组织中的冲突回避:弊端、缘由与解决方案

发布时间：2018-05-27 16:30

本文选题：冲突回避 + 组织结构　；参考：《南京大学学报(哲学.人文科学.社会科学版)》2011年06期

【摘要】：尽管冲突回避是中国组织中常见的冲突处理方式,但它并不能有效地解决冲突,反而会造成溅溢效应,给组织成员的互动、团队合作带来不利影响。冲突回避可以分为结构性和过程性的冲突回避,前者源于组织结构上的屏障,后者则因为受到文化价值观的制约,而且这种制约以人们的负面预期为中介。针对不同类型的冲突回避,可能的解决方案是:以分权化的组织结构破解结构性冲突回避,并从负面预期入手改善过程性冲突回避。一方面,负面预期在相当程度上是由于人们认知偏差导致的负面臆想,可以通过换位思考的方式予以削弱或扭转;另一方面,经公开讨论的规则和管理开放性有助于营造良好的组织氛围,弱化价值观对负面预期的影响,推动组织成员采取直接的冲突处理方式,促进组织有效性和创新。
[Abstract]:Although conflict avoidance is a common conflict management method in Chinese organizations, it can not effectively resolve the conflict, but will cause spatter effect, and bring negative impact to the interaction of organization members and team cooperation. Conflict avoidance can be divided into structural and procedural conflict avoidance, the former comes from the barrier of organizational structure, while the latter is restricted by cultural values, and this restriction is mediated by people's negative expectations. For different types of conflict avoidance, the possible solution is to break the structural conflict avoidance with decentralized organizational structure, and to improve the process conflict avoidance from negative expectations. On the one hand, negative expectations, to a large extent, are due to negative assumptions caused by cognitive biases, which can be weakened or reversed by transposition thinking; on the other hand, The open discussion of rules and management openness can help to create a good organizational atmosphere, weaken the impact of values on negative expectations, promote the organization members to adopt a direct conflict management, promote organizational effectiveness and innovation.
【作者单位】：北京大学光华管理学院;对外经济贸易大学国际商学院;
【基金】：国家自然科学基金面上项目(70872002),国家自然科学基金杰出青年科学基金(70925002)
【分类号】：C936

【共引文献】