【摘要】：人際關(guān)系沖突是社會(huì)中普遍存在的現(xiàn)象。企業(yè)作為眾多員工的集合體,員工在長(zhǎng)期相處中,由于彼此在價(jià)值觀、人格、處事風(fēng)格等方面存在差異性,不可避免的會(huì)產(chǎn)生一些人際關(guān)系沖突。除此之外,企業(yè)本身存在的員工角色模糊、溝通渠道不暢、個(gè)別員工之間存在權(quán)利不相容等問題,也都會(huì)引發(fā)人際關(guān)系沖突的產(chǎn)生。 但是,目前學(xué)術(shù)界對(duì)沖突管理的研究主要集中在沖突與組織績(jī)效之間的關(guān)系、沖突管理模式這兩個(gè)方面,缺少對(duì)解決人際關(guān)系沖突的具體方法的研究。盡管有些文獻(xiàn)中也提到了解決人際關(guān)系沖突的各種辦法,有一定的啟示作用,比如有的學(xué)者提出通過建設(shè)學(xué)習(xí)型組織、運(yùn)用強(qiáng)化理論來鼓勵(lì)建設(shè)型沖突、避免破壞型沖突。但是都沒有展開深入的探討和科學(xué)的研究,因此難以對(duì)沖突管理實(shí)踐進(jìn)行有效指導(dǎo)。 基于此,本文提出了應(yīng)用社會(huì)心理學(xué)中的反態(tài)度辯護(hù)原理改善人際關(guān)系沖突的設(shè)想。這一設(shè)想的具體方法是：誘導(dǎo)沖突方在公開明朗化的情境下,做反方向辯護(hù)(譬如教導(dǎo)他人要和諧相處),通過其產(chǎn)生的一系列心理效應(yīng)以及由此帶來的心理威懾作用,迫使沖突方按照他們所說的去做,從而達(dá)到改善人際關(guān)系沖突的目的。 本文首先從“自我合理化”、“消除偽善”、“自我說服”三個(gè)方面對(duì)該方法的有效性進(jìn)行了理論分析,進(jìn)而提出了“原本人際關(guān)系沖突水平較高的群體在進(jìn)行反態(tài)度辯護(hù)后,人際關(guān)系沖突水平會(huì)明顯降低”的研究假設(shè)。之后采用準(zhǔn)實(shí)驗(yàn)研究法,通過對(duì)某中外合資保險(xiǎn)公司的7名內(nèi)勤人員進(jìn)行人際關(guān)系沖突水平前測(cè)、反態(tài)度辯護(hù)方案操作、人際關(guān)系沖突水平后測(cè)及實(shí)驗(yàn)訪談。本文得出的結(jié)論是：反態(tài)度辯護(hù)可以顯著降低人際關(guān)系沖突水平,減少人際摩擦,緩解同事之間的緊張對(duì)立氣氛,是一種切實(shí)有效的解決人際關(guān)系沖突的方法。 在此基礎(chǔ)上,本文對(duì)應(yīng)用反態(tài)度辯護(hù)原理改善人際關(guān)系沖突的方法進(jìn)行了提煉。提出了反態(tài)度辯護(hù)方案設(shè)計(jì)的三條思路：一是要使辯護(hù)者在反態(tài)度辯護(hù)后能夠產(chǎn)生自我合理化的傾向；二是要使辯護(hù)者在反態(tài)度辯護(hù)后能夠產(chǎn)生消除偽善的需要；三是要使辯護(hù)者在反態(tài)度辯護(hù)后達(dá)到自我說服的效果。并進(jìn)一步提出了方案設(shè)計(jì)的指導(dǎo)模型——應(yīng)用反態(tài)度辯護(hù)改善人際關(guān)系沖突的雙路徑模型。然后總結(jié)了應(yīng)用這種方法改善人際關(guān)系沖突的實(shí)施步驟：沖突分析、方案設(shè)計(jì)、方案實(shí)施和效果評(píng)價(jià)。 本文比較創(chuàng)新的地方是將社會(huì)心理學(xué)中的反態(tài)度辯護(hù)原理應(yīng)用到?jīng)_突管理中來,并且提出了一種改善人際關(guān)系沖突的具體方法——反態(tài)度辯護(hù)法,以期為沖突管理實(shí)踐添磚添瓦。
[Abstract]:Interpersonal conflict is a common phenomenon in society. As a collection of many employees, employees in the long-term relationship, due to the differences in values, personality, handling style and other aspects, it is inevitable to produce some interpersonal conflicts. In addition, there are many problems in the enterprise, such as the ambiguity of employee's role, the lack of communication channels, the incompatibility of rights among individual employees, and so on, which can also lead to interpersonal conflicts. However, the current academic research on conflict management mainly focuses on the relationship between conflict and organizational performance, conflict management model, and the lack of research on the specific methods of solving interpersonal conflict. Although some literatures also mention various methods to solve interpersonal conflicts, they have some enlightening effects. For example, some scholars put forward to encourage constructive conflicts and avoid destructive conflicts by building learning organizations and using reinforcement theory. However, it is difficult to guide the practice of conflict management because of the lack of deep discussion and scientific research. Based on this, this paper puts forward an idea to improve interpersonal conflict by applying the principle of anti-attitude defense in social psychology. The concrete method of this idea is to induce the parties to the conflict to defend themselves in the opposite direction (for example, by teaching others to live in harmony) in an open and clear context, through its series of psychological effects and its psychological deterrent effect. Force the parties to the conflict to do what they say, thus achieving the goal of improving interpersonal conflict. This paper first analyzes the effectiveness of this method from three aspects of "self-rationalization", "eliminating hypocrisy" and "self-persuasion", and then puts forward that "the group with high level of interpersonal conflict is defending its anti-attitude." The level of interpersonal conflict is significantly reduced, "the study hypothesized. Then the quasi-experimental research method was used to measure the interpersonal conflict level of 7 domestic staff in a Sino-foreign joint venture insurance company. The operation of the anti-attitude defense scheme the post-test of interpersonal conflict level and the experimental interview were carried out. The conclusion of this paper is that anti-attitude defense can significantly reduce the level of interpersonal conflict, reduce interpersonal friction, ease the tension and antagonism among colleagues, and is a practical and effective method to solve interpersonal conflict. On this basis, this paper refines the method of improving interpersonal conflict by using the principle of counter-attitude defense. This paper puts forward three ideas for the design of the anti-attitude defense scheme: one is to enable the defender to produce the tendency of self-rationalization after the anti-attitude defense, the other is to make the defender have the need to eliminate hypocrisy after the anti-attitude defense. Third, the defense should achieve the effect of self-persuasion after defending against the attitude. Furthermore, a guiding model for scheme design is proposed, which is a two-path model for the improvement of interpersonal conflict by using anti-attitude defense. Then it summarizes the implementation steps to improve interpersonal conflict: conflict analysis, scheme design, scheme implementation and effect evaluation. The innovation of this paper is to apply the principle of anti-attitude defense in social psychology to conflict management, and to put forward a specific method to improve interpersonal conflict, that is, anti-attitude defense. In order to add brick to conflict management practice.
【學(xué)位授予單位】：東北財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：C912.1

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