Conflicts caused by resource allocation and position tilt are inevitable in any organization, and organizations with certain values face and handle conflicts in different ways. Personnel conflict is one of the things that often make managers have a headache. No matter how to solve it, there will always be some frustration, and self-blame has not eliminated the situation in the early stage. Actually, there is no need to be so upset. Conflict, like letters and meetings, is also a way of communication, but the form is more intense and the negative impact is greater, which will cause some damage. Recognizing the nature of conflict can relax the tense nerves. In this case, how to deal with contradictions? Conflict is not only destructive, what can we learn from it?

I used to be the manager of a project team and had a lot of interface work with other departments. Communicating with people in other departments is no longer a manager's business, but something that every member has to do every day. Conflicts have become commonplace, and the main examples are divided into three categories.

First, there is a personnel conflict in the long-term cooperation within the department, and the best policy is for the parties to mediate themselves.

Because the two sides work in the same department, they have the most daily contact, know each other better, and know the root of the conflict and how to escalate it into a conflict step by step. If we can break through this paper, communicate openly and put work first, there is still hope to continue to be colleagues. Moreover, if we can solve the dilemma ourselves, we can minimize the destructiveness, which is also a way to save the situation. Otherwise, it will affect the long-term cooperation in the future and make the superior manager have a headache and upset, which is too bad. Managers should open their eyes to the conflicts between people who need long-term cooperation and urge them to solve them as much as possible, so as to reach an understanding of * * *, and do not interfere if they can.

If such contradictions can be resolved by themselves, the two sides can undoubtedly enhance their understanding, and they can also think of each other, understand each other and respect each other. It is inevitable that both sides will be mature in dealing with people, communicating with people and cooperating with people.

Second, there are conflicts between people with upstream and downstream relationships in the process, and process improvement is the main thing.

The reason for this conflict is that the downstream is dissatisfied with the work quality of the upstream. Many innuendos and private reminders are ineffective and will hit the leaders of both sides. The root of the conflict mainly lies in the unclear responsibilities of upstream and downstream, so there will be mutual shirking, wrangling and even accusations. When listening to their own reasons, the leaders of both sides must remove the details of conflicts caused by emotional color and pay attention to the theme of "how to do things well". The process is straightened out, the responsibilities are clearly divided, and then personal emotions are mediated, which should be a good ending.

Of course, some problems can't be discovered accurately once, but can be solved once and for all. The development of conflict situations is cyclical, and the improvement of the process is constantly developing and perfecting. Until the practice proves that the process is really effective, the process can be fixed and controlled. If the work can't meet the requirements after many process transformations and mediation, can you try to change people?

Third, the personnel conflicts in opposing departments are mainly based on the personal communication and decompression of managers.

For example, the development department and the testing department of software projects are bound to be antagonistic because of their different responsibilities, but this does not mean that the personnel of the two departments are emotionally antagonistic. However, in the actual operation of the project, due to disagreement between the two sides, conflicts continue to occur. Both sides have minor conflicts. Generally speaking, an argument is over after it. The next discussion or argument will not affect the progress of the work, indicating that both sides are serious and responsible for their work. Therefore, colleagues with experience in this field can also understand each other, reach a tacit understanding and agree with this way of communication. However, if the conflict develops to the point where both sides are too angry to express their views, find fault with each other's words, or even break the jar, which affects the progress of the work, managers must come forward to mediate between the two sides that are already in a state of cold war or hot war.

When dealing with this kind of conflict, some department leaders, as soon as they heard the news, invited all the people involved together, separated them into a compartment like negotiations and began to communicate. It may be useful, but I haven't seen any favorable examples yet. Usually, the more people, especially the more leaders, the more cautious they are, and they should think carefully about every sentence. Don't show that they are unreasonable or don't consider each other's interests, so that leaders underestimate themselves. So secretive, how to eradicate the problem? In the end, of course, a certain "understanding" can be reached at the urging of the leaders, but if the root causes are not removed, the war will inevitably reignite in the future. I think if the manager who got the news can know the mood and development of all parties in private, it may be more able to solve the problem invisibly. Listen, or listen, to the customer's complaints, and let him tell how he was teased and stimulated by the other party. When he has finished venting, he will naturally turn the topic to work. By this time, he can analyze the cause and effect of the problem by himself. It takes two hands to clap, and both sides will do something to stimulate each other. Managers can analyze the focus of the problem from the perspective of a bystander and kindly remind both parties. Conflict is also a way to communicate and understand each other. After this conflict, both sides have deepened their understanding of each other's personality characteristics. In the future, they should be able to choose a more acceptable way for each other, and their work will still progress in a relatively peaceful environment.

Being too serious on both sides is also a sign of great work pressure. Managers should also find ways to relieve the pressure of the parties, such as organizing team activities, or increasing staff and adjusting the progress. There are many things behind the conflict.

This kind of mediation makes both sides easy to accept emotionally and self-esteem, and the effect is not bad. Compared with aggressive handling, it can also be regarded as "no move to win."

Conflict is not terrible. Managers should not be afraid or tired of climbing down. Each of us will encounter conflicts, deal with them rationally and learn from them. Everyone will grow up in conflict, and our future work will inevitably progress more smoothly and there will be fewer conflicts.

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Conflict refers to all kinds of disputes. Generally speaking, dispute refers to confrontation, disharmony, disharmony and even struggle, which is a formal meaning; However, in essence, conflict refers to the imbalance of vested interests or potential interests. What is vested interest? It refers to all kinds of convenience, welfare and freedom that are currently controlled; Potential benefits refer to the convenience, benefits and freedom that can be won in the future. & ltBR & gt& ltBR & gt To understand how conflicts occur, we must first understand several concepts related to conflicts. & ltbr & gt & ltbr & gt-Cooperation refers to the process of working towards the same goal. & ltBR & gt& ltBR & gt- Competition refers to the incompatibility of goals, but the pursuit of goals by one manufacturer is not enough to affect the achievement of goals by another manufacturer. Just like running 100 meter, as long as according to the rules of the game, whoever can reach the destination in the shortest time will win the championship. So the players are in a state of competition. The similarity between & ltBR & gt& ltBR & gt conflict and competition lies in the incompatibility of goals, but conflict refers to one manufacturer's pursuit of goals, which is not only enough to affect the achievement of another manufacturer's goals, but also exerting that influence. Take running 100 meter as an example. If everyone obeys the rules well, the contestants are in a competitive state. But if I push you and you kick me, the players are in conflict. In fact, whether an event is a conflict or a competition depends on how the rules are designed and whether the rules are observed. & ltBR & gt& ltBR & gt Strictly speaking, in social, political, economic, enterprise management and other fields, many people originally thought it was a competitive situation, but it was actually a conflict. Conflict is a way of life, which is inevitable and not necessarily bad. It's just that excessive conflict will consume too much energy and make people unable to contribute to their own environment. & ltBR & gt& ltBR & gt In addition, in order to win the support of company resources, which are usually scarce, each center will have its own unique tactics, which will lead to conflicts. Therefore, in any organization, cooperation, competition and conflict coexist. Drucker, a management scholar at & ltBR & gt& ltBR & gt, once said, "If any organization, including people or institutions, can't contribute to its environment, in the long run, it is neither necessary nor possible for this organization to exist. Therefore, emphasizing performance is a very important mission of modern operators. If managers can properly manage conflicts, it should be of great help to improve performance. & ltBR & gt& ltBR & gt In the past twenty years, the concept of conflict has completely changed. As far as Taiwan Province Province is concerned, great changes have taken place before and after the lifting of martial law. & ltBR & gt& ltBR & gt The traditional view of conflict probably includes the following points: