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職場沖突有好處

職場沖突有好處

Keith Ferrazzi 2014年03月20日
通常,身處職場的人們不會主動去解決意見分歧,然后協(xié)同一致工作,而是會抑制內(nèi)心的想法。但問題并不會自動消失,只會不斷發(fā)酵。其實,存在分歧并不完全是壞事。坦率地面對分歧,遵循一定的原則彌合分歧,就能幫助培養(yǎng)團隊的凝聚力,大幅提高工作效率。

????就事論事而非就人論事

????如何培養(yǎng)團隊以健康的方式解決問題?羅杰?費舍爾與威廉姆?L?尤里的《達成一致:無需讓步的說服藝術(shù)》(Getting to Yes: Negotiating Agreement Without Giving In)一書就是很好的資源。該書的作者重點強調(diào)了直接關(guān)注公司或團隊所面臨的問題,而不是關(guān)注代表分歧另一方的個人,否則只會讓矛盾升級,并分散人們對問題的關(guān)注。

????他們提到的另外一個主要觀點是,人們往往會固執(zhí)地堅持非此即彼的立場,而不是展開創(chuàng)造性地合作,尋找解決方案。相反,要培訓(xùn)團隊走出自己的立場去考慮問題,努力判斷其他人的根本利益。他們是否擔心按照你所提議的程序會導(dǎo)致銷量減少?他們是否擔心引發(fā)客戶不滿?他們是否擔心團隊的信譽會受到影響?費舍爾和尤里曾寫道,立場或許始終無法協(xié)調(diào),但利益卻可以調(diào)和。如果明確了矛盾雙方的根本利益,就可以把精力用于尋找一種解決方案,來滿足所有人最重要的需求。

????提出棘手的問題

????坦誠地討論可能引起同事、(甚至更糟糕的是引起)老板負面反應(yīng)的問題,需要的不僅僅是勇氣。如果整個公司能夠自上而下堅持這種做法,往往能取得最大的效果。同時還有巨大的潛在好處。

????2008年路透社(Reuters)與湯普森集團(Thompson)合并時,CEO德文?維尼格很清楚,真正的挑戰(zhàn)是如何整合兩批之前相互競爭的員工——兩家公司共有50,000名員工,遍及93個國家。有害環(huán)境的潛在影響是巨大的。不過,在與維尼格進行第一次討論時,我便知道,他決定打造一個不會讓對方失望的團隊。

????維尼格說:“打造一支有凝聚力的團隊是我的首要任務(wù)。我希望打造的團隊,是讓人們感覺能夠最大程度發(fā)揮彼此的才能,并且知道始終有其他人在背后支持自己。”

????經(jīng)過第一階段,維尼格自己的員工開始打開心扉,把彼此看成是有細微差別的正常人,所有人都有自己的優(yōu)缺點。之后是第二階段:創(chuàng)造一種環(huán)境,讓人們可以向別人提出意見。比如,一位高管就批評維尼格在解決問題的時候總是不能集中注意力。雖然這位高管擔心自己的行為有越界之嫌,但維尼格不僅接受了對方的批評,改變了自己的行為, 而且其他員工也感謝這位高管,因為他提出了他們一直敢怒不敢言的問題。

????并不是所有公司都愿意接受這種坦白的做法,但每一位團隊領(lǐng)導(dǎo)者可以采取措施,建立一種更加誠實和支持性的文化。它將有益于培養(yǎng)團隊凝聚力,大幅提高工作效率。(財富中文網(wǎng))

????本文作者基斯?法拉奇是咨詢公司Ferrazzi Greenlight的創(chuàng)始人兼CEO,并著有《誰在背后挺你》和《不要一個人吃飯》等作品。

????譯者:劉進龍/汪皓

????

????Separate the person from the problem

????A great resource for coaching your team to healthy issue resolution is Getting to Yes: Negotiating Agreement Without Giving In, by Roger Fisher and William L. Ury. They stress the importance of keeping the focus squarely on the problem that the company or team is facing, rather than on the person who represents the other side in the disagreement, which merely escalates tensions and pulls the focus away from the problem.

????Another key point they make is that people often become entrenched in either-or positions rather than working collaboratively and creatively to find solutions. Instead, coach your team to look beyond the positions and try to figure out what the other person's underlying interests are. Are they worried sales will decline if they follow the course you're proposing? Are they concerned customers will be angry? Do they fear their group's reputation will suffer? Positions can't always be reconciled. Interests often can be, write Fisher and Ury. When both sides' underlying interests have been uncovered, energies can be directed toward finding a solution that meets everyone's most important needs.

????Bring up tough issues

????Plainly discussing topics that might prompt a negative reaction from a coworker -- or worse, a boss -- not only takes courage, it's usually most successful when the whole firm, from top to bottom, is committed to doing it. But the potential benefits are significant.

????When Reuters and Thompson merged in 2008, CEO Devin Wenig knew that the real challenge would be bringing together the two formerly competing staffs -- a total of 50,000 employees in 93 countries. The potential for a toxic environment was huge. But from my first discussion with Wenig, I knew he was committed to creating a group that would not let each other fail.

????"Building a cohesive team is my No. 1 priority," said Wenig. "I want to build a team where people feel they can get the best out of each other … and know that everybody else has their back."

????After a first session in which Wenig's own staff opened up and began to see each other as nuanced human beings with strengths and weaknesses, we took it to the next level: establishing an environment where it was okay for people to call each other out. One executive called out Wenig himself for being distracted at times when approached about a problem. Despite the executive's fear that he'd overstepped a line, Wenig not only took the criticism and changed his behavior, but other employees expressed their gratitude that he'd brought up an issue that was on their minds.

????Not all companies are ready to make as full a commitment to being candid, but every team leader can take steps toward establishing a more honest -- and supportive -- culture. The potential upside in team cohesion and productivity is enormous.

????Keith Ferrazzi is the founder and CEO of consulting firm Ferrazzi Greenlight and the author of Who's Got Your Back and Never Eat Alone.

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