第六章 群体心理与行为6-7.ppt

四、冲突管理的策略 过去社会心理学家用一维空间来表述人们冲突中的行为，这一空间是：从竞争到合作，认为有的人倾向合作，有的人倾向竞争，有的介于两者中间。近年来许多研究说明这种看法不能全面反映人的冲突行为。其中最受人注目的是托马斯和他的同事们提出的两维空间模式（见图6）。从图中可见有五种典型方式： 1.竞争型方式 2.回避型方式 3.体谅型方式 4.合作型方式 5.妥协型方式 满足己方利益的愿望 坚持型 非坚持型 竞争型 妥协型 体谅型 回避型 合作型 图6 处理冲突的典型策略 满足对方利益的愿望 合作型 非合作型 * * * * A group is two or more interdependent individuals who interact to achieve particular objectives. A work group interacts primarily to share information and make decisions that will help group members to perform their on-the-job responsibilities. A work team generates positive synergy through coordinated effort. The figure above highlights the differences between work groups and work teams. In an effort to obtain synergy that can boost performance, many organizations have recently restructured work processes around teams. The use of teams creates the potential for an organization to generate greater outputs with no increase in inputs. But there is nothing “magical” in the creation of teams that assures the achievement of positive synergy. In addition, merely calling a group a team does not automatically increase its performance. * Problem-Solving Teams share ideas and suggest improvements to work processes and methods; however, such teams rarely have the authority to implement their suggestions. Self-Managed Work Teams are autonomous, select their own members, and implement and take responsibility for their suggestions. These teams consist of ten to fifteen people who assume the responsibilities of their former supervisors: such as, control over the pace of work, organization of breaks, determination of work assignments, choice of inspection procedures, and choosing and evaluating members. Virtual teams use computer technology to enable physically dispersed team members to achieve a common goal. Virtual teams do all the things that other teams do. Three primary factors differentiate virtual teams from face-to-face teams: (1) the absence of paraverbal and nonverbal cues, (2) limited social context, and