綜合商務(wù)英語(yǔ)（第3冊(cè)）（第二版）課件 U7 Conflict Management

綜合商務(wù)英語(yǔ)（第3冊(cè)）Unit7

（第二版）ConflictManagement目錄CONTENTS1Lead-inThreeQuestions2TextA

HowtoManageConflict3ExercisesReferenceKeys4TextB5TypesofConflictinBusinessNegotiation—andHowtoAvoidThemCaseStudyLead-in第七單元1Lead-inThreequestions1.Pleasethinkabouttheimportanceofconflictmanagementatwork.2.Whatarethecausesofconflictatwork?3.Doyouknowwaystomanageconflictatwork?Open-mindedTextAHowtoManageConflict第七單元2QuestionsonTextAWhydidPhilippemovetoaBritishbank?(2)WhatmadePhilippefeelaggrieved?(3)Whyaretheresomanypeopleexperiencingconflictatwork?(4)Whatarethewaystomanageconflict?(5)Whichconflictmanagementapproachdoestheauthorrecommendfirst?QuestionsonTextAWhydidPhilippemovetoaBritishbank?

--Hethoughtthatanewjobinafast-growingBritishinvestmentbankwouldgivehimvaluableinternationalexperienceanddevelopsomenewskillstotakehimhigherinhiscareer,aswellaslargersalaryandbonus.QuestionsonTextA(2)WhatmadePhilippefeelaggrieved?--Thebankhadnotdonemoretopreparehimforhisrolewithpre-trainingandapropercompanyorientation.QuestionsonTextA(3)Whyaretheresomanypeopleexperiencingconflictatwork?--Therearetwokeyfactors.First,thematrixstructureadoptedbymanyorganizationshasresultedinunclearreportinglines,increasedcompetitionforattentionandresources,andgeneralconfusionamongmanagersastheytrytodevelopanappropriatemanagementstyle.Second,globalizationhascausedrestructuringwithinthecompanysothatbusinessescanoperatemoreflexiblyandremaincompetitiveinthemarket.QuestionsonTextA(4)Whatarethewaystomanageconflict?--Therearefivewaystomanageconflict:forcing,accommodating,avoiding,compromisingandcollaborating.QuestionsonTextA(5)Whichconflictmanagementapproachdoestheauthorrecommendfirst?--Collaborationisthepreferredwaytodealwithimportantandstressingissues.U7:TextAHowtoManageConflict1LastNovember,a33-year-oldFrenchbanker,namedPhilippe,leftParisforanewchallengeinLondon.Hethoughtthatanewjobinafast-growingBritishinvestmentbankwouldgivehimvaluableinternationalexperienceanddevelopsomenewskillstotakehimhigherinhiscareer.Thelargersalaryandbonuswerealsoanattractivereasonforthisbigmove.2Ayearlater,PhilippehasadifferentviewofhismovetotheUK.WhenImethimlastweek,heexplainedthattheyearhadbeenadisasterandhisjobwasindangerasstaffhadmadeformalcomplaintsabouthismanagementstyle.Hefounditdifficulttoadjusttohisnewrole,buthehadnotrealizedthathisstylehadcreatedsuchconflictwithinhisteam.3Philippefeltheactedappropriately,buthiscolleaguesandteammembersfelthehadbeeninconsistent,favoringsomemembersofhisteamwhileunderminingothers.Hislinemanagerrecommendedcoachingtohelphimimprovehiscommunicationskills,understandtheculture,anddevelophispeopleskills.Philippeagreedtothecoachingbutfeltaggrievedthatthebankhadnotdonemoretopreparehimforhisrolewithpre-trainingandapropercompanyorientation.Themainproblem,hesaid,wasthebank’smatrixstructureanditsfocusonprofit-making,whichencouragedmanagerstofightforterritoryandresourcesratherthanbuildingteamsanddevelopingpeople.Inshort,hethinksthebankdeliberatelycreatedacultureofconflictratherthancollaboration.4Inthiscase,bothsideshaveapoint.Philippeneedstochange,butsodoestheenvironmentinwhichheisoperating.Iamoftenaskedtoworkwithindividualsinaconflictsituation,butrarelydoestheorganizationaskforfeedbackonwhytheconflictoccurredandwhattheycoulddotopreventit.Intruth,littleisdoneattheorganizationalleveltomitigateconflict.5OrganizationalconflictisemergingasakeyworkplaceissueamongthepeopleIcoach.Theytellmethatthereisalackofwillorskillstodealwithconflictandhavemanytheoriesastowhyitoccursandwhathappenswhenittakesroot.Frombeinganunwelcomingdistractiontoloweringproductivity,todecreasingmorale,andtodamagingrelationships,conflictwithinadepartmentorteamcanquicklyspreadlikewildfireifnotpromptlyaddressed.Insomeseverecases,organizationalconflictcanleadtoabsenteeism,sabotagingcolleague’swork,filinglawsuits,andevenlaborstrikes.6

Sowhyaretheresomanypeopleexperiencingconflictatwork?Therearetwokeyfactors.First,thematrixstructureadoptedbymanyorganizationshasresultedinunclearreportinglines,increasedcompetitionforattentionandresources,andgeneralconfusionamongmanagersastheytrytodevelopanappropriatemanagementstyle.Second,globalizationhascausedrestructuringwithinthecompanysothatbusinessescanoperatemoreflexiblyandremaincompetitiveinthemarket.Therehasbeenarapidgrowthinvirtualteams,withpeoplefromdifferentbackgroundsandculturesworkingacrossvastregionsandtimezones.Emailandotherelectroniccommunicationarethemostpracticalwaystoconnect,butthesecanbemonotonousandsometimesleadtomisunderstandingifreliedontoomuchwhenbodylanguageandemotionaltonesaremissingincontrasttoin-personcommunication.Inadditiontomatrixmanagementstylesandglobalization,thereareanumberofothersourcesofconflict,includingbutnotlimitedto:DifferentculturesandtraditionsDifferingvalues,opinionsandbeliefsLackofsensitivitytorace,gender,age,class,educationandabilityPoorinter-personalcommunicationskillsVolatile,fast-changingworkplacesLimitsonresources,physicalandpsychologicalSowhatarethewaystomanageconflict?Howcanmanagersensurethatitdoesnotescalateoutofcontrol?AccordingtotheThomas-KilmannConflictInstrument,therearefivekeystylesformanagingconflict:Forcing—usingyourformalauthorityorpowertosatisfyyourconcernswithoutregardtotheotherparty’sconcerns,feelings,orthoughts.

Accommodating—allowingtheotherpartytosatisfytheirconcernswhileneglectingyourown.Avoiding—notpayingattentiontotheconflictandnottakinganyactiontoresolveit.Compromising—attemptingtoresolvetheconflictbyidentifyingasolutionthatispartiallysatisfactorytobothpartiesbutcompletelysatisfactorytoneither.Collaborating—cooperatingwiththeotherpartytounderstandtheirconcernsinanefforttofindamutuallysatisfyingsolution.9Anotherwaytolookatconflictistodecidethesizeandimportanceoftheissueandconsiderwhichpriorities,principles,andrelationshipsareatstake.Powerisalsoanimportantissue—howmuchpowerdoyouhaverelativetotheotherperson—whichplaysaroleinthedecision-makingprocess.10Asageneralrule,Iwouldsuggestcollaborationisthepreferredwaytodealwithimportantandstressingissues.Iftimeconstraintisanissue,forcingcansometimesbeappropriateforsuchanoccasion.Formoderatelyimportantissues,compromisingcanleadtoquicksolutions.Butdokeepinmind,itdoesn’tsatisfyeitherside,ordoesitfosterinnovativeideastosolveanything,socollaborationmightremainthebettersolution.Forunimportantissues,accommodatingisthebestapproachasitleadstoquickresolutionwithoutstrainingtherelationship.11Onthecontrarytothenegativeimageofhavingaconflict,conflictdoeshaveapositiveside.Itcanpromoteteamwork,improveperformance,fostercreativityandinnovation,andbuilddeeperrelationships.AsJimCollinswroteinGoodtoGreat,“allthegood-to-greatcompanieshadapenchantforintensedialogue.Phraseslike‘louddebate,’‘heateddiscussions’and‘healthyconflict’pepperedthearticlesandtranscriptsfromallcompanies.”Themoreexposedmanagersareinhandlingdifferencesandchangeswithoutcreatingorgettinginvolvedinconflict,themoresuccessfultheirteamsandcompanieswillbecome,andinexchange,themoreskillfulthesemanagerswillbe.12Areyoucaughtinaconflictatwork?Whataretherootsofthatconflict?Doyoufeelthatyou,yourmanager,oryourcolleaguesaredealingwithiteffectively?Ifnot,whatareyoursuggestions?attractive/?'tr?kt?v/adj.havingfeaturesorqualitiesthatmakesth.seeminterestingandworthhaving有吸引力的(TEM-8;CET-4)e.g.他們能夠?yàn)楫厴I(yè)生提供有吸引力的就業(yè)機(jī)會(huì)。—Theyareabletoofferattractivecareeropportunitiestograduates.inconsistent/??nk?n?s?st?nt/adj.tendingtochangetoooften;notstayingthesame反復(fù)無常的(CET-4)e.g.如果做父母的不始終如一，孩子們會(huì)覺得無所適從?！狢hildrenfinditdifficultifaparentisinconsistent.recommend/?rek??mend/v.totellsb.thatsth.isgoodoruseful,orthatsb.wouldbesuitableforaparticularjob,etc.推薦(TEM-8;CET-4)e.g.你能推薦一家好的旅館嗎?—Canyourecommendagoodhotel?deliberately/d??l?b?r?tli/adv.doneinawaythatwasplanned,notbychance故意地(CET-4)e.g.這場(chǎng)火是有人故意放的?！猅hefirehadbeenstarteddeliberately.mitigate/?m?t?ɡe?t/v.tomakesth.lessharmful,serious,etc.減輕(TEM-8)e.g.植樹減輕了水土流失?！猄oilerosionwasmitigatedbytheplantingoftrees.promptly/?pr?mptli/adv.withoutdelay迅速地(TEM-8;CET-4)e.g.她快速高效地處理了所有的信件?！猄hedealswithallthecorrespondencepromptlyandefficiently.absenteeism/??bs?n?ti??z?m/n.thefactofbeingfrequentlyawayfromworkorschool,especiallywithoutgoodreasons曠工(TEM-8;CET-4)e.g.抑郁癥是導(dǎo)致適齡勞動(dòng)人口殘疾、曠工和生產(chǎn)力下降的主要原因。—Depressionisamajorcauseofdisability,absenteeism,andproductivitylossamongworking-ageadults.sabotage/?s?b?tɑ??/v.topreventsth.frombeingsuccessfulorbeingachieved,especiallydeliberately妨礙(TEM-8;CET-6)e.g.他們?cè)噲D破壞我們的計(jì)劃。—Theyhadtriedtosabotageourplans.virtual/?v??t?u?l/adj.madetoappeartoexistbytheuseofcomputersoftware,forexample,ontheInternet虛擬的(CET-4)e.g.你也可以在博物館進(jìn)行虛擬參觀。—Youcanalsotakeavirtualtourofthemuseum.monotonous/m??n?t?n?s/adj.neverchangingandthereforeboring單調(diào)乏味的(TEM-4;CET-6)e.g.秘書不停地更換，令人厭煩?！狽ewsecretariescameandwentwithmonotonousregularity.escalate/?esk?le?t/v.tobecomegreater,worse,moreserious,etc.不斷惡化(TEM-8;CET-6)e.g.我們不想讓戰(zhàn)爭(zhēng)升級(jí)?！猈edonotwanttoescalatethewar.accommodate/??k?m?de?t/v.tochangeyourbehaviorsothatyoucandealwithanewsituationbetter順應(yīng)(TEM-4;CET-6)e.g.我需要適應(yīng)新的時(shí)間表?！狪neededtoaccommodatetothenewschedule.priority/pra???r?ti/n.sth.thatyouthinkismoreimportantthanotherthingsandshouldbedealtwithfirst優(yōu)先事項(xiàng)(TEM-4;CET-6)e.g.他優(yōu)先考慮的是財(cái)政安全問題?！狥inancialsecuritywashighonhislistofpriorities.penchant/?p?n??n/n.aspeciallikingforsth.愛好(TEM-8;CET-4)e.g.她喜歡喝香檳?！猄hehasapenchantforchampagne.transcript/?tr?nskr?pt/n.awrittenorprintedcopyofwordsthathavebeenspoken文字稿(CET-6)e.g.政府在官網(wǎng)上公布了演講文字稿?！猅hegovernmentpostedatranscriptofthespeechonitswebsite.StructureofTextAHowtoManageConflict1.Case--Philippeencounteredmanagementconflict.2.Reasons--※thematrixstructure

※restructuringcausedbyglobalization3.Sources–※differentculturesandtraditions

※differingvalues,opinionsanbeliefs※lackofsensitivitytorace,gender,ageclass...※poorinter-personalcommunicationskills※volatile,fast-changingworkplaces※limitsonresources,physicalandpsychological5.Thepositiveside–※promoteteamwork※improveperformance※fostercreativityandinnovation※builddeeperrelationships.4.Ways--※forcing※accommodating※avoiding※compromising※collaboratingExercises第七單元32.Paraphrase:Replacetheexpressionsofthebold.(1)Hethoughtthatanewjobinafast-growingBritishinvestmentbankwouldgivehimvaluableinternationalexperienceanddevelopsomenewskillstotakehimhigherinhiscareer.fast-growing:booming,strong-growingHebelievedthatstartinganewworkatastrong-growingBritishinvestmentbankwouldenablehimtogetcrucialforeignexperienceandnewabilitiesthatwouldfurtherhiscareer.2.Paraphrase:Replacetheexpressionsofthebold.(2)Philippefeltheactedappropriately,buthiscolleaguesandteammembersfelthehadbeeninconsistent,favoringsomemembersofhisteamwhileunderminingothers.undermine:weakenAlthoughPhilippebelievedhehadbehavedresponsibly,hiscoworkersandfellowteammembersbelievedhehadbeeninconsistent,favoringsometeammemberswhileweakeningothers.2.Paraphrase:Replacetheexpressionsofthebold.(3)Theytellmethatthereisalackofwillorskillstodealwithconflictandhavemanytheoriesastowhyitoccursandwhathappenswhenittakesroot.takeroot:settledownTheyclaimthatthereisalackofcompetenceormotivationtoresolveconflicts,andtheyhaveavarietyofexplanationsforwhytheyariseandwhattranspireswhenitsettlesdown.2.Paraphrase:Replacetheexpressionsofthebold.(4)Powerisalsoanimportantissue—howmuchpowerdoyouhaverelativetotheotherperson—whichplaysaroleinthedecision-makingprocess.playarole:actapartHowmuchpoweryouhaveinrelationtotheotherpersonisacrucialfactorthatactsapartindecision-making.2.Paraphrase:Replacetheexpressionsofthebold.(5)Themoreexposedmanagersareinhandlingdifferencesandchangewithoutcreatingorgettinginvolvedinconflict,themoresuccessfultheirteamsandcompanieswillbecome,andinexchange,themoreskillfulthesemanagerswillbe.inexchange:consequentlyThemoreadeptmanagersareathandlingconflict-freechangeanddifference,themoresuccessfultheirteamsandbusinesseswillbe,andconsequently,themoreskilledthesemanagerswillbe.3.

Vocabulary:

CompletethefollowingsentencesaboutConflictManagementwiththewordsinthebox,andchangetheformifnecessary.YoucantalkaboutConflictManagementonthebasisofthewordsinthebox.a.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.dauntingSohowdoyouresolveworkplaceconflict?Itmayseemlikea

task,butitwillgeteasierwithreal-worldapplication.h(2)Tofindtheconflict’ssource,askquestionsandletbothparties

.(3)Avoid

aplacethatfavorsonesideovertheother(suchastheofficeofeitherone)toensureneitheroneisgivenanunfairadvantage.bga.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.daunting(4)Stay

yetassertiveduringthisconversationtoencouragehonestyandestablishyourselfasaresolvingforce.(5)Onceyou’veheardtheperspectiveofbothsides,takesometimeto

thesituationonyourown.caa.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.daunting(6)Bemindfulofanyunderlyingprejudicesthatmaybe

theconflict.(7)Uponconductingyourowninvestigation,it’stimeto

acommongoal.(8)Turnyourcommongoalintoasolutionthatwill

theconflictforgood.dea.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.dauntingf4.Cloze:Decidewhichofthechoicesgivenbelowwouldbestcompletethepassageifinsertedinthecorrespondingblanks.[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesAleaderneedsahighdegreeofemotionalintelligencetonavigatedisagreementsbetweenconflictingparties.Ifyouwantyourteamtobeproductiveandhappy,hereareafewideastohelpthem(1)

unhealthyconflicts:G[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesBeClearaboutYourExpectationsAlackofclaritycancreateroomformisunderstandingsanddisagreements.Youcanhelp(2)

thepotentialforthisbyoutliningyourexpectationsclearlyfromthestart.Clearcommunicationcanhelpminimizeconflictintheworkplace.B[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesBeOpenaboutFeedbackWhenteamshaveacultureoffeedback,there’safree-flowingexchangeofideas.Teammembersarelesslikelytofeel(3)

whensomeonedisagreeswiththem.Be(4)

withyourteamaboutfeedback.Makeitaregularpartofyourcommunication,andencouragethemtosharefeedbackwithyouaswell.FD[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesDon’tTakeThings(5)

Rememberthatworkiswork.Everyoneistryingtogetsomethingdone,andeveryonehasfactorsoutsideofworkthatmay(6)

howtheyshowup.Ifsomeonecomesoffthewrongway,assumethatithasnothingtodowithyou.Trynottoget(7)

orcombative.Ifyouneedto,taketimeto(8)

yourselfdownbeforeyourespond.NAJC[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesGetaCoachTherearealotof(9)

thatcomefromworkingwithacoach.Butasmuchasitimpactsindividuals,thebenefitsofastrongcoachingculturecanrippleouttotheteam.BetterUp’scoachinghasbeenshowntoreduceconflictwithinteamsby24%.Notonlythat,butteamsbenefitfromimprovedcommunicationandastrongersenseofconnectionatwork.E[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesDon’tPlayFavoritesWhen(10)

aconflict,it’simportanttobeimpartial—evenifyoufeelonepersonisright.Agoodmanagerwillgotobatfortheirentireteam.Ifyoustartplayingfavorites,you’llinevitablycreate(11)

amongthepeopleonyourteam.HK[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesInvestTimeinLearningtoManageConflictYoudon’thavetolearnconflictresolutionskillsonthefly.Consider(12)

informaltrainingincommunication,mediation,ordisputeresolution.Every(13)

canbenefitfromworkingontheseskills,eitheringrouptrainingorwithacoach.IM[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesKnowWhentoStayoutofItSometimes,“handsoff”isthebestapproach.Ifyourteammembersareexperiencingaminorconflict,itmightnotbeabadideatoletthemtalkitout(14)

.Amanagergettinginvolvedineveryconversationcanactually(15)

tensionsormakethingsworse.Ontheotherhand,allowingthemtoworkitoutmighthelpthemdevelopabetterrapportinthefuture.OL5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(1)WhenImethimlastweek,heexplainedthattheyearhadbeenadisasterandhisjobwasindangerasstaffhadmadeformalcomplaintsabouthismanagementstyle.當(dāng)我上周見到他時(shí)，他說這一年就是場(chǎng)災(zāi)難，因?yàn)閱T工們正式對(duì)他的管理風(fēng)格提出了投訴，他的工作變得岌岌可危。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(2)Themainproblem,hesaid,wasthebank’smatrixstructureanditsfocusonprofit-making,whichencouragedmanagerstofightforterritoryandresourcesratherthanbuildingteamsanddevelopingpeople.他說，主要問題在于該銀行的矩陣結(jié)構(gòu)及其對(duì)盈利的關(guān)注，這種結(jié)構(gòu)鼓勵(lì)經(jīng)理人爭(zhēng)奪地盤和資源，并非組建團(tuán)隊(duì)和培養(yǎng)人才。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(3)Iamoftenaskedtoworkwithindividualsinaconflictsituation,butrarelydoestheorganizationaskforfeedbackonwhytheconflictoccurredandwhattheycoulddotopreventit.我經(jīng)常被要求與處于沖突狀態(tài)的個(gè)人一起工作，但是組織卻很少要求反饋沖突發(fā)生的原因以及可以做些什么來預(yù)防沖突的發(fā)生。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(4)Frombeinganunwelcomingdistractiontoloweringproductivitytodecreasingmoraletodamagingrelationships,conflictwithinadepartmentorteamcanquicklyspreadlikewildfireifnotpromptlyaddressed.部門或團(tuán)隊(duì)內(nèi)部的沖突如果不及時(shí)處理，就會(huì)像野火一樣迅速蔓延，從不受歡迎的分散注意力到降低生產(chǎn)力，從降低士氣到破壞人際關(guān)系。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(5)Emailandotherelectroniccommunicationarethemostpracticalwaystoconnect,butthesecanbemonotonousandsometimesleadtomisunderstandingifreliedontoomuchwhenbodylanguageandemotionaltonesaremissingincontrasttoin-personcommunication.電子郵件和其他電子通信方式是最實(shí)用的溝通方式，但這些方式可能比較單調(diào)，如果過于依賴這些方式，有時(shí)會(huì)導(dǎo)致誤解，因?yàn)榕c面對(duì)面溝通相比，這些方式缺少肢體語(yǔ)言和感情色彩。6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(1)我們對(duì)該合同的大部分條款感到滿意，但是你們的付款條件太苛刻了。(besatisfiedwith)Wearesatisfiedwiththetermsofthiscontractforthemostpart,butwefeelthatyourtermsofpaymentaretoosevere.(2)我們希望在保證質(zhì)量、互惠互利以及交易彼此需要的貨物的基礎(chǔ)上和你們建立業(yè)務(wù)關(guān)系。(onthebasisof)We’dliketoexpressourdesiretoestablishbusinessrelationshipwithyouonthebasisofquality,mutualbenefitandexchangeofneededgoods.6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(5)考慮已經(jīng)在這個(gè)價(jià)格上出售的數(shù)量，再降價(jià)已經(jīng)不可能了。(outofthequestion)Consideringquantitieshasbeensoldatthislevelanyfurtherreductionisoutofthequestion.(4)鑒于過去幾年的良好合作，我們準(zhǔn)備接受你方的價(jià)格。(inviewof)Inviewofourgoodcooperationoverthepastfewyears,wepreparetoacceptyourprice.(3)這臺(tái)機(jī)器使用6個(gè)月就可以收回投資成本。(payback)Thismachinewillpaybackyourinvestmentin6months.Role-playResearchwork:Searchonlinewithyourclassmatesfortheanswerstothefollowingquestionsaboutorganizationalconflict.1.Whatisorganizationalconflict?2.WhatarethecommonconflictmanagementmethodsinChina?3.Doyouthinkit’simportanttoknowhowtoresolveconflictsatwork?4.Whathappensifyoudon’tresolveconflictsatwork?5.Whatarethedifferencesinemployeeconflictmanagementmethodsamongdifferentcountries?TextBTypesofConflictinBusinessNegotiation–andHowtoAvoidThem第七單元4QuestionsonTextB1.Whatarethethreetypesofbusinessnegotiationconflictsmentionedinthetext?2.Howtoavoidstereotypesinnegotiations?3.Howtoavoidconflictswithfamilyorfriendsatthebargainingtable?4.Howtoavoidconflictsintheworkplace?5.Whatarethestepstohandleconflictsinbusinessnegotiations?QuestionsonTextB1.Whatarethethreetypesofbusinessnegotiationconflictsmentionedinthetext?--Theyareinterculturalconflict,conflictwithfriendsandfamilyandworkplaceconflict.QuestionsonTextB2.Howtoavoidstereotypesinnegotiations?--Peoplecanresearchthebackgroundoftheircounterpart’scultureandreducestressatthebargainingtable.QuestionsonTextB3.Howtoavoidconflictswithfamilyorfriendsatthebargainingtable?--SanderandBordone,theprofessorsatHarvardLawSchool,encouragefamilymembersbynegotiatingtogethertoconsiderandanalyzethedifficultiesthatmayarisebeforetheyconductbusinesstogether.Tomanagethistypeofconflictinnegotiation,theyadvisetotakethetimetorecognizethenorms,standards,principles,andprocessesthatwillguideyourinteractionswithyourfriendsandfamilymembers.Inaddition,ifbusinessnegotiationswithfriendsandrelativesthreatentobecomecontentious,proposingtoconsultaneutralthirdparty,suchasamediator,trustedfriend,orbusinessexpert,canhelpresolveyourconflict.QuestionsonTextB4.Howtoavoidconflictsintheworkplace?--Youcanexaminewhetheryourdepartmentororganizationwelcomesconstructivefeedbackratherthanpunishingit.QuestionsonTextB5.Whatarethestepstohandleconflictsinbusinessnegotiations?--Byunderstandingtherootoftheconflict,proactivelyproblemsolving,takingtheinitiativetoempathizetheotherside,applyinganunbiased,non-stereotypicalviewpointofothers,andfulfillingone’sroletoreachcommongroundwillyouthenappearmoreprofessional,rational,andwelcomingbyallsidesoftheconflicttoreachanagreementtoresolveyourdifferencesandmoveforward.U7:TextBTypesofConflictinBusinessNegotiation–andHowtoAvoidThem1

Althoughpeopledonotwishtoenteranyformofconflict,regardingbusinessnegotiation,conflictoccursmoreoftenthanpeopleanticipate.Asaresult,therearestepswecantaketoavoidcertaintypesofconflictandmisunderstandings.Itoftenhelpstoanalyzetheuniquecausesofconflictinparticularsituationsofnegotiation.Here,welookatthreefrequenttypesofconflictinbusinessnegotiationsand