如何處理職場(chǎng)矛盾
曾經(jīng)觀點(diǎn)和老板的不一致?曾經(jīng)和同事想法不同?由于對(duì)一個(gè)項(xiàng)目看法不一而被一位同事打暈?(呃，也許最后一種有些夸張，不過這樣的事情真的曾發(fā)生過，接下來，小編給大家準(zhǔn)備了如何處理職場(chǎng)矛盾,歡迎大家參考與借鑒。
如何處理職場(chǎng)矛盾
Join the club 大家都是“同病相憐”
Human resource managers report spending 24 to 60 percent of their time dealing1 with employee disputes.
The number of violent incidents in the workplace has been increasing steadily2, according to a study by the Society of Human Resource Management (SHRM). Nearly 60 percent of respondents said violence had occurred in their organization during the past three years, and they identified "personality conflicts" as the leading cause.
Like birth, death, choice and change, conflict is a constant fact of life. It's also a fact of the workplace, especially when you deal or interact with people. While disagreements and differing opinions are normal, even healthy, in work relationships, conflict can cost your company productivity, money and employee satisfaction.
Fifty-three percent of workers said they lost time at work worrying about a past or future confrontation3 with a co-worker, according to a recent survey by researchers at the University of North Carolina.
Twenty-eight percent of those surveyed said they lost work time because they avoided the confrontational4 colleague, and 37 percent said a hostile altercation5 caused them to reduce their commitment to the organization. Twenty-two percent said they put less effort into their work because of bad blood at the office.
"Co-worker conflicts can be one of the most difficult forms of workplace stress," says Gus Stieber, national director of sales for Bensinger, DuPont & Associates, a professional services company. "Understanding the nature of conflict, examining myths, and learning simple conflict-resolution skills can reduce friction6 and their negative toll7 on job satisfaction and productivity."
Reasons for animosity at work run the gamut8 from weak communication to personality clashes to poor leadership. Whatever the reason, early intervention9 is the key to managing conflicts before they become crises, Stieber says. 導(dǎo)致職場(chǎng)矛盾的原因從溝通不通暢到性格上的沖突或領(lǐng)導(dǎo)力差都有。不論原因是什么，在矛盾升級(jí)至危機(jī)之前，早點(diǎn)介入是解決矛盾的關(guān)鍵。
Make use of the following tips to resolve conflict at work. 你可以試著利用下面的方法來解決職場(chǎng)矛盾。
(1) Choose your battles. 矛盾的性質(zhì)嚴(yán)重嗎
How important is the dispute really? Does it truly affect you, and is it a chronic1 problem? If it's a one-time incident or mild transgression2, let it pass, says Steven Menack, a professional divorce and business mediator3.
(2) Expect conflict. 認(rèn)識(shí)到矛盾時(shí)時(shí)處處都會(huì)出現(xiàn)
Decide that friction4 will occasionally emerge in the course of human relationships, Stieber says. Don't fear it -- rather, learn to spot the symptoms early and see opportunity in the resolution.
(3) Use neutral language. 避免強(qiáng)烈的語氣
Avoid judgmental remarks or sweeping5 generalizations6, such as, "You always turn your reports in late." Use calm, neutral language to describe what is bothering you. For example: "I get very frustrated7 when I can't access your reports because it causes us to miss our deadlines." Be respectful and sincere, never sarcastic8, Menack suggests.
(4) Practice preventive maintenance. 就事論事
Avoid retreating to the safety of withdrawal9, avoidance or the simplistic view that your co-worker is a "bad person," Stieber says. These are defense10 mechanisms11 that prevent the resolution of conflict.
Menack suggests focusing on the problem, not the person. Never attack or put the other person on the defensive12, he says. Focus on actions and consequences.
(5) Listen actively13. 主動(dòng)聆聽
Never interrupt the other party, Menack urges. Really listen and try to understand what the other person is saying. Let him know you understand by restating or reframing his statement or position, so he knows you have indeed heard him.
(6) Get leverage14 on yourself. 發(fā)揮杠桿作用
When dissent15 between you and a co-worker appears without resolution, it is time to get leverage. Ask to be held accountable. This brings your performance evaluation16 into the equation but without taking away your responsibility for resolving the conflict. This is hard to do, but remarkable17 change can happen when you are held to task.
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