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第一段
1 .Over the years, attitudes towards workers have changed considerably.
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2 .After all, there was a time when workers had no rights at all,
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3 .and Iaboured in appalling conditions.
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4 .Conditions have improved a lot,
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5 .but conflict in the workplace is still common.
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6 .And human resources managers nowadays need to be able to deal with it when necessary.
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第二段
1 .What is conflict 1n the workplace?
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2 .Definitions vary, but I'm taking it to refer to a whole range of behaviours that the victim finds unacceptable,
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3 .from minor, harmless arguments to - at the opposite extreme - physical violence.
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4 .Much of this is covered by the term bullying,by which I mean one or more people behaving abusively or aggressively against another who is in a weaker position.
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5 .Although all behaviour like this is a form of conflict,
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6 .not all conflict can be described in these terms.
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第三段
1 .As with all human behaviour, there are numerous reasons for it.
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2 .But often it's caused by someone who feels the need to show their superiority over someone else,
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3 .in order to feel that they aren't at the lowest level in a hierarchy or a group of people.
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第四段
1 .In some cases one Person simply dislikes the other,
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2 .on the basis that the personality of one is in some way incompatible with that of the other person.
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3 .A general habit of optimism in one person could make them intolerant of a colleague who's constantly pessimistic - not that that justifies treating them badly, of course.
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第五段
1 .Some conflicts arise when people are more interested in promoting themselves and their team than in the company as a whole.
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2 .These conflicts are called 'structural',
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3 .and could come about, for example,
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4 .when a sales team believe they are the only people in the business who do any useful work,
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5 .and look down on behind-the-scenes administrators.
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第六段
1 .Conflict obviously affects the individuals concerned - the situation is likely to be very stressful for victims.
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2 .resulting in their absence from work, possibly for months.
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3 .For the company, if no effort is made to deal with conflict,
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4 .it can spiral out of control,
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5 .and even lead to the breakdown of the business.
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第七段
1 .Some interesting work with chief executives - CEOs - has uncovered some of the reasons why they may treat colleagues badly.
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2 .Many CEOs combine two opposing characteristics: confidence - that is the belief that they're capable of great achievements - with a high level of anxiety,
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3 .a fear of missing targets.
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4 .whether set by themselves or by the directors of the company.
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5 .This combination can make them respond badly to anyone who questions their decisions.
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第八段
1 .In a high pressure work environment,
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2 .such characteristics become problematic.
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3 .And it's particularly difficult to tackle the situation where colleagues.
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4 .managers and board members are all trying to achieve their own visions.
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5 .When they can't agree on strategic issues and on where they see the business going,
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6 .there are real problems.
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第九段
1 .For managers at lower levels within the organisation.
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2 .it might seem that an autocratic form of management - where the chief executive gives orders and everyone else has to obey - would see more conflict than others.
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3 .Interestingly, though, a company with a more democratic business model,
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4 .can suffer more, when uncertainty about who to report to leads to conflicting demands.
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第十段
1 .Now I'll say a little about dealing with the type of conflict that has harmful effects.
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2 .Of course the ideal is to prevent it arising in the first place.
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3 .A good manager, at any level,
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4 .will make efforts to earn the respect of the people they work with.
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5 .particularly those who report to them.
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6 .That will involve politeness in all communications,
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7 .and treating them as equals who happen to have a different role within the organisation.
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第十一段
1 .Sometimes. of course, conflict does occur.
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2 .and can get out of hand.
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3 .In such cases the human resources department often gets involved.
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4 .However, if one of the parties in a conflict sees human resources as simply a mouthpiece for the chief executive,
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5 .then an external mediator might be able to help.
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6 .By talking to both sides, and trying to find the truth of what's been happening,
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7 .they can build a clear picture of the situation,
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8 .and give feedback that both sides will accept,
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9 .precisely because they're independent.
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