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化解与员工的矛盾,让他佩服你领导者与被领导者在日常工作中,偶尔也会为某件事发生摩擦。甚至争得面红耳赤。一般事情过后,大多能够握手言和。美国迪卡尔财政公司经理狄克逊,在管理方法上曾提出“有摩擦才有发展”的观点。一次,狄克逊无意中说了一句话,戳痛了对方,对方在理智失去控制的情况下,激烈争辩,把长期郁积在内心的话倾吐了出来。这次争吵使双方真正交换了思想,缩短了距离。以后双方坦率相处,关系有了新的发展。在人与人之间的关系中,在领导者与被领导者之间的关系中,时常出现“敬而远之”的现象,这种现象使彼此的思想无法进一步沟通。因为越是“敬而远之”,就越无法增加交换意见的机会和可能。这样,偏见和误解就会逐步加深。倘若,能在合适的时机,通过一两次摩擦和冲突,倒可能使多年的问题得到解决,作为领导者应该敢于面对冲突,而不能
Resolve the conflict with the staff, let him admire your leaders and leaders in their daily work, occasionally friction for something. Even won the fiery red. After the general events, most of them can shake hands. Dixon, the manager of the U.S. Treasury Finance Company, put forward the view that “there is friction before development” in management methods. Once, Dixon inadvertently said a word, poke at each other, the other party in the case of the loss of control, heatedly argued, the long-term depression in the heart poured out. This quarrel has really exchanged ideas and shortened the distance between the two sides. After the two sides get along frankly, the relationship has a new development. In the relationship between people, the phenomenon of “at arm’s length” often appears in the relationship between the leader and the leader. This phenomenon makes each other’s thoughts unable to communicate further. Because the more “at arm’s length,” the more you can not increase the chances and possibilities of exchanging opinions. In this way, prejudice and misunderstanding will gradually deepen. If, at the right time, through one or two rubs and conflicts, the problem may be solved for years, the leader should dare to face the conflict, not