The types of team conflict are

Question 1: How to deal with contradictions within the team 1, be honest with each other and abandon prejudice. It is normal for many enterprises to have some inappropriate prejudices within their organizations. Of course, these opinions will also contain very correct elements, but we must solve the problem in the right way, and blaming each other will not solve the problem. As a member of an enterprise organization, we should first adjust our mentality and treat the problems in the department objectively and fairly. I believe that if we can be honest with each other internally, smooth communication will begin, which means that we can use it to eliminate this resistance from the inside.

2, clear responsibilities, define job responsibilities according to job requirements. I think many employees of enterprises have seen the existence of this conflict, but they are consciously or unconsciously spreading this influence and communication, which has led to the deepening of the backlog of contradictions. Both leaders and employees should start from their personal orientation, adjust their mentality and strive to do their jobs well. I don't think people who can't do their jobs well in their present posts should be promoted and raised. As long as you work for one day, you must consider creating more value for the enterprise organization and increasing less intangible costs.

3, division of labor and cooperation, starting from the leadership, and resolutely eradicate the bad contradictions existing in the enterprise organization. In the process of conflict management, leadership plays a key role. After the division of labor, we should also consider the cooperation within the organization, so that we can systematically handle the specific operations of internal affairs of enterprises.

4, consultation and integration, to achieve corporate goals. In my opinion, to solve internal contradictions in enterprises, we should not only strengthen consultation and communication, solve past problems, but also strengthen the rational use of internal resources (manpower, material resources and comprehensive resources). At the same time, we should be good at borrowing internal and external resources of enterprises to create better performance and verify the effectiveness of conflict management with performance.

5. To do a good job in internal conflict management of enterprise organizations, we must establish a good image of enterprise organizations, and we must start with shaping the spirit of professional service and pay attention to every detail. To do this, we must do two things clearly: first, we must make clear a purpose, that is, let the outside world recognize the value of this enterprise more; Second, the goal should be clear, that is, the transformation work should start from ourselves, learn from those humble colleagues, pay attention to every detail, and resolve the adverse effects caused by bad conflicts in the enterprise organization by establishing a sense of honor in the enterprise organization.

Of course, there are also conflicts within enterprise organizations, which are mainly caused by right and wrong, advanced and backward, innovation and conservatism, different values or evaluation standards, selfish departmentalism of individuals or departments, behavior habits formed by individuals or departments that do not conform to modern enterprise management, and unreasonable post competition.

In short, to solve internal contradictions in enterprises, we must be as familiar with pathology and symptoms as doctors and prescribe the right medicine. Sometimes you may need to focus on good medicine, sometimes you need surgery, sometimes you need to fight poison with poison, sometimes you need psychotherapy and psychotherapy, and sometimes you just need to cool down. Resolving internal conflicts in enterprises also requires flexible use of various ways, and puts forward systematic ideas to solve them according to the characteristics of enterprises and local conditions.

Question 2: How to solve the conflict between team members mainly refers to the conflict between Xijin and Dongmu. How to resolve it is like this: for example, in order to restrain the Western Jin Dynasty, Dongmu Rudong can give a certain amount of money to the Western Jin Dynasty for free, which will resolve the five elements. It is interpreted as the regeneration of dry (dry) soil by the fire of Dongmu and the regeneration of the Western Jin Dynasty. For example, in West Jin Mu, the solution procedure is the same, but the nature of the five elements is opposite.

Question 3: What are the measures taken by the project manager to deal with team conflicts and what are their advantages? When solving conflicts between teams, it is most likely to be unfair, so we must grasp fair, just and open employees to solve conflicts.

1: coordinate and guide both parties, listen to the causes of contradictions and discuss solutions. This can untie the knot of contradictions, stop the intensification of contradictions, and promote both sides to get a satisfactory result.

2. For things that cannot be mediated, both parties can be punished at the same time, which can play a warning role and have a certain warning effect on the emergence of contradictions in the future.

Question 4: How to deal with the five major contradictions in the team? In team management, we will encounter many problems, and the author will talk about one of them, the contradiction between teams. Team work is different from ordinary work because it is a process of dealing with contradictions. Looking back on the five major conflicts in the process of team work, managers must try their best to understand, accept and balance these contradictions.

The first contradiction is the need to accommodate individual differences and achieve collective consistency and goals.

The effectiveness of a team usually requires the integration of different individuals. In order to benefit from diversity, a team must have a process that allows different voices-opinions, styles, priorities-to express. These different voices actually bring openness, which will inevitably lead to conflicts and even competition among team members.

Too much conflict and competition will lead to the problem of "winning or losing", rather than cooperating to solve the problem. The purpose of this is to * * * individual differences, thus encouraging them to pursue the same goals of the team. An effective team allows individual freedom and differences, but all team members must abide by appropriate subordinate goals or team schedules.

The second contradiction is to support or oppose the different opinions of individuals in the team, that is, to encourage support and confrontation among team members.

If the diversity of team members is recognized and different views are encouraged, then the team needs to develop a culture of mutual encouragement and support among members. In this cultural environment, there is a cohesion among team members. They are really interested in other people's ideas. They want to hear and distinguish what they are saying. They are willing to accept the leadership and influence of others with professional knowledge, information or experience and current tasks or decisions.

However, if team members support each other too much, they will stop fighting each other. In a very cohesive team, when opposing different opinions, the tough norms to protect harmonious and friendly relations will develop into "holistic thinking." Members will suppress their personal thoughts and feelings and stop criticizing each other's decisions and behaviors. At this time, they will have to pay a considerable personal cost.

There will be no disagreement when the team makes decisions, because no one wants to create conflicts. If this situation continues, team members are likely to feel depressed and frustrated, and they will only want to "go their own way" instead of really solving the problem. Effective teams should find ways to allow conflicts without being destroyed.

The third contradiction is to give consideration to both present grades and studies.

Managers must choose between "the right decision" and the expenditure of future experience accumulation. Making mistakes should be regarded as the cost of learning, not the cause of punishment, which will encourage development and innovation.

The fourth contradiction is to strike a delicate balance between the authority of managers and the judgment of team members and team autonomy.

Managers cannot shirk the ultimate responsibility for team performance, and empowerment does not mean giving up control. The more autonomy is given to team members, the more important it is that they follow the same schedule. Effective teams are flexible, and they can strike a balance between the authority of managers and the most suitable team solutions.

In fact, in a well-run team, members have a high degree of mutual trust, and managers don't have to discuss or explain certain decisions. On the contrary, there is a lack of trust in an ineffective team, and even if the manager does the most obvious thing or makes irrelevant suggestions, team members will ask questions.

The fifth contradiction is the triangular relationship in the team.

It is very important for managers to understand this, because they ultimately have formal power, not team members. The role of team manager is to manage the relationship triangle: manager, individual and team, which are located at the three vertices of the equilateral triangle respectively.

Managers must care about three relationships: their relationship with each team member; Their relationship with the whole team; The relationship between each team member and the whole team. Any relationship will be influenced by the other two relationships. When managers can't manage this relationship triangle well to achieve balance, distrust and bad influence among team members will spiral down.

Team management is to use members' expertise, encourage members to participate and cooperate with each other, and devote themselves to organizational development, so it can be said to be cooperative management and participatory management. With the increasing complexity of organizational work, it is difficult for individuals to complete many tasks independently, and they need to rely on teamwork to exert their strength. Therefore, team management has the needs of the times, and team management of various functions has been successfully organized and established.

Therefore, the organization ... >>

Question 5: What are the aspects of project conflict management? In the project environment, conflicts are inevitable. The sources of conflict include the scarcity of resources, the priority of schedule and the difference of personal work style. Adopting team rules, team norms and mature project management practices (such as communication planning and role definition) can reduce the occurrence of conflicts.

Successful conflict management can improve productivity and working relationship. If properly managed, differences of opinion are conducive to improving creativity and making better decisions. If disagreement becomes a negative factor, project team members should be responsible for solving it first. If the conflict escalates, the project manager should provide help to promote a satisfactory solution. Conflicts should be dealt with in a direct and cooperative way as soon as possible, usually in private. If destructive conflicts persist, formal procedures, including disciplinary measures, can be used.

In order to deal with conflicts in the team, the project manager should realize that conflicts and conflict management processes have the following characteristics:

1, conflict is normal, it forces people to find solutions;

2. Conflicts exist because of teams;

3. Openness is conducive to conflict resolution;

4. Resolving contradictions is not for people;

Conflict resolution should focus on the present, not the past.

The ability of project managers to resolve conflicts often determines the success or failure of their management of project teams to a great extent. Different project managers may have different ways to resolve conflicts. Factors affecting conflict resolution methods include:

1, the relative importance and intensity of the conflict;

2. The urgency of conflict resolution;

3. The positions of the parties to the conflict;

4. Motives for permanent or temporary conflict resolution.

There are six common conflict resolution methods. Since each method has its own status and purpose, the methods listed below are in no particular order:

1, forced. Promote one's point of view at the expense of others; Only winning and losing schemes are provided.

Step 2 retreat/dodge. Withdraw from actual or potential conflict.

3. Relieve/tolerate. Emphasize consistency rather than difference.

4. compromise. Find a solution that can satisfy all parties to a certain extent.

5. Cooperation. Comprehensively consider different viewpoints and opinions, and guide all parties to reach an agreement and abide by it together.

6. Face/solve the problem. By examining the alternatives, the conflict is regarded as a problem to be solved; An open dialogue is needed with a "trade-off" attitude.

Question 6: What is the attitude towards conflict management? What are their characteristics? 1, tolerate conflicts and emphasize resolution. There is a relationship between conflict and performance in mathematics. There is no conflict in a team at all, which means that the team has no performance, because no one dares to speak. Therefore, an efficient team needs to realize the inevitability of conflict and the necessity of tolerance. Conflict is not terrible, the key is to have rich conflict solutions, and encouraging team members to create rich and diverse solutions is an effective way to maintain harmony within the team. 2. Control informal communication. For informal communication, effective control should be implemented. Because although in some cases, informal communication can often achieve the effect that formal communication can't, it may also become a channel for spreading gossip and have a bad influence. Therefore, in order to make the team efficient, informal communication should be controlled. 3. Control informal communication. For informal communication, effective control should be implemented. Because although in some cases, informal communication can often achieve the effect that formal communication can't, it may also become a channel for spreading gossip and have a bad influence. Therefore, in order to make the team efficient, informal communication should be controlled.

Question 7: What is the problem of team principle? I. Building trust

The first and most important step in team building is to build trust. This is not any kind of trust, but a firm trust based on the fragility of human nature.

This means that a cohesive and efficient team member must learn to freely, quickly and calmly admit his mistakes, weaknesses, failures and ask for help. They are also willing to recognize the strengths of others, even if these strengths exceed their own.

In theory, or in kindergarten, this is not very difficult. But when a leader faces a group of accomplished, proud and talented employees, it is an extremely difficult challenge to let them relax their vigilance and risk losing their post power. The only way to motivate them is to lead them to set an example.

For many leaders, showing weakness is very uncomfortable, because they have developed the habit of showing strength and confidence in the face of difficulties. In many cases, this is certainly a noble behavior, but when hesitant team members need their leaders to take the lead in wearing clothes and jumping into cold water to show their trust based on human fragility, these noble behaviors must be weakened. In fact, this requires leaders to be confident enough to admit their weaknesses so that others can follow suit.

A CEO I know witnessed the decline of his own company because he failed to build trust in the team. One of the important reasons is that he failed to take the lead in shaping trust based on human fragility. As one of his former direct subordinates later told me, "no one in the team is allowed to surpass him in any way because he is the CEO." Consequence: Team members will not open their hearts to each other and frankly admit their weaknesses or mistakes.

What is the trust based on human fragility in actual behavior? It is obvious that team members say to each other "I screwed up", "I was wrong", "I need help", "I'm sorry" and "you are better than me in this respect". Trust based on human weakness is indispensable. Without it, a team can't, perhaps shouldn't, have frank and constructive conflicts.

Second, act unswervingly.

To be a cohesive team, leaders must learn to make decisions without perfect information and unified opinions. Because perfect information and absolute consistency are very rare, decision-making ability has become one of the most critical behaviors of a team.

However, if a team does not encourage constructive and distrustful conflicts, it is impossible to learn to make decisions. This is because, only when team members have a heated and defenseless debate and frankly express their thoughts, can leaders have the confidence to make decisions that fully concentrate their collective wisdom. Teams that cannot argue with different opinions and exchange unfiltered frank opinions often find themselves facing the same problem over and over again. In fact, in the eyes of outsiders, teams with poor mechanisms and always arguing are often teams that can make and stick to difficult decisions.

It needs to be emphasized again that without trust, neither action nor conflict can exist. Team members can't argue with each other if they always want to protect themselves from their peers. This will cause other problems, such as unwillingness to be responsible for each other.

Third, benign conflicts.

One of the biggest obstacles to teamwork is the fear of conflict. This comes from two different concerns: on the one hand, many managers take various measures to avoid conflicts in the team, because they are worried that they will lose control of the team and some people's self-esteem will be hurt in the process of conflicts; Others think conflict is a waste of time. They prefer to shorten the time for meetings and discussions, make decisions that they think will be adopted sooner or later, and set aside more time to carry out decisions and other work that they think is "real".

In either case, CEOs believe that they strengthen the team by avoiding destructive differences of opinion. This is ridiculous, because their practice is actually killing constructive conflicts and covering up major problems that need to be solved. Over time, these unresolved problems will become more intractable, and managers will be more and more troubled by these recurring problems.

What CEO and his team need to do is to learn to identify false harmony, guide and encourage appropriate and constructive conflicts. This is a messy and time-consuming process, but it is inevitable. Otherwise, it is impossible for the team to establish a real commitment.

Fourth, be responsible for each other without regrets.

Excellent teams don't need leaders to remind team members to do their best, because they know very well ... >>

Question 8: All conflicts are harmful, so conflicts should be avoided in the team. Is this view correct? It can be said that defeating the enemy without fighting, innovation is the result of conflict, and moderate conflict is the best way to communicate and solve problems, so I think this view is wrong.

Question 9: What are the types of contradictions and disputes? The classification of contradictions and disputes includes:

Civil disputes refer to disputes involving personal relations or property relations between equal subjects. Including disputes caused by civil acts such as marriage and family, neighborhood relations, real estate, personal injury, contracts and loans.

Administrative disputes refer to administrative disputes and disputes between administrative organs at all levels and citizens, legal persons or other organizations in the course of performing their duties. Including disputes and disputes caused by administrative actions such as land, mountains, water conservancy, resource ownership, medical and health care, public security management and urban management.

Law-related and litigation-related disputes refer to contradictions and disputes caused by the dissatisfaction of the parties with the way in which criminal law enforcement, administrative law enforcement and other power departments handle cases or problems. Judgments or rulings involving criminal, civil and administrative litigation are some historical issues and some practical problems, mainly because the parties are dissatisfied with the legal judgments or administrative rulings that have taken effect.