1, consciously cultivate psychological compatibility
Improve the psychological adaptability and self-control ability of organization members. Learn some philosophy, guide your words and deeds with a philosophical point of view, observe the world and others, and realize the diversity and complexity of the world and the diversity and complexity of people.
As long as it does not harm the interests of the country, the collective and the whole, people's personality differences can blame others' trivial matters politically, trigger unnecessary conflicts, and constantly enhance their psychological fit, which is good for themselves, others and their careers.
2, fair competition, reduce contradictions
It is fair and reasonable to compete fairly in the process of achieving organizational goals and to "balance a bowl of water" when dealing with problems. On the basis of equality, fair competition will be conducted without discrimination. In this way, no matter the winner or the loser, the winner and bystanders will be convinced and there will be fewer conflicts.
3. The conflict should be settled quickly.
When a conflict breaks out, put it on the table and externalize all the factors of the conflict. Eliminate all kinds of misinformation, misleading and misunderstanding, find out the main aspects of the conflict from many contradictions, and then find ways to solve them, and guide both sides of the conflict to judge right and wrong with appropriate methods.
4. Help both sides learn and improve.
Sometimes, because it is difficult to solve the problem of understanding for a while, both sides of the conflict should help them learn relevant documents, educate them to take the overall situation into consideration, understand the overall situation, forgive each other, understand each other, and strive for cooperation, so that both sides can realize the harmful results brought by the conflict, discuss the gains and losses of the conflict, and help them change their thinking and behavior. It's easy to come back and discuss the causes of the conflict. Although this is time-consuming and laborious, the "curative effect" is lasting, the antibody is enhanced and the effect is good.
Step 5 use authority
If major contradictions are not stopped in time, they may spread and expand, affecting the overall situation. At this time, it is necessary to use the power of authority to solve it. If it is a technical conflict, please ask old workers, old masters, experts and scholars and other technical authorities to demonstrate according to the technical regulations, relevant terms and regulations to solve the conflict. Non-technical conflicts, such as understanding of things and procedural conflicts, should be asked to listen to the opinions of both sides and be decided by the superiors. This practice is a laxative for those who urgently need to eliminate contradictions and reduce losses. But we should do a good job in ideological and political work and consolidate the "curative effect".
Step 6 avoid contradictions
After the conflict, if both sides are strong and close to stubbornness. Moreover, neither side admits defeat, and it is not good for them to continue to be together. Human resource managers should make suggestions to transfer and separate the opposing sides, so that they will not work in the same department and reduce or even have no contact opportunities, and the conflict will gradually ease or even disappear.
7. divert attention
In certain conflicts, we can take the method of diverting attention to eliminate conflicts. For example, two researchers in the organization developed a national key support project, and they had a serious conflict on a technical issue, and their research work stopped. After being informed, the manager of human resources department analyzed the situation with the project leader and introduced the latest international research trends to the research group. They suddenly decided that they had fallen behind and should eliminate their differences and catch up to seize the forefront of international projects.
8. Peace *
The other side of the conflict is a friendly neighbor organization or an internal member. Although the contradiction is serious, the relationship is good at ordinary times. We can adopt the strategy of seeking common ground while reserving differences and living in peace to avoid "escalation" of conflicts. Let time be the coolant. It is better to make a decision than not to make a decision.
9. Start a new stove and reorganize the group.
If a serious conflict breaks out in an organization for a long time, it is difficult to eliminate it and affect the development of the organization. It is suggested that decision makers take drastic measures to abolish the organizational system of the organization and then re-establish it to separate the two sides of the conflict. Establish a new organizational atmosphere.
10, early warning scheme.
The best strategy of conflict management is to manage conflicts, prevent them from happening or nip them in the bud. As the time, place, conditions, environment and climate of the conflict are difficult to predict and master completely, as a human resource manager, we should actively cooperate with the leadership of the organization and actively formulate an early warning plan for the conflict. In other words, once a conflict occurs, we can work in an orderly manner according to the early warning plan, resolve the conflict as soon as possible, minimize losses, and quickly restore normal production, work and life order.
1 1, causing constructive conflict.
Conflict has both positive and negative effects. As an organization, there is no conflict and it looks lifeless. If there are too many conflicts, it will be chaotic. As human resource managers, we should use certain skills to induce and trigger constructive conflicts.
(1) fuels conflict. Carefully study the two sides of the conflict, dare to cause disputes, be good at encouraging conflicts, encourage and support new ideas, new ideas and new suggestions generated in the process of conflicts, and reward those who bring benefits to the level.
We should not criticize, accuse, ridicule, satirize and dig at the opinions and viewpoints of a few people in the process of conflict, but should analyze them with a calm attitude and deeply think and demonstrate the reasons for the conflict.
This is because there are some contradictory reasons. It is difficult to distinguish right from wrong, and there is no need to draw a conclusion immediately, because it is not mature and fully developed. Let it argue, let different viewpoints collide, and produce new sparks of thought.
If there are too few conflicts, it is necessary to combine the daily work of the organization to create constructive conflicts, guide members to be good at finding contradictions and improve their work through conflicts.
(2) Provide necessary information to some parties to the conflict. Guiding their contradictions to develop in depth is conducive to the development of the cause.
(3) Introducing conflict mechanism. Organization is like autumn water, and waves are not conducive to career. Introduce external conflict mechanism, activate thoughts, develop contradictions, resolve contradictions and promote organizational development.
(4) sand mixing. An organization is led by several people for a long time, and many conflicts are covered up and problems cannot be found. Higher-level organizations can mix sand, appoint new leading cadres, mobilize old leading cadres, cause conflicts, enliven the atmosphere and improve their work.