Conflict Management & Interpersonal Communication
一、 适用学员 Attendees
▪ 企业中高层经理、部门经理、主管、新任管理者、从专业人才转型到管理岗位的、进一步想提高管理绩效的、晋升到高层管理以及其它预备管理人员。
▪ All levels managers
二、 培训时长 Duration
▪ 2天（6小时/天）
▪ Two days (6 hours / day)
三、 培训方式 Methodology
▪ 精通：观念体验、模型体验、案例体验、互动体验
▪ Lecture on concept, modeling, case study.
▪ 气通：游戏体验、参与体验、分享体验、动手体验
▪ Game engagement, experience sharing and on-spot practice
▪ 神通：工具体验、角色体验、计划体验、承诺体验
▪ Communication tool application, plan and commitment for future
四、 培训目的 Objectives
▪ 建立对冲突的正确看法与认识
▪ 掌握管理和解决冲突的方法与技巧
▪ 有效提升沟通效能、减少不良冲突
▪ 了解工作中沟通的问题
▪ 正确理解沟通的定义和共同的过程
▪ 掌握沟通中说,听,问的技巧
▪ 学习工作中沟通的六个步骤
▪ 掌握工作中上下级沟通的特点和正确方法
▪ 了解人人际风格共同技巧
▪ 化解冲突、强化沟通，做一名优秀的管理者了解
▪ To establish a correct view on conflict and understanding of conflict management
▪ To grasp the methods and skills of conflict management and resolution
▪ To improve effectively communication efficiency and reduce harmful conflicts
▪ To Search the reasons of problem in communication
▪ To understand the definition of communication and common process.
▪ To master communication, listening, asking skills.
▪ To learn the six steps of communication in the work.
▪ To learn the characteristics and correct method of communication between the superiors and the subordinates.
▪ To understand interpersonal styles of common skills.
五、 课程特色 Features
六、 课程大纲 Outline
第一章：正确认识冲突
▪ 冲突的定义及新观点
▪ 冲突的类型
▪ 冲突产生的原因
▪ 如何正确看待冲突
▪ 冲突的过程
第二章：化解冲突的智慧
▪ 竞赛还是共赢？
▪ 冲突解决的原则
▪ 如何达成统一？
▪ 冲突解决的方法
▪ 管理者处理冲突的技巧
▪ 组织处理冲突的要点
第三章：冲突的潜在因素分析
▪ 认知差异
▪ 人格差异
▪ 目标差异
▪ 价值观差异
▪ 沟通不力
▪ 资源分配不均
▪ 权与利的争夺
▪ 组织变革
第四章：冲突的不同种类及对企业的影响
▪ 冲突的种类
▪ 冲突对组织文化和氛围的影响
▪ 冲突管理失当带来的损失
第五章：管理和解决冲突
▪ 冲突管理的核心
▪ 激发建设性冲突
适当激发建设性冲突
如何激发建设性冲突
▪ 冲突管理五大策略
第六章：冲突管理的十大步骤
▪ 发现问题
▪ 控制情绪
▪ 冷静分析
▪ 制作管理表
▪ 关注目标
▪ 表达情感
▪ 折中调和
▪ 分析现状
▪ 达成共识
▪ 落实行动
第七章 沟通
▪ 工作和生活中常见的沟通问题与后果（举例）
第八章 沟通的定义
▪ 沟通的定义
▪ 沟通的三要素
▪ 沟通的双项性
▪ 沟通的两种方式
▪ 非言语以及语言沟通的作用与特点
▪ 信任是沟通的基础
第九章 沟通技巧
▪ 有效发送信息的五要素。时间，地点，内容，对象，方法
▪ 聆听的五种层次
▪ 有效聆听的过程及特点
▪ 反馈的定义
▪ 反馈的特点
▪ JOHARI沟通视窗
第十章 人际风格沟通技巧
▪ 四种沟通风格
▪ 支配型人的沟通特点
▪ 分析型人的沟通特点
▪ 表达型人的沟通风格
▪ 和蔼型人的沟通风格
第十一章 各个层级的沟通技巧
▪ 上下级沟通的过程
▪ 上下级沟通的问题
▪ 高级管理者在沟通中的目的
▪ 中级管理者在沟通中的目的
▪ 员工在沟通的目的
▪ 有效的上下级沟通
▪ 跨部门、跨职能的人员沟通
第十二章 工作中沟通的六个步骤
▪ 沟通之前的准备 - 沟通目标的设定
▪ 确认双方的需求和目标 - 沟通中的提问技巧
▪ 沟通中的有效地表达 - 有效表达的两种方式
▪ 如何处理沟通种的异议
▪ 达成共识
▪ 共同实施
第十三章：做一名优秀的冲突管理者
▪ 认清自己处理冲突的风格
▪ 谨慎选择准备处理的冲突问题
▪ 正确评估冲突当事人
▪ 分析冲突原因和根源
沟通差异导致的冲突
立场差异导致的冲突
个性特征导致的冲突
▪ 选择合适的处理方法
▪ 提升冲突
第十四章：总结：问与答
Correct Understanding of Conflict
▪ Definition on conflict and new viewpoint
▪ Types of conflict
▪ Causes of conflict
▪ How to correctly view on conflict: conflict is good or bad?
▪ Process of conflict
The Wisdom of Resolving Conflicts
▪ Competition or win-win?
▪ Principles of conflict management
▪ How to achieve unity?
▪ Conflict Management Methodology
▪ Managers' skills on conflict management
▪ Key points for conflict management
Possible factors of conflict
▪ cognitive differences
▪ personality differences
▪ goals differences
▪ values differences
▪ poor communication
▪ uneven distribution of resources
▪ competition for power and interests
▪ organizational change
Different types of conflicts and their impact on enterprises
▪ types of conflicts
▪ The impact of conflict on organizational culture and atmosphere
▪ Losses from improper conflict management
Managing and Resolving Conflicts
▪ the Core of Conflict Management
▪ Stimulating Constructive Conflict Properly
Stimulating Constructive Conflict_
How to Stimulate Constructive Conflict
▪ Five Strategies of Conflict Management
Avoidance - Non assertive, non co-operative
Accommodation - Non assertive, co-operative
Compromise - Some assertiveness, some cooperation
Competition - Assertive, non co-operative
Collaboration - Assertive, co-operative
Choose the Right Conflict Management Strategy
Ten Steps of Conflict Management:
▪ Identifying Problems
▪ Controlling Emotions
▪ Analyzing rationally
▪ Making Management Tables
▪ Setting up targets
▪ Expressing Emotions
▪ Mediating Emotions
▪ Considering Present Situation
▪ Achieving Consensus
▪ Implementing Action
Communication
▪ Common communication problems and affects in work and life (examples)
Definition of Communication
▪ The definition of communication
▪ Three key factors of communication
▪ Interactions of communication
▪ Two-way communications
▪ The functions and properties of body language
▪ Trust is foundation of communication
Communication Skill
▪ The five elements of how to effectively send information: time, place, content, object and method.
▪ Five levels of listening
▪ Process and characteristics of effective listening
▪ The definition of feedback
▪ The characteristics of feedback
▪ JOHARI Window
Personality on Communication (DISC, Dr. William Moulton Marston)
▪ Four type of communication style
▪ Communication style for Dominance
▪ Communication style for Influence
▪ Communication style for Steadiness
▪ Communication style for conscientiousness
Communication Skills of Each Level
▪ The process of communication between the superiors and the subordinates.
▪ The problem of communication between the superiors and the subordinates.
▪ The purpose of senior managers’ communication
▪ The purpose of middle managers’ communication
▪ The purpose of employee’s communication
▪ Effective communication between the superiors and the subordinates
▪ Cross-functional communication
Six Steps of Communication in the Work
▪ Goal setting for the communication in advance
▪ Identify needs and goals of both sides - the questioning techniques of communication
▪ Communicate effectively - two ways of effective expression
▪ How to deal with the objection
▪ Reach consensus
▪ Implementation
Being an Excellent Communication and Conflict Management Professional
▪ Recognize your own style on communication and conflict management
▪ Careful selection of conflict issues to be addressed
▪ Correct assessment of the parties to the conflict
▪ Analysis of the Causes and Roots of Conflict
communication differences
position differences
personality traits
▪ Selection of appropriate treatment methods
▪ Promoting constructive conflict
Summary: Q&A
授课老师
王琛 实战派管理专家，中加工商管理学院特聘教授
常驻地：北京
邀请老师授课：13439064501 陈助理
