Turn conflicts into connections
From apppm
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#[1] Ike Lasater, John Kinyon, and Julie Stiles. Nonviolent Communication[M]. Beijing: Huaxia Publishing House, 2022. | #[1] Ike Lasater, John Kinyon, and Julie Stiles. Nonviolent Communication[M]. Beijing: Huaxia Publishing House, 2022. | ||
#[2] David Riddle. Managing Conflict[M]. Beijing: China Friendship Publishing Company, 2018. | #[2] David Riddle. Managing Conflict[M]. Beijing: China Friendship Publishing Company, 2018. | ||
#[3] BarbaraA.BudjacCorvette. Conflict Management[M].Beijing: China Renmin University Press, 2009. | #[3] BarbaraA.BudjacCorvette. Conflict Management[M].Beijing: China Renmin University Press, 2009. | ||
Revision as of 16:06, 12 February 2023
created by Jianan Yang
Abstract
In the project, program and portfolio management, conflicts caused by factors such as management procedures, costs, and personnel allocation are very common. This article focuses on project managers' identification and adjustment of self-conflicting emotions, and uses "mediator thinking" to connect their own needs with those hidden behind the other party's conflicting behaviors, and ultimately achieve mutual benefits for both parties in the conflict.
Contents:
- Abstract
- Main concepts
- What is conflict
- Common Causes of Conflicts
- Methods and tools for turning conflict into connection
- Application
- Discussion
- Advantages
- Restrictions
- Annotated bibliography
- References
References
- [1] Ike Lasater, John Kinyon, and Julie Stiles. Nonviolent Communication[M]. Beijing: Huaxia Publishing House, 2022.
- [2] David Riddle. Managing Conflict[M]. Beijing: China Friendship Publishing Company, 2018.
- [3] BarbaraA.BudjacCorvette. Conflict Management[M].Beijing: China Renmin University Press, 2009.
