P3知識(shí)點(diǎn)講解：Conflict management and the accountant as project manager（三）

　　P3知識(shí)點(diǎn)講解：Conflict management and the accountant as project manager（三）

　　As in many situations, a procedure that identifies the symptoms of a problem is also indicative of the areas requiring resolution. For example, if the above analysis were to be applied and the two areas of greatest divergence between current and desired situations were on the scales of pessimism - optimism and dwelling on the part - focusing on the future, these aspects of group behavior would need to be the subject of open and frank discussion within the group.

　　This is easily said but difficult to achieve and Brooks advocates the use of expert, third party facilitators； however, in many situations, this is not a viable option. In consequence, the project team leader will need to consider how a constructive dialogue can be initiated to understand different viewpoints in the group. This is likely to involve the following three stages.

　　1. Allowing individuals to share their viewpoints. The point at this stage is for people to hear and understand each other, without assessment of 'right' or 'wrong'.

　　2. Having allowed everyone to 'voice' their viewpoint, there is a need to generate some shared understanding as to possible ways in which things could be improved. The focus must not be on who is 'right' or 'wrong' but on the future and how things can be improved.

　　3. Ideally, discussion should lead to practical outcomes in terms of how future disagreements should be handled and how current working practices might be changed.

　　In the above context, one can recall Pascale's （1982） view that conflict management is built on the principle that 'individuals should be allowed to disagree without being disagreeable', and it is only through such processes that mutual respect can be developed, the cornerstone of effective team working.

　　This is a considerable challenge for managers, and formal training in these skills is obviously beneficial since, once mastered, they will be of ongoing value throughout an individual's career.

　　Dr Graham Morgan is senior lecturer of management and strategy at Birmingham City University Business School

　　References

　　Brooks M （2001）, How to resolve conflict in teams, People Management （August）, Chartered Institute of Personnel and Development

　　Mintzberg H （1973）, The Nature of Managerial Work, Harper Row

　　Pascale R and Athos AG （1982）, The Art of Japanese Management, Allen Lane