What Are Contrails?

Conflict is a process that begins when one party feels that the other party has a negative impact on, or is about to have, a negative concern.

[chng t]

conflict

chng t

mi fa

conflict

Refers to the artistic reflection of literary works in real life due to differences in people's positions, ideas, feelings, ideals, desires, and interests. It includes conflicts between characters and their surroundings, as well as conflicts between characters in specific circumstances. Conflict is the basis of the plot of the work, and a means to show the character of the character.

Refers to the psychological state where two or more opposing needs coexist and are in conflict. There are conflicts between internal needs and external restrictions, conflicts between external needs, and conflicts between internal needs.

Conflict refers to the occurrence of the same

Collision conflict is

Conflict definition

Broadly defined as a process, that is, when the other party feels that the other party has adversely affected or is about to have an adverse effect on the matter they care about, the process begins. It describes the various activities carried out from interaction to conflict, including inconsistent goals, differences in interpretation of facts, and inconsistent behavior expectations.

The narrow interpretation is very flexible and can cover all levels of conflict, from open, violent activities to subtle disagreements. ^[1]

Conflict change

Traditional wisdom holds that conflicts are all negative and negative, and they are often used in conjunction with riots, destruction, and irrationality to reinforce negative meanings. Origin: 1930s and 1940s.

Interpersonal relationships suggest that conflict is inherent to all groups and organizations. Because conflict is unavoidable, the interpersonal school of thought proposes to accept the conflict, and these supporters explain that conflict cannot be completely eliminated, and sometimes it is also beneficial to the work performance of the group. From the end of the 1940s to the middle of the 1970s, this concept occupied social dominance.

The view of interaction is that conflict should be encouraged. The view is that harmonious, peaceful, peaceful, cooperative organizations tend to become static, indifferent, and slow to respond to change and innovation. Therefore, the main contribution of this view is that it encourages managers to maintain a minimum level of conflict, so that the group maintains a strong vitality, is good at self-criticism, and constantly innovates, and this view proposes 3 categories of conflict types: tasks Conflict, relationship conflict, and process conflict. ^[2]

Conflict theory

conflict

Miller has thoroughly studied one of Freud's concepts, conflict.

Lewin (1953) studied this concept earlier. Miller borrowed from the theories of Freud and Lewin, and used experimental methods to further analyze this concept in depth. Freud had talked about the continuous conflict between libido desire and superego need. According to Freud, a person may be attracted and rejected by the other at the same time. This is what is later called a close-to-avoid conflict, which is one of the four conflict concepts Miller studied.

The four concepts are described below one by one:

Approaching-approaching conflict

This is when two goals with equal temptation appear at the same time, and the conflict lies between the two goals.

Such conflicts can use the following graphic representation:

Goal 1 person

Objective 2 (+) <------------------- | -------------------> (+) When Two people with the same temptation ask you to date on the same night, or when one is hungry and dormant, there will be a near-close conflict. This conflict can become very serious, saying there are donkey starved to death in the statement beside the two want to eat grass barrel, and that is proof. However, in the typical sense, such conflicts can first achieve a goal and then successfully implemented to achieve another goal and easily resolved. For example, a person can eat and sleep.

Avoiding-Avoiding Conflicts

Here, one must choose between two negative target. For example, a child must eat something he hates, or to be spanked; a student must do his math work, or we need to downgrade; one must do he does not like to work, otherwise you will lose income, a person touch on this conflict, really, "I did, equal punished; I do not do, have to be punished," we can say that he fell into a "dilemma" situation.

This conflict can be represented by the following diagram: Objective 1 Individual Objective 2 (-) <---------------- | ---------------- -> (-) There are two types that typically characterize the avoidance of an organism ----- the characteristics of avoiding conflicts: indecision or indecision; escape. Escape can be truly away from conflict situations; it can also be such as Bairu dreaming to escape in the heart, or to concentrate on other thoughts. Close ---- avoid conflict here, a person can be a target temptations and exclusion. A professional tempting, because they can get money, but it is annoying, because it brings irritability, or hinder the people to do more fun things. May not marry a girl seduced by the idea, because it gives her life a sense of security, however, he is also likely to play a role he later married and anxiety. This conflict can be represented by the following diagram: Personal goal 1 -----------------------------> (+) | <---- ------------------------ (-)

Source of conflict

1. Organizations and individuals have different understandings and perspectives on goals, and different approaches and methods to achieve goals;

2. Each person's personality, temper, and habits are different;

3. Conflicts in resource allocation and utilization;

4. Different social roles, different tasks, responsibilities, interests, and pursuits;

5. Poor information channels and misunderstandings;

6. Will not coordinate the relationship between the organization and the masses;

7. Lack of emotional venting place, long-term backlog of emotions;

8. Improper distribution, unfair and unjust;

9. Gang consciousness, narrow interests of small groups, etc. ^[1]

Conflict development

Generally speaking, the development of conflict goes through five stages, which are the incubation stage, the awareness stage, the sensed stage, the processing stage, and the ending stage.

Latency stage

The incubation stage is the budding stage of conflict. At this time, conflict is still a minor contradiction, and the existence of conflict has not been awakened. At this stage, the breeding ground for conflicts already exists. As the environment changes, latent conflicts may disappear or they may be intensified.

Recognition stage

At this stage, the existence of conflict has been felt, but at this time, the importance of conflict has not been realized, and the conflict has not caused actual harm to employees. If timely measures are taken at this time, the conflicts that may erupt in the future can be eased.

Feeling stage

At this stage, conflict has had an emotional impact. May be angry about unfair treatment, or confused about the choices that need to be made. Different individuals have different feelings about conflict, which is related to the individual's personality and values.

4. Processing stage

Conflicts need to be dealt with in a variety of ways. Such as evasion, compromise, cooperation, and so on. There are different ways to deal with different conflicts, and even for the same conflict, different individuals take different measures. The handling of conflicts reflects the personal way of life and the ability to live, and also reflects the personal value system and understanding of oneself.

5. Final phase

The resolution of conflicts always has consequences. Different processing methods will produce different results. The result may be beneficial to the parties, or it may be unfavorable to the parties. When the conflict is completely resolved, the effect of this outcome will continue. But in many cases, the conflict has not been completely resolved, and the result is only a phased result. Sometimes even one conflict is dealt with, and several other conflicts are brought about.

Conflict effect

According to the view of interaction, the view that conflicts are both good or bad is obviously inappropriate and unrealistic, so we need to analyze the positive and negative effects of conflicts in detail.

Positive role of conflict

First, the process of conflict resolution has the potential to inspire positive change in the organization. In order to eliminate conflicts, people must seek ways to change existing methods and methods. Finding ways to resolve conflicts can not only lead to innovation and change, but can also make change easier for subordinates to accept, and even expected by employees.

The Beijing Switchgear Factory provided a case study illustrating the benefits of an organization's effective resolution of conflicts. In the early 1990s, something happened in the factory administrative office. An employee of the business department went to the administrative office and asked to change the battery of the computer. The employee and the administrative office were repeatedly emptied because the person responsible for the job was not present. The conflict that aroused the attention of the leaders of the administrative division. While resolving the conflict, they also put forward the concept of "99 + 1 = 0", which means that 99 tasks were completed, and only one task was not completed, and its work effect Is equal to zero. On the basis of this formula, the director Huang Guocheng gave a new definition of the meaning of "99 + 1" according to the requirements of the market economy and the actual situation of the Beijing Merger Plant: "All the work of the company is market-oriented and 99 tasks Well done, no market is equal to zero; 99 jobs are done, and customer dissatisfaction is equal to zero; 99 jobs are done. To seize the market and win customer satisfaction, you must start from zero. "Now 99 + 1 = 0 has become The management concept of Beijing Switch Factory has become the guiding ideology that guides the various tasks of the enterprise.

Secondly, intentionally stimulating conflicts in the decision-making process can improve the effectiveness of decision-making. In the group decision-making process, due to herd pressure or due to an authoritative control situation, or a cohesive group is not willing to consider more alternatives in order to achieve internal consistency, decision failure may be caused by the failure to enumerate sufficient options. If conflicts are stimulated by raising objections or putting forward different opinions, it is possible to propose more ideas and improve the correctness and effectiveness of decision-making.

Third, the conflict may create a competitive atmosphere that encourages employees to work harder. Competition that causes one or more goals to conflict also has certain benefits. If employees feel there is a competitive atmosphere in terms of job performance, they may be invigorated in order to be among the best in the competition.

2. Negative effects of conflict

Conflicts can also have serious consequences:

First, conflicts can spread resources. Conflict may disperse people's efforts to achieve goals. Organizational resources are not mainly used to achieve established goals, but they are consumed to resolve conflicts. Time and money are two important resources that are often scattered to eliminate conflict.

Second, conflicts harm the mental health of employees. Some studies have shown that being in opposing opinions can cause "hostility", tension, and anxiety. Over time, the existence of conflict may make mutual support and trust relationships difficult to establish and maintain.

Third, conflicts caused by internal competition may adversely affect group efficiency.

Internal competition may cause conflicts. For example, when two sales companies try to expand sales to win the rewards from the head office, they may conflict with each other in the pursuit of local interests and compete for funds and personnel. If they are not handled properly, they may affect the entire head office. The effect has an impact. If the company encourages employees to make more efforts to set a certain output target, people may pay attention to the number of products and sacrifice product quality.

Conflict suppression

1. Avoidance: Avoid temporary stalemate through temporary cooling or intermission.

2. Accommodate: Suppress your own needs first and meet the needs of others in order to maintain a harmonious relationship between the two parties.

3. Coercion: The practice of forcing the other party to make concessions to meet their own needs.

4. Compromise: Each side of the conflict gives way to an agreement. ^[3]

5. Synergy: Through open and sincere communication with each other, to understand the differences between the two parties, and strive to find possible win-win solutions, so that both parties can obtain the maximum possible benefits.