職場衝突的因應與轉化學習：對不同世代公務人員之初探

Abstract

研究指出由於生長背景的影響，導致不同世代的性格、價值觀有所差異；據此，本研究探討不同世代公務員面對職場衝突時，會採取何種因應策略，以及經歷哪些觀點轉化歷程。透過立意取樣，本研究訪談「青世代」與「長世代」公務人員各三位，主要的研究結果包括： 1. 在轉化學習前，受訪的長世代較重視儒家文化中「集體」的倫理觀，青世代則較重視「個人」的自我發展。 2. 衝突轉化學習歷程有三階段： 首先，於衝突形成階段，受訪者面臨職場中的世代衝突，而對內容與過程進行反思，此時尚未動搖原有意義觀點。 其次，於衝突轉化階段，受訪者進行深層的前提反思，覺察職場中無形文化與權力結構的束縛，因而能夠增進同理與換位思考，並對世代差別形成新的觀點。 最後，於後續整合階段，受訪者能以新觀點看待另一世代，以其改變衝突因應策略，並持續運用於後續跨世代共事上。

依據研究結果，本研究給予各世代公務人員、人力資源工作者以及政府單位相關建議，期許上述人員及單位能同理每個世代的優缺點，以及注重衝突管理相關知能。Studies indicate that different generations’ backgrounds result in different characters and values. Accordingly, this study explores the management strategies when civil servants of different generations face workplace conflicts and their processes of transformative learning. Through purposive sampling, three civil servants of “young generation” and three of “senior generation” were interviewed in this research. The main findings include:

1. Before experiencing transformative learning, the senior generation interviewed tended to emphasize the ethics of “collectivism” under Confucianism while the young generation embraced the notion of “self-fulfillment”. 2. There are three stages of transformative learning for conflict management: In the first stage, Conflict Formation, interviewees faced generational conflicts in the workplace and conducted the content and process reflection. In this stage, no transformation occurred for original meaning perspectives. In the second stage, Conflict Transformation, interviewees went through premise reflection deeply, recognizing the bondage of cultural and power structure. They thus improved empathy towards different thoughts and formed brand new perspectives concerning generational differences. Finally, in the Follow-up Integration stage, interviewees regarded the other generation with the newly-built perspectives, which could alter conflict management strategies and could be applied to subsequent cross-generational cooperation.

According to the results, this research propounds several suggestions to the civil servants of different generations, HR staff and government sectors, with an expectation that all of the above personnel and sectors can be empathic and appreciative of the strengths and weaknesses of each generation and can pay attention to conflict management.