrogating prisoners, that's only one, of course.

Get the cold attitude of both sides of the conflict, especially when discussing the final solution, some managers simply pronounce judgments, blame the faults of both sides of the conflict, and make them responsible.

The indoctrination is not called communication, they do not use the power of communication.

The end of the conflict is not the end of conflict management, the problem is solved, but in order to ensure that it does not recur and make a comeback.

In the future, managers will also continue to communicate with both parties to get feedback on the solution after the fact.

Find out if they really accept it, whether there are new contradictions, etc., and use communication.

Let the management continue and solve all hidden dangers. In fact, post-event communication can enable both sides of the conflict to deeply flourish their mistakes and accept the right point of view, and to gain something from the conflict.

<> "What do you do if there's a conflict?"

Key points of investigation. 1. Your ability to solve difficult problems: When facing difficult problems, do you actively face them and think of solutions, or do you avoid them?

2. The mode in which you deal with interpersonal relationships: When you deal with interpersonal problems, what is the usual mode? Competition, compromise, accommodation, avoidance, cooperation, which one or which are usually chosen?

3. Do you have a growth mindset: Do you see conflict as an opportunity to learn and grow, or do you avoid it?

Skill. 1. Briefly describe the background of the conflict at that time, so that the interviewer can realize that this is a real conflict, and if Hail Xingdan is not handled well, the consequences will be serious.

2. Talk about how you took action: How the interviewer dealt with the problem in a professional and effective way in response to the conflict reflects the interviewer's problem-solving ability.

3. Be specific about the positive results of your actions, and it is recommended to pick examples with specific results.

Summary. Finally you will let the interviewer see:

1. This person is very real and honest, and he will face up to his failures and shortcomings. After the lessons of losing the years, he and her ability to deal with difficult problems have improved;

2. Although he used to have an interpersonal model of avoidance and negative competition, he chose to cooperate after growing up;

3. He is willing to reflect, analyze herself, and learn from failure, which is a typical growth mindset.