Differences between Chinese and Western conflict management, five strategies for conflict management

First, avoid it first.

Withdraw from actual or potential conflicts, postpone problems until they are fully ready, or push problems to someone else to solve. To put it simply, let's not talk about that for now. We'll talk about that later.

Second, relax and be tolerant.

Emphasize consistency over difference; Give way to maintain a harmonious relationship and consider the needs of the other party. In general, both parties open their hearts and understand each other's positions and ideas, resulting in a certain degree of agreement.

Third, conciliation.

In order to resolve the conflict temporarily or partially, we should find a solution that satisfies all parties to a certain extent. Similar to taking fifty steps back, but this approach is risky and can sometimes lead to a "lose-lose" situation.

Four. Mandatory Orders.

promoting the views of one side at the expense of others; Only one win-loss scenario is offered. Often, power is used to force solutions to urgent problems. This approach often leads to a "win-win" situation.

Coercive methods need to be used with caution. If managers habitually use this method, it will reduce the cohesion of team members.

The verb (short for verb) cooperates to solve problems.

Considering different perspectives and opinions, adopting a cooperative attitude and open dialogue, and guiding all parties to reach consensus and commitment, can bring about a win-win situation.

Here are five common strategies for conflict management. For managers, flexible management of team conflict can maximize the team's work efficiency and improve the team's working atmosphere, so be cautious!

Conflict Management has developed three different perspectives on the conflicts that exist in an organization:

The first is the traditional view of conflict, which holds that conflict is harmful and has a negative impact on the organization. Conflict became synonymous with dysfunction, irrationality, violence, and destruction. As a result, the conventional wisdom emphasizes that managers should avoid and eliminate conflict as much as possible.

The second is the interpersonal view of conflict, which holds that conflict is a natural phenomenon that cannot be avoided by any organization, does not necessarily have a negative impact on the organization, and has the potential to be a positive motivation for the organization's work. Since conflict is inevitable, managers should embrace it and acknowledge the inevitability and rationality of its existence in the organization.

The third is the view of the interaction of emerging conflicts. Unlike the interpersonal view, which passively accepts conflict, the interaction view emphasizes that managers should encourage beneficial conflict, and believes that harmonious, peaceful, tranquil, and cooperative organizations are prone to be static, indifferent, and sluggish in the need for change and innovation, and that a certain level of beneficial conflict will keep the organization alive, self-critical, and innovative.