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tdp_1:md-tdp1-lmt [2025/02/26 11:24] lichao [Winning supports from others] |
tdp_1:md-tdp1-lmt [2025/02/26 15:57] (当前版本) lichao [Belbin team role assessment] |
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| === Understanding conflict === | === Understanding conflict === | ||
| + | |||
| + | **Functions of Conflict** | ||
| + | * Positive | ||
| + | * To individual | ||
| + | - Broaden your perspectives | ||
| + | - Build better relationship | ||
| + | - Enhance performance | ||
| + | * To organization | ||
| + | - Uncover potential problems | ||
| + | - Improve the cohesiveness of team | ||
| + | - Spark creativity | ||
| + | - Stimulate innovation | ||
| + | - Lead to improved result | ||
| + | * Negative | ||
| + | - Tension | ||
| + | - Frustration | ||
| + | - Confusion | ||
| + | - Less quality | ||
| + | - Less productivity | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| + | **Possible Causes of Conflict at Workplace** | ||
| + | |||
| + | * Conflicting resources | ||
| + | * Conflicting working styles | ||
| + | * Personal values | ||
| + | * Conflicting perceptions | ||
| + | * Conflicting pressure (timeline, priority) | ||
| + | * Conflicting goals | ||
| + | * Conflicting roles | ||
| + | * Unpredictable policies | ||
| + | |||
| + | **Interest / Needs Analysis in Conflicts** | ||
| + | |||
| + | Position vs. Interest 立场vs.利益/ | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| === TKI approaches === | === TKI approaches === | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| + | * Competing竞争/ | ||
| + | * An individual pursues their own concerns at the other person' | ||
| + | * Collaborating合作/ | ||
| + | * Opposite of avoiding. An attempt to work with others to find solution which fully satisfies the concerns of both persons. Needs to dig into an issue to identify the underlying concerns of the two parties and to find an alternative meets both sides' concerns. Collaborating between two persons needs to explore disagreement to learn from each other' | ||
| + | * Compromising妥协/ | ||
| + | * The objectives to find some expedient mutually acceptable solution which partially satisfies both parties. It falls on a middle ground between competing and accommodating. Compromising gives up more than avoiding but doesn' | ||
| + | * Avoiding避免/ | ||
| + | * Individual does not immediately pursue their own or others concerns. Do not address the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening situation. | ||
| + | * Accommodating包容/ | ||
| + | * Opposite of competing. Individual neglects their own concerns to satisfy the concerns of the other person-self-sacrifice. Accommodating might take the form of selfless generosity or charity, obeying another person' | ||
| + | |||
| + | **Situation Factors** | ||
| + | |||
| + | - Important Issue 重要性 | ||
| + | - Urgent Issue紧急性 | ||
| + | - Power Higher权力大小 | ||
| + | - Relationship Important关系重要 | ||
| + | |||
| + | * Competing is more appropriate when defending “correct” position and time is limited | ||
| + | * Accommodating is more appropriate when relationship is the most important or when issue not important and time is limited | ||
| + | * Compromising is more appropriate when issue is complex and moderate important | ||
| + | * Collaborating is more appropriate when issue is critical, relationship is important and time is not critical | ||
| + | * Avoiding is more appropriate when stake is not high and relationship is not important | ||
| + | |||
| + | |||
| + | | | ||
| + | | competing | ||
| + | | compromising | ||
| + | | avoiding | ||
| + | | collaborating | 12 | 12:0 | | ||
| + | | accommodating | ||
| === Resolving conflicts === | === Resolving conflicts === | ||
| + | |||
| + | |||
| + | **6 Steps of conversation** | ||
| + | |||
| + | {{: | ||
| + | |||
| + | |||
| + | * Step1，makingcontact 步骤一建立联系 | ||
| + | * A good initial atmosphere has a considerable influence on the further progress of the discussion.会谈一开始就建立良好的沟通氛围对更进一步的会谈起着重要的影响。 | ||
| + | * Demonstrate an interest in the other person, give a friendly welcome, offer coffee , | ||
| + | * Assume and show appreciation for their willingness to come to the meeting: "Thank you for taking the time .”假设并感谢他们愿意来参加会议：“谢谢你们花时间……….” | ||
| + | * Step 2,providing orientation-naming topics 步骤二确立主题 | ||
| + | * Clarify how much time is available and if necessary, suggest how the discussion can be structured.说明会谈持续的时间，如果需要，可以建议如何讨论。 | ||
| + | * Concise start for orientation purposes: 2-3 sentences about the situation and aims from the manager' | ||
| + | * “I would like to talk to you about the following situation ..."" | ||
| + | * “The reason for this meeting is..”“这次会议的目的是....” | ||
| + | * " | ||
| + | * "It is difficult/ | ||
| + | * Step3，defining the situation and aims步骤三明确情况和目标 | ||
| + | * The participants' | ||
| + | * Open questions: "How do you see the issue?" | ||
| + | * Active listening: Understand the employee' | ||
| + | * Stating a position: As a manager, take a position based on the four role aspects of the inner management team: “I have understood it like this ..." | ||
| + | * Step4，developingsolutions步骤四寻找解决方案 | ||
| + | * Is it an open search for consensual solutions? Then: “What ideas do you/do I have...?"" | ||
| + | * Is it a matter of creating conditions in which an approach / solution would be acceptable? Then: "How can I help you to work towards this...?"" | ||
| + | * Is it a matter of getting something done or instructing something to be done and possibly pointing out the consequences if this is not complied with? Then: “After weighing up all these considerations, | ||
| + | * Step5，reachingagreements步骤五 达成共识Put implementation/ | ||
| + | * Step6, | ||
| + | |||
| + | |||
| + | |||
| + | |||
| + | Mutual understanding: | ||
| ==== Team Norming stage ==== | ==== Team Norming stage ==== | ||
| - | === Delegation | + | === Delegation |
| + | 7 Levels of Decision Making Delegation: | ||
| + | |||
| + | - Tell告知: You as the manager make the decision | ||
| + | - Sell推销：You make the decision but you try to persuade the team | ||
| + | - Consult咨询：You get input from the team before making decision | ||
| + | - Agree共识：You make decision together with the team | ||
| + | - Advise建议：The team makes the decision, but you try to influence it | ||
| + | - Inquire询问：The team makes the decision and then tells you about it | ||
| + | - Delegate授权：Youoffernoinfluenceandlettheteamworkitout | ||
| + | |||
| + | {{: | ||
| ==== Team Performing Stage ==== | ==== Team Performing Stage ==== | ||
| === Why resisting changes === | === Why resisting changes === | ||
| - | == Facilitating change == | ||
| - | ==== Wrap up ==== | + | **SCARF Model: Why People Resist Been Changed** |
| + | |||
| + | * Status地位、重要性 | ||
| + | * is about relative importance to thers. | ||
| + | * " | ||
| + | * Certainty未来的明确性 | ||
| + | * concerns being able to predict the future. | ||
| + | * "I want to know what will happen and to be kept informed." | ||
| + | * "I know where I stand." | ||
| + | * Autonomy掌握力 | ||
| + | * provides a sense of control over events. | ||
| + | * " have a choice." | ||
| + | * Relatedness归属感 | ||
| + | * is a sense of fitting in and belonging to our ‘tribe' | ||
| + | * "I belong here!" | ||
| + | * Fairness公平性 | ||
| + | * is a perception of being treated fairly. Same rules apply to all. | ||
| + | * "I am valued and treated with respect!" | ||
| + | === Facilitating change | ||
| + | |||
| + | **4 Rooms of Change: People' | ||
| + | |||
| + | {{: | ||
| + | |||
| + | **Peoples behaviors** | ||
| + | - Denial | ||
| + | * Change has nothing to do with me. | ||
| + | * The change hasn't started yet. | ||
| + | * I won't waste my time worrying about change. | ||
| + | * I have no opinion about change. | ||
| + | * Change? I don't know. I just do what I should do | ||
| + | * I'm sure this chaos will end soon. | ||
| + | - Confusion | ||
| + | * I'd rather not change anything | ||
| + | * I have nothing to say about this change! | ||
| + | * The time and way to introduce change is wrong. | ||
| + | * I think change will be bad for the company. | ||
| + | * The current situation bothers me. | ||
| + | * I can't concentrate on my work. | ||
| + | * The way of change really annoys me. | ||
| + | - Renewal | ||
| + | * I can see the positive side of change, and I'm beginning to agree with it. | ||
| + | * Change can really bring many new opportunities. | ||
| + | * I have a feeling that I have more confidence to deal with change. | ||
| + | * I began to accept the fact that I believe I can work in a new environment | ||
| + | * I can always learn. | ||
| + | - Contentment | ||
| + | * I'm familiar with my work. | ||
| + | * I'm very satisfied with the current situation | ||
| + | * The new solution works. | ||
| + | * I'm more efficient now than in the past. | ||
| + | * I think we should celebrate | ||
| + | |||
| + | |||
| + | **Leadership actions** | ||
| + | - Denial | ||
| + | * Exploratory dialogue探索性对话 | ||
| + | * Understanding emotions and thoughts empathy理解情绪和想法-同理心 | ||
| + | * Open question and active listening开放式提问、主动倾听 | ||
| + | - Confusion | ||
| + | * Coaching dialogue | ||
| + | * Deal with the problems and difficulties faced by associates | ||
| + | * Care for associates' | ||
| + | - Renewal | ||
| + | * Lessons Learned | ||
| + | * Celebrate little success庆祝小成功 | ||
| + | * Reinforce confidence化心 | ||
| + | - Contentment | ||
| + | * Factually and emotionally explain the necessity. reasons, goal, future prospect, measures and time of change (why-how-what-when）理性和感性的说明变革的必要性、原因、目标、未来前景、措施和时间(Why-How-What-When) | ||
| + | * Motivate/ | ||
| + | |||
| + | |||
| + | |||
| + | ==== References ==== | ||
| + | |||
| + | === Belbin team role assessment === | ||
| + | |||
| + | [[http:// | ||
| + | |||
| + | |||
| + | |||
| + | === Models | ||
| - | === Summary === | + | * Google HPT characteristics |
| + | * Team stages | ||
| + | * GRIP model | ||
| + | * Belbin Team Roles | ||
| + | * Team roles profile | ||
| + | * Stakeholder map | ||
| + | * Position vs interest | ||
| + | * TKI conflict mode | ||
| + | * Johari Window | ||
| + | * SCARF model | ||
| - | == Learning transfer == | ||
| + | <note tip> | ||
| + | <note important> | ||
