Classes will resume on Sunday, and the teacher will do this week's classes with you.

This week, the core issue we are discussing is team conflict. The word conflict is not a good word for most people. Every team leader hopes that there is no conflict in his organization, but after studying this week's class, you will know that "conflict" is inevitable. Our core task is how to judge the nature of conflicts and how to control and resolve conflicts.

In Thursday's class, we discussed two core concepts "constructive conflict" and "forbidden conflict". Conflicts that generally come from "interpersonal factors" are currently considered as disability conflicts. In the process of doing things, people can think of it as "constructive conflict" because of the dispute over work objectives and methods. Therefore, the leader's task is to make good use of "constructive conflict" to prevent the conflict caused by the incident from becoming interpersonal contradiction and becoming "conflict for the disabled".

To achieve this goal, the core is to establish a trust relationship in the team. However, leaders should know that all trust comes from everyone's trust in you and their understanding and judgment of your behavior. So leaders can use the so-called "politics". However, you can't play with fire on one thing. This is what we said on Monday, to be "honest and upright".

On Monday, I said in class, once again: all the trust in a healthy team comes from the individual's trust in the team leader at first, because everyone trusts this leader and develops a horizontal trust relationship with each other in cooperation. Trust is the strongest adhesive to connect teams. Team is an organization with cooperative relationship and pursuit of synergy. Therefore, if team members can really work together, they must have trust.

On Tuesday, I shared with you the method of judging "conflict" to help you learn to identify the nature of conflict. I give you two-dimensional coordinates to distinguish conflicts of different nature. The purpose of distinguishing the nature of conflict is because different types of team conflicts will actually lead to mutual confrontation between internal members. Different nature and degree of confrontation will lead to different methods to solve problems and different consequences.

On Wednesday, I shared the Thomas-kilman model with you. Frankly speaking, the value of this model is to remind you that as a leader, when encountering a problem, you don't need to solve the conflict immediately, but you should first form a conflict resolution strategy on the basis of studying the nature of the conflict: avoid, accommodate, compromise, endure first, or solve it immediately, and choose the strategy of "competitive solution" or "cooperative solution" based on me. The actual situation may be more complicated. Sometimes, we have to learn to let others solve it first, and hide behind ourselves to leave room for things to be solved.

The hitchhiking problem mentioned on Friday is a very common problem in the team, and it is also the starting point of many interpersonal conflicts. The reason why I chose to talk about this issue here is to convey three ideas: first, many conflicts are inevitable and there is no once-and-for-all solution; Second, to solve the conflict problem, we might as well start with prevention, for example, we should think of the conflict problem from the beginning of the recruiter. As the saying goes, "before the disease occurs, see a doctor first, then treat the disease." Third, some conflicts should be solved by management means, such as hitchhiking, and we can rely on the "performance evaluation" method to be discussed later.

In addition, I emphasize that many students have recently joined this research. Don't worry. You can come in and study at any time. You need previous knowledge points. Editor-in-chief Lu Yin and I will add a link for you. At the same time, you can make up the previous lessons step by step. I hope to make a management dictionary with its own characteristics in this course. I try to be as independent as possible.

Today is Sunday, reminding you to take care of yourself and your family for an hour. I hope it can help you form such a habit.

Next week, we will discuss corporate politics and factions. See you next week.

Selected news this week

The wind has passed;

Trust is really important. First of all, you have to trust others, so others can trust you. To be bigger and stronger, enterprises need employees to trust the company, and the company trusts employees. The establishment of the company system is to draw a bottom line of trust for employees, so the company should draw a bottom line framework at the beginning of its establishment, so that it will not be in a hurry when filling the flesh and blood. Similarly, the founding team members should not only complement each other, but also trust each other, even if they are different, so the alliance model will be popular, because even if employees leave, they trust the company and are willing to make a second contribution to the company. The road to leadership is equal to the road to trust. To be a good leader, you must trust your subordinates and let them trust themselves at the same time.

Wang:

China's work culture is characterized by "treating people with things". In the process of work execution, when there is a problem, on the surface, everyone is "talking about the matter", but in the heart, it is more "treating people and things". This is my observation. The main reason is that the promotion and affirmation of working in China depend more on the trust and support between people, and the ability and things become secondary; Second, when dealing with job evaluation, we lack objective evaluation methods and concepts. When things are done, we will evaluate this person as good or excellent, and vice versa. Therefore, in the face of work, even if the surface is more open and transparent, the subconscious will think that the human factor is the first, and because of this work culture, it is easier to accumulate our positive or negative emotions towards people. If there are other objective reasons, or the people who oppose it have greater role, strength and influence, this negative impact will be even greater.

Qingdao Luo Gang |00732:

I have an "alternative" experience. Sometimes kicking the "ball" to the parties to let them predict the serious consequences of the conflict will have special effects. There was once a conflict between two direct subordinates. I worked separately and spent a lot of energy, but neither of them gave in or admitted their problems. I looked at it and froze. I had a plan. I found two people together and said with a cold face, there is something wrong with your cooperation, and I can't handle it. I admit it. You have three days to find a way. If not, either you leave or I leave. It's up to you. The situation at that time was that it was best for everyone to work together. Three days later, the two of them came to me for a drink, and everyone shook hands for the benefit of * * *.

Bruce:

1. Go out of a misunderstanding. Conflict is a good thing. Moderate conflict is conducive to the exchange and communication between the two parties to the conflict and even the whole group;

2. Judge a form. Judge the nature of conflict, whether it is an open state or a cold war state, a conflict at the level of things or a conflict at the level of interpersonal relationships. According to the specific situation, choose the appropriate communication methods and solutions.

3. Choose a strategy. Competition, cooperation, avoidance, compromise and accommodation. Avoid, avoid escalating the conflict, and just put off the problem. Accommodate, I take a step back and you don't accommodate, I feel a little wronged. Compromise, both sides take a step back and compromise with each other. Competition, hard to the end, never give in. Cooperation, cooperation creates a win-win situation and a higher art of leadership.

Gu Biao:

There are five main points in conflict management in my mind, namely "leaving", "talking", "judging", "thinking" and "adjusting" mind. "Separation" refers to the separation in space, so that both sides of the conflict have a calm time and space; "Talk" means that you should understand the root of the conflict or the accumulation of events through various channels, and at the same time communicate with the other party separately to understand the specific reasons for the dissatisfaction of the other party and the degree of the willingness of the two parties to follow up cooperation; "Judgment" refers to sorting out and finding the types of conflicts by mastering the detailed information of both parties to the conflict and applying the drawing tools of conflict classification given by the teacher; "Thinking" refers to giving corresponding conflict resolution schemes in combination with one's own actual situation and team goals; "Adjustment" refers to observing the reconciliation of contradictions after giving the treatment plan, and considering the changes of the team's phased goals, appropriately adjusting the specific implementation of the original treatment plan.

Haiyan:

In order to reduce decision-making mistakes, we can set up opposition parties and actively guide the formation of an atmosphere of constructive conflict. There is no objection in the decision-making process, just as there is only a judge without a defense lawyer in the trial. The solution is to set up a "blue army" to play the bad COP. Because it is ordered to oppose, it will not produce personal grievances and contradictions, but will help to enhance the vitality of the organization.

tonyliu 6 13:

Similar to brainstorming, the option summary table is a process from divergence to convergence. First express your opinions in constructive conflicts, stimulate good ideas, then gather ideas according to the different needs of both sides, and finally form the final plan. The process of expressing opinions needs to be harmonious but different, and fighting without breaking is a constructive conflict. Finally, it is decided that we should keep pace and make a good landing.

Wang Xiaohua:

After listening to today's class, my biggest change is not how to build a team, but how unreliable "self-consciousness" is, so that I can stop complaining about "who doesn't consciously" and hope that "what can happen if we have a common ideal …" I suddenly realized that this is a test of human nature, and human nature cannot be tested. Therefore, we should pay attention to both the system and the thought. System is used to restrain people, but also to restrain themselves. Therefore, I have unconscious lazy thoughts, which does not mean that I am heinous or that I am not a good boy; However, conscious people don't always "become Buddha with one heart", even if they are always acting. I have eliminated internal friction, faced up to the tool of the system, understood the degree of judging "qualified", went into battle lightly, and became better.