Coursework: Conflicts in organizations and methods for resolving them. Ways to resolve conflicts in an organization

Function in society various types organizations that perform a variety of functions and differ from each other in the type of activity of their members, the level of organization and cohesion, and the structure of the team. People are united by common interests, ideas, goals, moral norms and principles. However, along with solidarity, conflicts also arise in the workforce.

Conflict is an open confrontation, confrontation as a consequence of mutually exclusive interests, positions, norms of behavior, values ​​of people, which arises in the process of their interaction when solving production and personal issues.

Conflict is characterized by the presence of a conflict situation and an incident.

A conflict situation is accumulated contradictions that contain the true cause of the conflict.

An incident is a set of circumstances that gives rise to a conflict.

Main types of conflicts in enterprises: organizational, production, labor, innovation.

Organizational conflict– conflict associated with the organization and conditions of activity. For example, when an employee does not comply, ignores the requirements presented to him by the organization; the requirements for the employee are contradictory and vague; There are job descriptions and functional responsibilities, but their implementation involves workers in a conflict situation.

Industrial conflict– a specific form of expression of contradictions in the production relations of the labor collective. Industrial conflicts can be: intragroup - between ordinary workers, between managers and subordinates, between workers of different qualifications and ages; intergroup - the struggle between groups for the distribution of various types of resources, for specific interests and goals, for leadership, etc.; between production groups and the administration - incorrect management decisions, unsatisfactory attitude of management personnel towards employees, etc.

Labor conflict- this is a clash of interests and opinions, assessments between representatives of different groups regarding labor relations (conditions, content, organization of work and its payment).

Innovation conflict– conflict arising due to the introduction of innovations; a contradiction that arose between supporters and opponents of innovation. The main reasons: workers fear a deterioration in their socio-economic situation; shortage of material and technical resources; available resources are of lower quality than required; deterioration of relationships between organizational leaders and department heads due to the need to restructure their work.

Conflicts can be constructive or destructive. In the case of the latter, a negative emotional background arises, social connections are disrupted, and the health of the participants in the conflict worsens. Therefore, conflict management is a key aspect of a manager’s activity.

Conflict management is a targeted impact on eliminating (minimizing) the causes that gave rise to a conflict or on correcting the behavior of participants in the conflict at all stages of its development. Conflict management includes two areas of a manager’s activity:

1) conflict prevention (forecasting, prevention, prevention, suppression).

2) conflict resolution (overcoming, settling, weakening).

The main areas of conflict prevention work are:

Psychological selection of managers;

Correct placement of substituents;

Optimization of organizational and managerial conditions;

Clear organization of work;

Creation of stable teams;

The manager’s knowledge of the individual characteristics of his subordinates;

Psychological characteristics of team members;

Conducting explanatory work by the manager (showing tomorrow's joys);

Creation of a healthy (favorable) socio-psychological climate.

Two areas of conflict resolution can be distinguished: pedagogical and surgical. The first is more preferable, positive, but requires more effort compared to the second.

Its implementation is associated with the use of interpersonal, structural, intrapersonal methods, as well as the method of negotiation.

Interpersonal methods consist in choosing a style of behavior without infringing on the interests of the participants in the interaction. The following styles of conflict interaction are distinguished:

Competition (competition, confrontation, rivalry) is the desire to achieve the satisfaction of one’s interests to the detriment of another;

Adaptation is sacrificing one's own interests for the sake of the interests of another;

Avoidance (withdrawal), which is characterized by both a lack of desire for cooperation and a lack of tendency to achieve one’s own goals;

Compromise, characterized by tactics of mutual concessions;

Cooperation when participants in a situation come to an alternative that fully satisfies the interests of both parties.

Structural methods of conflict management are associated with changing the structure of the organization to resolve conflicts that have already developed. They include methods related to the use by the leader of his position in the organization (order, instruction, etc.), separation of participants in the conflict or reduction of their interdependence (subdivisional autonomy), the introduction of a special integration mechanism for conflicting units (general deputy, coordinator, etc. ), with the merger of different departments and giving them a common task (merging the labor and wages department and the personnel department into the personnel development department).

Intrapersonal methods consist in the ability to correctly organize one’s own behavior, taking into account the reaction of another person. This group of methods includes: setting up a positive attitude towards the opponent, switching from the emotional to the rational mode of the psyche, avoiding characteristics of the opponent’s emotional state, giving the opponent the opportunity to “let off steam”, etc.

The negotiation method acquires special significance as one of the effective methods of conflict resolution.

The surgical way to resolve conflicts is to remove the conflicting person from the team or transfer him to another team. This is the easiest way to resolve a conflict, used by a leader when he sees no other way out.

The identification of ways to prevent and resolve conflicts is relative, conditional. In the practice of conflict management, they are closely intertwined, interact, and mutually determine each other.

Introduction 2

Conflicts in organizations.3

1 What is conflict.3

2 Causes of conflicts.4

3 Causes of conflicts in organizations6

4 Types of conflicts in an organization8

Conflict resolution.11

1 Methods permissions conflicts in the organization11

2 Examples of conflict management in an organization.17

Conclusion. 22

References 24

Introduction

RelevanceThis topic is that currently in organizations, managers at many levels lack knowledge about conflicts and ways to prevent them. Many leaders simply do not know how to get out of a conflict situation and do not know that there are peaceful and constructive methods. Conflict is part of the process of interaction between people. This paper discusses: what a conflict is, what conflicts exist, the causes of conflicts, methods of resolving conflicts. All people are different. We all perceive differently various situations. Which leads to us simply disagreeing with each other. Conflicts in organizations arise not only during negotiations, but also during any business and personal contacts. There are many reasons for conflicts, but the main thing is the wrong attitude between managers and subordinates or the psychological incompatibility of people.

Of course, most conflicts will negatively affect the organization's activities. But sometimes conflict benefits a company. It can stimulate more effective and constructive problem solving, and can also identify alternatives for resolving various controversial issues. It can also encourage employees to express their ideas and suggestions.

TasksThe coursework is as follows:

· Find out what conflict is, causes and types conflict situations.

· Give detailed description methods for resolving conflict situations.

It is possible to lead without conflict if you learn such management, in which, in purposeful cooperation with others, everything destructive is eliminated. This is a very difficult task. But today we have the knowledge and experience that allows us to get closer to the goal.

1. Conflicts in organizations

1.1 What is conflict

conflict dispute psychological organization

What is conflict? This is a process in which one individual, group of people or department of a company interferes with the implementation of the plans of another. The concept of conflict is often associated with negativity, quarrels, threats, warriors and the like. There is an opinion that conflict is an undesirable phenomenon that should be avoided.

Conflict (from lat. conflicts) - clash, struggle, hostility. Conflict situations are studied by conflictology.

The subject of the conflict is the imagined or existing problem underlying the conflict.

The subject of the conflict is an active party capable of creating a conflict situation and influencing the conflict.

The object of the conflict can be a material or spiritual value, the possession or use of which is sought by both parties to the conflict.

An organization is a complex whole, which includes not only individuals with different statuses, social attitudes and interests. But also various social entities striving to occupy a higher place in the structure of the organization, to change existing norms of activity or the system of relations within the organizational structure.

Conflict in the organization. Who among us has not experienced this having a negative impact on every person in the company? Who hasn’t been drawn at least once into the cycle of intrigue, corporate conspiracies, sidelong glances, and whispered conversations behind one’s back? Any employee of a company, regardless of rank, can become a victim of conflicts. Moreover, if the company rapidly expands, the more conflicts appear.

At the heart of any conflict is a situation that includes:

1.The position of the parties contradicts any pretext.

2.Different goals or means of achieving them.

.Or a mismatch of interests and desires.

In textbooks on conflictology you can find that conflicts are necessary and useful. Positive functions can be identified, such as:

Ø Informational and educational. This function has two sides: signaling and communication. The signaling side is that the administration draws attention to intolerant working conditions and various forms of abuse. The communicative side is that opponents need to have information that allows them to draw conclusions about the strategy and tactics of their opponent, the resources he has. Any conflict sends a signal to the manager that there is a problem that needs to be solved. It allows us to understand it, since it reveals the totality of facts perceived by people.

Ø Integrative. Conflict helps unite people into groups against another group or person in the same company. This effect can work in a variety of situations. As a result, boundaries are established between those people who, by some criteria, are considered their own or strangers.

Ø Function of stimulating adaptation to a changing environment.

1.2 Causes of conflicts

We are all different and it is quite natural that we differ in opinions, assessments, goals and methods of achieving them. All these disagreements contribute to the development of conflicts.

Conflict is a very complex and psychological phenomenon, the study of which depends on the quality of the methods used.

In psychology, conflict is defined as a collision associated with negative emotional experiences of oppositely directed, mutually incompatible tendencies, a single episode in consciousness, in interpersonal interactions or interpersonal relationships of individuals or groups of people.

The cause of a conflict is an event, situation, facts, phenomena that precede the conflict and cause it under certain conditions of activity of subjects of social interaction.

The emergence and development of conflicts is determined by the action of four groups of factors:

1.Objective

2.Organizational and managerial

.Social - psychological

.Personal.

The first two groups are objective in nature, while the third and fourth are subjective.

Objective reasons are considered to be those circumstances of social interaction between people that lead to a clash of their thoughts, interests, and values.

The subjective causes of the conflict are determined by individual psychological characteristics and the direct interaction of people during their association into social groups.

The most important thing is to find out the cause of the conflict - this is the very first step in resolving the conflict. There are five main reasons for the conflict situation.

1.Different life values. This may result in a collision. For example, for you, family is most important, and for your manager, the success of the company is most important. Conflict arises when your manager asks you to work more than normal, thereby spending less time with your family.

2.Wrong assumptions can cause conflict. For example, a husband, coming home after work, assumes that a warm dinner is waiting for him at home, but the wife has not prepared food or cleaned the house, this can lead to a quarrel.

.Expectation. We expect other people to know what we are thinking and what we want. These expectations give rise to resentment, quarrels, and misunderstandings. Therefore, we must always remember that we do not know how to read each other’s thoughts. What is clear to us today may be completely incomprehensible to others. If we expect certain actions from another, this absolutely does not mean that the other thinks the same.

.Different upbringing. Our upbringing, religion, status in society, age, gender, nationality, skin color can cause conflicts. For example, a man behaves confidently and sometimes aggressively at work, then this is considered in the order of things, but if a woman behaves this way, she will be condemned.

.Differences in goals, desires and, of course, inability to make compromises. For example, you want to go to the theater, and a friend wants to go to the cinema. A conflict may arise if everyone insists on their own option. In this situation, you need to be able to find a compromise.

1.3 Causes of conflicts in an organization

According to research, managers spend approximately 25% of their time resolving conflicts. Naturally, conflict in the workplace has a bad effect on team productivity. There are two typical reactions to conflict: withdrawal/avoidance or fighting. Of course, both options lead to the desired results. It is very important to learn how to resolve disagreements. Disagreements, with the right approach to them, can contribute to the development of mutual understanding and mutual assistance in order to more effectively solve the problem. But first you need to find out the cause of the conflict. The reasons may vary. Let's highlight these reasons:

1.Resource distribution - the need to share resources almost always leads to various types of conflict. For example, unfair assessment of staff work and also remuneration, undeserved privileges of some and undervaluation of other employees.

2.Interdependence of tasks on another person or group. Certain types organizational structures increase the possibility of conflict. For example, the matrix structure of an organization, where the principle of unity of command is deliberately violated.

.Poor communication can act as a catalyst for conflict, preventing individuals or groups from understanding the situation or the point of view of others. For example, inaccurate job descriptions.

.Different life principles and values. For example, a manager will forgive a subordinate for doing something that is at odds with their moral principles.

.Conflicting goals. For example, when managers set goals for employees, they are opposite to each other. One manager says that the most important thing is for short time make a plan, and another says that the most important thing is the quality of work.

Fig. 1 Scheme of conflict development.

1.4 Types of conflicts in an organization

There are four main types of conflicts: intrapersonal, interpersonal, between a person and a group, and intergroup.

Let's consider the types of conflicts in an organization. Intrapersonal conflict. The participants are not people, but different psychological factors. Intrapersonal conflicts associated with work in an organization can take various forms. One of the most common is role conflict when various roles a person is subject to conflicting demands. Internal conflicts can arise in production; this can happen due to work overload or, on the contrary, lack of work.

Interpersonal conflict. The most common type of conflict. Conflict manifests itself in organizations in different ways. Many managers assume that the reason is a dissimilarity of personalities. Indeed, due to differences in character, views, and behavior patterns, it is very difficult to get along with each other. But a deep analysis shows that such conflicts are usually based on objective reasons. Conflicts occur between a subordinate and a manager. For example, when a subordinate is convinced that the manager makes unreasonable demands on him, and the manager believes that the subordinate does not fulfill the norm.

Interpersonal conflicts can be divided into the following types:

· Conflicts between employees;

· Management-level conflicts, that is, conflicts between managers of the same rank.

Conflict between the individual and the group. They are mainly due to the discrepancy between individual and group norms of behavior. Anyone who does not perceive them becomes in opposition and risks being left alone.

Intergroup conflict. An organization consists of many formal and informal groups, between which, one way or another, conflicts arise. For example, between informal groups within departments, between managers and subordinates, between employees of different departments, between the administration and the trade union.

The entire set of conflicts, one way or another, is connected with the organization’s management method. Since management is nothing more than the activity of resolving conflicts for the sake of those goals and objectives that determine the essence of the organization. The manager must resolve conflicts that arise in the organization between departments, between managers and subordinates, between producers and consumers of products, suppliers and producers and suppliers in the name of the more general interests of the organization, which he considers as the goals of his management activities.

Also, conflicts are classified according to the degree of manifestation: hidden and open.

A hidden conflict usually affects two people who, for the time being, try not to show that they are in conflict. But as soon as one of them loses his nerve, the hidden conflict becomes open. There are also random, spontaneously arising and chronic, as well as deliberately provoked conflicts. Intrigues are also distinguished as a type of conflict. Intrigue is understood as a deliberate dishonest action beneficial to the initiator, who forces the group or individual to certain negative actions and thereby causes damage to the group and individual. Intrigues, as a rule, are carefully thought out and planned, and have their own storyline.

Main types of conflicts, causes of their occurrence and methods of resolution Table 1

Types of conflicts Causes of conflicts Methods of conflict resolution Intrapersonal Mismatch between external demands and internal positions, mismatch between different kinds of interests Getting out of a state of discomfort by changing your thoughts, attitudes, values ​​and behavior and by obtaining more information about the problem Interpersonal Clash of interests (mismatch of characters, personal views or moral values) Conflict resolution by force; conflict resolution through cooperation (taking into account the interests of each party); avoidance of conflict (lack of personal persistence and desire to cooperate), compromise style (the interests of each party are moderately taken into account, quick resolution of the conflict) Intra-group Discrepancy in behavioral norms (change of leadership, emergence of an informal leader) Intra-organizational Struggle for spheres of influence within the organization

2. Conflict Resolution

2.1 Methods for resolving conflicts in an organization

Currently, experts have developed many different recommendations regarding various aspects of people’s behavior in conflict situations. Selecting appropriate strategies and means of resolving them, as well as managing them.

Conflict resolution is the activity of participants aimed at stopping opposition and solving the problem that led to disagreement. Conflict resolution involves active participation both sides to transform the conditions in which they interact, to eliminate the causes of the conflict.

Resolving conflicts that arise in an organization can be part of the overall management process in a team, and then they fall within the responsibilities of the manager. The leader has the ability to use his power to resolve conflicts, and this allows him to influence the conflict and take timely measures to resolve their relationship. But at the same time, the leader will not be able to be objective enough.

Conflict resolution is a multi-stage process that includes analysis and assessment of the situation, choosing a method for resolving the conflict, forming an action plan, its implementation, and assessing the effectiveness of your actions.

The main conflict resolution strategies are competition, cooperation, compromise, accommodation and avoidance.

· Rivalry is about imposing a preferred solution on another opponent.

· A compromise is the desire of the parties to end the conflict with partial concessions.

· Adaptation, or concession, is considered as a forced or voluntary refusal to fight and surrender of one’s position.

· Avoidance or avoidance is an attempt to get away from a conflict situation at a minimum cost.

· Cooperation is considered the most effective strategy to resolve the conflict. It presupposes that the parties focus on a constructive discussion of the problem, considering the other opponent not as an adversary, but as an ally in the search for a solution.

Conflict management is a purposeful influence on the arrangement of the causes leading to the conflict, or on the correction of the behavior of the participants in the conflict.

There are many methods of conflict management. Several groups, each of which has its own area of ​​application:

1.Intrapersonal methods.

2.Structural methods.

.Interpersonal method.

.Negotiation.

.Aggressive responses. This method is used in extreme cases, when the capabilities of all previous groups have been exhausted.

Intrapersonal methods consist in the ability to correctly organize one’s own behavior, express one’s point of view without causing a defensive reaction on the part of another person. Several authors suggest using the “I am a statement” method, that is, a way of conveying your attitude to another person towards a certain subject, without negativity, but in such a way that the other opponent changes his attitude.

This method helps a person maintain his position without turning his opponent into his enemy. “I am a statement” can be used in any situation, but it is more effective when a person is aggressive.

The structural method primarily affects organizational conflicts that arise at the organizational level, arising due to improper distribution of responsibilities. These methods include:

1.Clarification of requirements;

2.Use of coordination and integration mechanisms;

.Creation of a reward system.

Clarifying job requirements is one of the popular methods of managing and preventing conflicts. Each specialist must clearly understand what results he must provide, what his duties, responsibilities, limits of authority, and stages of work are. The method is implemented in the form of compiling the corresponding job descriptions, distribution of rights and responsibilities across management levels.

Coordination and integration mechanisms.

This is another method. One of the most common mechanisms is the hierarchy of authority. Which regulates the interaction of people, decision making and information flows within the organization. If two workers have disagreements on any issues, you need to contact the manager so that he can resolve the conflict.

Interpersonal styles of conflict resolution.

The interpersonal method is the choice of the style of the conflict participants in order to minimize damage to their interests. These include:

Evasion or withdrawal. This style means that a person tries to get away from a conflict situation with minimal losses. One way to resolve conflicts is to avoid situations that provoke contradictions. Evasion is aimed at leaving the situation without yielding, but also without insisting on one’s own, not expressing one’s opinion, and moving the conversation in a different direction.

Smoothing. This style is characterized by behavior that is dictated by a belief that is aimed at preserving or restoring good relations, to ensure the interests of the other party through concessions. Such a “smoother” tries not to let the conflict out, appealing to the need for solidarity. But at the same time, you can forget about the very problem underlying the conflict. In this case, peace may come, but the problem will remain. This leads to the eventual "explosion" of emotions, and the conflict will become relevant again.

Compulsion. Within this style, attempts to force people to accept their point of view at any cost prevail. A person who tries to apply this style is not interested in the opinions of other people and behaves aggressively. This style is effective where the leader has power over subordinates. But this style suppresses the initiative of subordinates.

Compromise. The essence of this style is that the parties seek to resolve differences through partial concessions. It is characterized by a refusal to accept some of the demands that were put forward earlier, to accept the claims of the other side, and a willingness to forgive. The style is effective in the following cases: the opponent understands that rivals have equal opportunities, the presence of mutually exclusive interests, satisfaction with a temporary solution, or the threat of losing everything.

Solving the problem. This style is considered the most effective strategy for dealing with conflict. This style recognizes differences of opinion and is willing to listen to other points of view in order to determine the causes of the conflict and find a solution for all parties. Someone who operates with this style does not try to achieve their goals at the expense of others, but rather looks for the best solution. This style is most effective in solving organizational problems.

The main positive method of conflict resolution is negotiation. Negotiations represent a broad aspect of communication, covering many areas of human activity. Negotiation is the process of finding an agreement between people by satisfying their interests. This method of conflict resolution is a set of tactics aimed at finding mutually acceptable solutions for conflicting parties.

The use of negotiations to resolve conflict is possible under certain conditions:

· The existence of interdependence of the parties involved in the conflict.

· Lack of significant development in the capabilities of conflict actors.

· Correspondence of the stage of development of the conflict to the possibilities of negotiations.

· Participation of parties who can actually make a decision in the current situation.

The main function of negotiations is to jointly discuss the problem and make a decision. The decision made can be constructive, entailing a change in the situation for the better.

There are two types of negotiations:

1.Positional.

2.Rational.

The subject of positional negotiations is to identify the position of the parties, that is, discuss the subjective views of the parties on solving the problem. Positional negotiations can take place in soft and hard forms. The essence of the soft form is that the parties are ready to reach an agreement and maintain relations. Tough negotiations mean insisting on one's own at all costs, most often ignoring the interests of other parties.

The subject of rational negotiations is the deep interests of the parties, and not the positions they occupy. The goal of rational negotiation is to find the optimal solution.

Negotiation methods.

Here are several negotiation methods:

· Variational method.

· Integration method.

· Best Alternative Method.

· Balancing the position.

· A step-by-step method of reaching an agreement.

The variational method is that partners are offered pre-developed solution options, which are based on the idea of ​​​​the optimal solution to the problem in combination with the others.

The integration method puts the interests of the parties at the forefront, which pushes the negotiating partners to unite them. The main emphasis is on existing points of contact. The opportunity to obtain mutual benefit through a reasonable combination of efforts.

The best alternative method is that any negotiations may end unsuccessfully and not be effective as expected. Therefore, it is always necessary to have alternative solutions.

The method of balancing a position is to carefully study the views of your opponents. If they are acceptable, then based on them a working solution to the problem is developed and offered to the partner for discussion.

In difficult situations, refusal to negotiate entails big losses, a method of gradually reaching an agreement may be used. The essence of this method is to achieve agreement under conditions of gradual full or partial review of requirements, depending on the emergence of new circumstances and the opening of new opportunities.

In practice, there are many different ways in which managers resolve conflicts between subordinates.

2.2 Examples of conflict management in an organization

· Between employees as a result of receiving false information.

· Between buyers and sales managers.

· Between subordinates and managers.

· Between the company and suppliers.

· Between the company and the city administration.

· Between the company and competitors.

· Between the company and the tax office.

This company specializes in the sale of sugar. It has been operating on the market for 11 years. It also exports its products to countries such as Holland, Japan, Morocco, Uzbekistan, Latvia, and Estonia. Its products are considered one of the environmentally friendly food products that do not contain chemical additives. In 2012, we supplied more than 3,500 tons of sugar. We can conclude that this company has maintained its reputation at a high level for many years.

To resolve a conflict, a leader or mediator must know or have an understanding of psychological portrait every employee of the company, that is, to know his strengths and weaknesses. Thereby foreseeing his possible behavior in a conflict.

Let us briefly characterize the personnel of this company in terms of behavior in conflict situations and how to overcome them.

The head of the company, Inkov Alexander Anatolyevich, is quite patient and reserved for the head of a company. It is very difficult to piss him off. It comes into conflict very rarely. If it is not possible to avoid a conflict, the manager tries to quickly and constructively find a way out of the conflict situation, using various methods permissions. Alexander Anatolyevich always tries to find a compromise solution. He gets along well with people, understands others' situations and can always help. He tries to create a favorable environment in the team. But, like any living person, he can break down as a result of any troubles at work or in his personal life.

Deputy Head Maykov Oleg Evgenievich. He is very responsible, strict, loves everything to be done the way he wants, loves to find fault, but at the slightest failure he begins to panic and develop conflict. He is sensitive to the words of others. It starts quickly, but leaves just as quickly. In a conflict with subordinates, he tries in every possible way to impose his opinion.

Seller Baskakov Maxim Nikolaevich. The best salesman of the company. Purposeful in his work, professional in his field. Always communicates well with people, very kind. But it has one negative trait, like spinelessness. With such a person it is easy to resolve conflicts and disagreements if they arise.

Sales Manager Eduard Romanovich Tretyakov. A very complex person, he likes to argue and insist on his own, even if he is wrong. This employee always has conflicts with clients, but despite this, Tretyakov copes with his duties perfectly and always fulfills the set plan. When working with clients, he does not tolerate rudeness or disrespect. In the event of a conflict, it “explodes” strongly and is very difficult to stop; one has to resort to the participation of a third party.

Let us consider the conflict that arises in a company between employees in the course of their activities.

· Shortage cash leads to conflict. The manager unfairly blames the sales manager for the shortage; later it turned out that the manager made a mistake in the calculations.

· The director of the company travels very often on business trips, so his duties are performed by the deputy. In the absence of the manager, the deputy gives his instructions to his subordinates, not paying attention to the fact that the director has given other instructions.

· The sales manager is fond of basketball, as a result of which he often asks for time off; if the manager leaves early, then he also leaves the workplace, shifting authority to other employees. In this case, a conflict arises.

As a result, for normal operation the manager took the following measures:

One of these measures is to get rid of slackers, since they themselves do not bring benefits to the enterprise and set a bad example for other workers. The manager monitors the work of the staff, if during the work it turns out that the person does not have the desire to work efficiently and effectively, he is fired.

The next condition for preventing conflicts in a company is concern for fairness. The manager treats employees fairly, without punishing the innocent, and before doing anything, he carefully thinks through what the consequences may be.

The manager is very fair when it comes to paying wages and bonuses. It only pays those who have done really well. The company has a rule: work that is done with high quality and on time is well paid. Salary depends on % of total sales.

There is an agreement in the company to make all decisions collectively. All amendments are discussed together with everyone.

The relationship between buyer and seller is very complicated. A trading company always makes concessions to the client, as a result the company suffers, since the decision made or some agreement is always violated by the buyer.

The client purchased a consignment of goods and took upon himself transportation. But once the goods arrive at the warehouse, the buyer makes a claim regarding the quality of the goods. Although the product is of good quality, the company strictly monitors it. Accordingly, a conflict arises between the company and the client. There are three versions of a low-quality product:

· Poor transportation.

· Warehouse storage is not up to standard.

· Error from the laboratory the client contacted.

The client ordered a batch of product, but when the goods arrived at the warehouse, it turned out that all the goods did not match the weight and type of product. Although the company says that this is the product that the client ordered. The situation is aggravated by the fact that the buyer’s production depended on that order, and due to the fact that the order was not fulfilled, production was suspended. Reasons put forward:

· Misinformation within the company.

· Poor communication of information within the client company.

· Bad connection.

The manager takes measures to check all warehouse premises for compliance with the standard; double check, confirmation of orders.

It is always easier to prevent conflict within a company than outside it. To prevent conflict, the company uses the principle of objectivity and compliance. The principle of clarity and goodwill is also used.

If disagreements occur in the process of activity, then, first of all, you need to critically analyze the situation in order to present the main and initial positions, both your own and your opponent’s. Employees analyze the enemy's position. As a result, misunderstandings may emerge and the conflict will lose its basis. This will allow you to avoid mistakenly attributing a hostile position to your enemy, as well as neutralize the situation.

To resolve a conflict between a client and a seller, the following techniques are used:

separation of conflicting parties.

This option is effective in case of conflict between the client and the sales manager. In these cases, hidden disconnection is used. A manager who cannot cope with the situation is replaced by one of the company’s employees who does not irritate the opponent.

During the activities of a trading company, various factors and methods of conflict resolution are used. Conflict resolution begins with the fact that opponents stop seeing each other as an adversary. To do this, you need to analyze your own positions and actions. Confession own mistakes reduces the negative perception of the opponent. The opponent also tries to understand the interests of the other. This expands your understanding of your opponent, making him more objective. There is something positive in every person that you can rely on when resolving a conflict. Then employees reduce negative emotions.

Then the optimal style of resolving a conflict situation is selected: avoidance, smoothing, coercion, compromise, problem solving.

Conclusion

Conflict can be understood as a temporary emotional change mood in connection with the failure to receive or receive information, leading to a lack of agreement between individuals, groups and a violation of the normative activities of these individuals and groups.

Conflict can be beneficial for employees and the organization as a whole, and unhelpful, reducing productivity, personal satisfaction and eliminating cooperation between employees of the organization.

Having examined the causes of a conflict situation, it should be noted that in certain situations, the source of the conflict may be the leader himself. Many unwanted conflicts are generated by the personality and actions of the leader himself, especially if he allows himself personal attacks, incorrectness, and publicly shows his likes and dislikes. Lack of restraint, the inability to correctly assess the situation, cannot find the right way out of it, the inability to take into account and understand the way of thinking and feeling of other people gives rise to a conflict situation.

Conflict in an organization can be managed. The manager always has the opportunity to anticipate the conflict and intervene, make adjustments and optimally resolve the conflict situation. The leader must first find out the cause of the conflict, find out the goals of the conflicting parties, and find the optimal solution. It is important to remember that just as no one leadership style can be effective in all situations, no one style of resolving a conflict situation (be it evasion, compromise, smoothing, problem solving, coercion) can be singled out as the most best.

In my opinion, more effective way Conflict resolution is negotiation. This is a very constructive way. An effective negotiation strategy is, first of all, a strategy of agreement, a search for common interests and the ability to combine them so as not to subsequently cause a desire to violate agreement reached.

In life, managers often simply lack knowledge and experience, negotiation skills, and the desire to communicate with conflicting parties. Therefore, it is necessary to study conflict situations based on the experience of specialists. The ability to manage conflicts in an organization is the key to a leader’s success in his activities.

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Introduction……………………………………………………………………………….3

1. The nature of conflict in the organization……………………………………..5

1.1. What is conflict……………………………………………………5

1.2. Types of conflict………………………………………………………..7

1.3. Causes of the conflict……………………………………………………………...11

1.4. Conflict process model…………………………………………………….15

1.5. Structural methods of conflict resolution……………………….18

1.6. Interpersonal styles of conflict resolution……………………22

1.7. Abroad……………………………………………………………..25

2. Methods for resolving conflicts in LLC “TTK Land 00”……………26

2.1. Brief description of the enterprise……………………………..26

2.2. The beginning (emergence) of conflicts in the organization…………………...28

2.3. Development of conflict in the organization…………………………………..30

Conclusion…………………………………………………………………………………35

Introduction

Conflicts are an eternal companion of our lives. And therefore, even the most consistent policy of humanization in enterprises and institutions and the best management methods will not protect against the need to live in conditions of conflict. The word “conflict” has a Latin root and literally means “clash.” At the heart of any conflict is a contradiction, which usually leads to either constructive or destructive consequences. Relevance This topic, both theoretical and practical, is very large. Currently, there is a certain shortage of theoretical research in the field of sociology of conflict. Despite the large number of publications devoted to specific applied aspects of conflictology, there are practically no works that would analyze the underlying causes of conflicts and their impact on the lives of society as a whole and the individual and particular. At the same time, the problem of conflict is of a purely applied nature. It is in wide demand when solving very specific situations in which there is a clash of interests of two or more parties. To find the optimal solution, you need to have knowledge of how these types of conflicts develop. A clash of points of view, opinions, and positions is a very common phenomenon in industrial and social life. To develop the right line of behavior in various conflict situations, it is very useful to know what conflicts are and how people come to agreement. Knowledge of conflicts improves the culture of communication and makes a person’s life not only calmer, but also more psychologically stable.

From a practical point of view, the relevance of the work is no less significant. Currently, managers at many levels lack an elementary conflict management culture, lack knowledge about conflicts and ways to resolve them peacefully. Many managers prefer to resolve emerging conflict situations using force, without even realizing that there are peaceful and constructive methods for resolving conflicts that lead to a “win-win” situation.

The main goal of the course work is to study the types of conflicts and their resolution in the organization.

The nature of conflict in an organization

1.1. What is conflict

Like many concepts, conflict has many definitions and interpretations. One of them defines conflict as a lack of agreement between two or more parties, which may be specific individuals or groups. Each side does everything to ensure that its point of view or goal is accepted, and prevents the other side from doing the same.

When people think of conflict, they most often associate it with aggression, threats, disputes, hostility, war, etc. As a result, there is an opinion that conflict is always an undesirable phenomenon, that it must be avoided if possible and that it should be resolved immediately as soon as it arises. This attitude is clearly visible in the works of authors belonging to the school of scientific management, the administrative school and sharing the concept of bureaucracy according to Weber. These approaches to organizational effectiveness relied heavily on the definition of tasks, procedures, rules, interactions between officials and the development of a rational organizational structure. It was believed that such mechanisms would mainly eliminate the conditions conducive to conflict and could be used to solve emerging problems.

Authors belonging to the “human relations” school also tended to believe that conflict could and should be avoided. They recognized the possibility of conflicts between the goals of an individual and the goals of the organization as a whole, between line and staff personnel, between the powers and capabilities of one individual, and between different groups of managers. However, they generally viewed conflict as a sign of organizational dysfunction and poor management. In their opinion, good relationships in an organization can prevent conflict from arising.

The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable. Of course, conflict is not always positive. In some cases, it can interfere with meeting the needs of the individual and achieving the goals of the organization as a whole. For example, a person who argues in a committee meeting just because he can't help but argue is likely to reduce the satisfaction of the needs for belonging and esteem and possibly reduce the group's ability to make effective decisions. Group members may accept the arguer's point of view only to avoid conflict and all the troubles associated with it, even without being sure that they are doing the right thing. But in many situations, conflict helps bring out a diversity of points of view, provides additional information, helps identify more alternatives or problems, etc. This makes the group's decision-making process more effective and also gives people the opportunity to express their thoughts and thereby satisfy their personal needs for esteem and power. It can also lead to more efficient execution of plans, strategies and projects, as different perspectives on these documents are discussed before they are actually executed.

Thus, the conflict can be functional and lead to improved organizational performance. Or he might be dysfunctional and leads to decreased personal satisfaction, group cooperation, and organizational effectiveness. The role of conflict mainly depends on how effectively it manage. To manage conflict, it is necessary to understand the causes of the conflict situation. Too often, managers believe that the main cause of conflict is a clash of personalities. However, subsequent analysis shows that other factors are to blame.

1.2. Types of conflict

There are four main types of conflict: intrapersonal conflict, interpersonal conflict, individual-group conflict, and intergroup conflict.

INTRAPERSONAL CONFLICT. This type of conflict does not meet the definition given above. However, its potential dysfunctional consequences are similar to those of other types of conflict. It can take various forms. One of the most common forms is role-playing conflict when one person has conflicting demands on what the result of his work should be. For example, a section or department manager in a department store may require a salesperson to remain in the department at all times to provide information and services to customers. Later, the manager may express dissatisfaction with the fact that the seller spends too much time on customers and pays little attention to replenishing the department with goods. And the seller perceives instructions regarding what to do and what not to do as incompatible. A similar situation would arise if the head of a production department was instructed by his immediate superior to increase production, and the quality manager insisted on improving product quality by slowing down the production process. Both examples indicate that one person was given conflicting tasks and mutually exclusive results were required of him. In the first case, the conflict arose as a result of conflicting demands placed on the same person. In the second case, the cause of the conflict was a violation of the principle of unity of command.

Intrapersonal conflict may also arise when job demands are inconsistent with personal needs or values. For example, a female manager had long planned to go on holiday with her husband on Saturday and Sunday, since her excessive attention to work began to have a bad effect on family relationships. But on Friday, her immediate boss bursts into her office with some problem and insists that she work on solving it over the weekend. Or the sales agent considers a bribe as an extremely unethical way of interaction, but his superiors make it clear to him that the sale must take place, no matter what. Many organizations are faced with the fact that some managers object to their transfer to another city, although this promises them a significant increase in position and salary. This happens especially often in families where both the husband and wife occupy a leadership position or are specialists. Intrapersonal conflict can also be a response to work overload or underload. Research shows that such intrapersonal conflict is associated with low job satisfaction, low self-confidence and organization, and stress.

INTERPERSONAL CONFLICT. This type of conflict is perhaps the most common. It manifests itself in different ways in organizations. Most often this is a struggle between managers for limited resources, capital or labor, equipment usage time or project approval. Each of them believes that since resources are limited, he must convince his superiors to allocate these resources to him and not to another manager.

Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, views and values ​​are sometimes simply unable to get along with each other. As a rule, the views and goals of such people are radically different.

CONFLICT BETWEEN THE PERSON AND THE GROUP. Production groups set standards for behavior and performance. Everyone must comply with them in order to be accepted by the informal group and thereby satisfy their social needs. However, if the group's expectations are in conflict with the individual's expectations, conflict may arise. For example, someone will want to earn more, either by working overtime or by exceeding the quota, and the group views such “excessive” diligence as negative behavior.

Conflict may arise between an individual and a group if that individual takes a position different from that of the group. For example, when discussing the possibility of increasing sales at a meeting, most will believe that this can be achieved by lowering the price. Some people, however, will be firmly convinced that such tactics will lead to a decrease in profits and create the perception that their products are of lower quality than those of their competitors. Although this person whose opinion differs from the group may have the company's interests at heart, he or she may still be seen as a source of conflict because he or she goes against the group's opinion.

A similar conflict may arise based on the manager's job responsibilities: between the need to ensure adequate productivity and adherence to the rules and procedures of the organization. A manager may be forced to take disciplinary action that may be unpopular with subordinates. Then the group can strike back - change its attitude towards the leader and, possibly, reduce productivity.

INTERGROUP CONFLICT. Organizations are made up of many groups, both formal and informal. Even in the best organizations, conflicts can arise between such groups. Informal organizations that believe that the leader is treating them unfairly may unite more tightly and try to “settle” with him by reducing labor productivity. Another example intergroup conflict may serve as an ongoing conflict between the trade union and the administration.

Unfortunately, a common example of intergroup conflict is disagreement between line and staff personnel. Staff personnel tend to be younger and more educated than line personnel and tend to use technical jargon when communicating. These differences lead to clashes between people and difficulties in communication. Line managers may reject the recommendations of staff specialists and express dissatisfaction with their dependence on them for everything related to information. In extreme situations, line managers may deliberately choose to implement the specialists' proposal in such a way that the whole undertaking will end in failure. And all this in order to put specialists “in their place.” Staff personnel, in turn, may be indignant that their representatives are not given the opportunity to implement their decisions themselves, and try to maintain the information dependence of line personnel on them. These are clear examples of dysfunctional conflict.

Often, due to differences in goals, functional groups within an organization begin to conflict with each other. For example, the sales department tends to be customer-oriented, while the manufacturing department is more concerned with cost-efficiency and economies of scale. Holding large inventories in order to quickly fill orders, as the sales department prefers, means increasing costs, and this is contrary to the interests of the production departments. The day shift of medical staff may blame the night shift for providing poor patient care. In large organizations, one division may try to increase its profitability by selling finished products to outside customers rather than meeting the needs of other divisions of the company for its products at a lower price.

... V organizationsCoursework >> Management

... permissions conflicts V organizations……………………………………………………..21 2.1. Conflict situation management…………………………………………..21 2.2. Interpersonal methods permissions conflicts………………………31 2.3. Structural methods permissions conflicts ...

Among the control actions in relation to the conflict, its resolution occupies a central place. Not all conflicts can be prevented. Therefore, it is very important to be able to constructively resolve conflicts. The complexity and multivariate development of the conflict imply ambiguity in the methods and forms of its completion. The main forms of ending a conflict: resolution, settlement, attenuation, elimination, escalation into another conflict.

Conflict resolution is a joint activity of its participants aimed at ending opposition and solving the problem that led to the conflict. Conflict resolution presupposes the activity of both parties in transforming the conditions in which they interact to eliminate the causes of the conflict. To resolve the conflict, it is necessary to change the opponents themselves (or at least one of them), their positions that they defended in the conflict. Often the resolution of a conflict is based on changing the attitude of opponents towards its object or towards each other.

One of the most popular and widely used both in business and in the negotiation sphere is the Thomas-Killman concept, which identifies the following basic strategies or styles of human behavior in a conflict situation, such as:

• 1. avoidance;
• 2. rivalry;
• 3. device;
• 4. compromise;
• 5. cooperation.

As can be seen from the levels of organizational interaction given in the previous question, in this organization there were interpersonal conflicts and conflict between the manager and the subordinate. Sources of conflict can be a lack of resources, unequal contributions to the business, unfulfilled expectations, orthodoxy of management, lack of independence, etc. Ways to resolve conflicts can be force, authority, persuasion, avoiding conflict, agreeing to give in, attracting a third force, playing a game, etc.

Interpersonal conflict involves two or more individuals when they perceive themselves to be in opposition to each other in terms of goals, dispositions, values, or behavior. This is perhaps the most common type of conflict. Individuals who have entered into an interpersonal conflict have five possible ways to resolve it. Based on two variables (interest in oneself and interest in others), we will build a matrix. By measuring “interest” as low or high in each case, styles for resolving interpersonal conflict can be identified.

A style that involves avoiding a conflict is associated with a lack of personal persistence and a desire to cooperate with others to resolve it. Usually in this case a person tries to stand aside from the conflict and strives to become neutral. Using this style may indicate an individual's decision to allow the conflict to develop. This style may also be associated with an aversion to tension and frustration. In some cases, trying to avoid conflict can reduce its intensity. However, ignoring disagreement can cause even more dissatisfaction. With this approach to the conflict, both sides lose.

Avoiding a problem, or avoidance, is an attempt to get away from a conflict at a minimum cost. It differs from a similar strategy of behavior during a conflict in that the opponent switches to it after unsuccessful attempts to realize his interests using active strategies. Actually, the conversation is not about resolution, but about the fading of the conflict. Leaving can be a completely constructive response to a protracted conflict. Avoidance is used in the absence of energy and time to resolve a contradiction, the desire to gain time, the presence of difficulties in determining the line of one’s behavior, and the reluctance to solve the problem at all.

The forceful style of conflict resolution is characterized by great personal involvement and interest in eliminating the conflict, but without taking into account the positions of the other party. This is a win-lose style. To use this style, you must have power or physical advantages. This style can in some cases help achieve individual goals. However, as in the previous case, others have an unfavorable impression of the individual using this style.

Forceful suppression is a continuation of the application of the strategy of competition. In this case, the stronger side achieves its goals and gets the opponent to waive the initial demands. The yielding party fulfills the opponent’s demands, or apologizes for shortcomings in activity, behavior or communication. If the parties understand that the problem is important for each of them and it is worth solving it taking into account mutual interests, then they use the path of negotiations.

The cooperative style is characterized by both a high degree of personal involvement in it and a strong desire to join forces with others to resolve interpersonal conflict. With this approach, each party benefits. People who use this style usually have the following characteristics:

• - They view conflict as a normal event that helps and even, if managed correctly, leads to a more creative solution;
• - At the same time, they show trust and frankness towards others;
• - They recognize that with such a mutually satisfactory outcome of the conflict, all its participants, as it were, assume an obligation within the framework of a common solution;
• - They believe that each participant in the conflict has equal rights in resolving it and everyone’s point of view has the right to exist;
• - They believe that no one should be sacrificed in the interests of everyone.

Cooperation allows us to search for a solution that would satisfy both parties.

Cooperation is considered the most effective strategy for dealing with conflict. It presupposes that opponents are focused on a constructive discussion of the problem, viewing the other side not as an adversary, but as an ally in the search for a solution. Most effective in situations: strong interdependence of opponents; the tendency of both to ignore differences in power: the importance of the decision for both parties; open-mindedness of the participants.

In situation No. 1, Maria Ivanovna used the style of avoiding the conflict, and Veronica Petrovna used the style of resolving the conflict by force.

The style of resolving interpersonal conflict, which encourages one to enter into the position of the other party, is behavior based on the desire to cooperate with others, but without introducing one’s own strong interest into this cooperation. This win-win style certainly has a touch of altruism. This style can express a long-term strategy in order to develop in others an orientation towards cooperation in resolving interpersonal conflict. This style helps in the desire to realize the desires of others. Owners of this style are generally assessed positively by others, but at the same time they are perceived by others as weak natures, easily susceptible to the influence of others. The use of this style is based on lowering one's aspirations and accepting the opponent's position.

Adaptation, or concession, is considered as a forced or voluntary refusal to fight and surrender of one’s positions. The opponent is forced to accept such a strategy by various motives: awareness of his wrongness, the need to maintain good relations with the opponent, strong addiction from him; insignificance of the problem. In addition, such a way out of the conflict is caused by significant damage received during the struggle, the threat of even more serious negative consequences, the lack of chances for a different outcome, and pressure from a third party. In some situations, with the help of a concession, the “Three D” principle is implemented: Give Way to the Fool.

The style of compromise is behavior in resolving interpersonal conflict that moderately takes into account the interests of each party. The implementation of this style is associated with negotiations, during which each party makes certain concessions. Compromise is widely used in conflict resolution, and those who use it are generally viewed favorably by others. Unlike the cooperation-oriented style, with a compromise there is no mutual satisfaction, but there is also no dissatisfaction on either side. This is a “no win, no win” style. In many situations, the compromise style allows for a quick resolution of the conflict, especially in cases where one of the parties has clear advantages. Compromise involves mutual concessions in something important and preferable for each of the parties.

The compromise consists in the desire of opponents to end the conflict with private concessions. It is characterized by a rejection of some of the previously put forward demands, a willingness to recognize the other party’s claims as partially justified, and a willingness to forgive. Compromise is effective in the following cases: the opponent understands that he and the opponent have equal capabilities; the presence of mutually exclusive interests; satisfaction with the temporary solution; threats to lose everything. Today, compromise is the most commonly used strategy for ending conflicts.

Conflict management should be aimed not only at regulating its course, preventing it from turning into a squabble with all its destructive consequences, but also at finding the most appropriate measures to resolve the conflict, choosing the time and method of applying these measures .

Intragroup conflict is more than a simple sum interpersonal conflicts. It is typically a clash between parts or all members of a group that affects group dynamics and the performance of the group as a whole. Production, social and emotional processes within the group influence the emergence of the causes and ways of resolving intragroup conflicts. Often, intragroup conflict arises as a result of a change in the balance of power in the group: a change in leadership, the emergence of an informal leader, the development of groupism, etc. Intergroup conflict is an opposition or clash between two or more groups in an organization. Such a confrontation can have a professional-production (designers - production workers - marketers), social (workers and management) or emotional (“lazy” and “hard workers”) basis. Typically, such conflicts are intense and, if not managed correctly, do not result in gains for either group. The transition of intergroup conflict to the sensory-emotional stage has a destructive effect not only on the groups involved, but also on the organization as a whole and on each individual participant separately. the development of intra-group conflict leads to intra-organizational conflict.

It can sometimes be very difficult to differentiate between these two types of conflicts. Intraorganizational conflict, however, is most often associated with opposition and clashes that arise over the way individual jobs or the organization as a whole have been designed, as well as over the way power is formally distributed in the organization. There are four types of this conflict: vertical, horizontal, linear-functional, role. In real life, these conflicts are closely intertwined with each other, but each of them has its own, quite distinct features. Thus, vertical conflict is a conflict between levels of management in an organization. Its occurrence and resolution are determined by those aspects of the life of an organization that affect vertical connections in the organizational structure: goals, power, communications, culture, etc. Horizontal conflict involves parts of the organization of equal status and most often acts as a conflict of goals. The development of horizontal connections in the structure of the organization greatly helps in its resolution. Linear-functional conflict is often of a conscious or sensual nature. Its resolution is associated with improving relations between line management and specialists, for example, by creating task forces or autonomous groups. Role conflict arises when an individual performing a certain role receives a task that is inadequate to his role.

In the practice of management activities, in addition to the above, other extremely diverse different ways, with the help of which the manager resolves conflicts between his subordinates.

Of course, not all conflicts in an organization are necessarily resolved with the help of superiors. Everywhere there are traditions - in some cases they encourage turning to the manager for help in resolving a conflict, in others they condemn this and require employees to resolve their differences themselves.

In the organization we studied, there were different ways of resolving conflicts. So in situation No. 1, the conflicting parties did not turn to the leader for help, preferring to resolve it themselves, while one party simply left the organization. In situation No. 2, the manager was involved in resolving the conflict. As a result, the conflict was resolved with benefit for all parties: both conflicting parties and for the organization itself. In addition, it was possible to avoid further escalation of the conflict and restore a positive psychological climate in the team.

It is extremely important for a leader that the socio-psychological climate in the team has a beneficial effect on the quality of people’s joint activities. Therefore, managing conflicts that arise in an organization is an integral part of the overall management process in a team and is included in the circle of concerns of its leader. Often the head of the organization is a mediator in resolving the conflict.

The activities of a manager as a mediator include analyzing the situation and resolving the conflict. Analysis of a conflict situation consists of the following: obtaining information about the conflict; collecting data about him; analysis of the information received; checking its reliability; assessment of a conflict situation. The resolution process includes choosing a method of conflict resolution, the type of mediation, implementing the chosen method, clarifying information and decisions made, relieving post-conflict tension in the relations of opponents, and analyzing the experience of conflict resolution.

The manager receives information about the conflict through various channels. He himself may witness a conflict between employees of the organization. One or both participants can approach the manager with a request to help solve the problem. Information may come from opponents' closest circle. Finally, information about the need to resolve conflict between subordinates may come from senior management. If the information received indicates a dangerous development of the conflict, then the leader stops the confrontation between the opponents or limits their interaction.

The collection of conflict data occurs throughout the analytical work. This is information about the contradiction underlying the conflict, its causes, the positions of the participants, the goals defended, and their relationships. Sources of information are opponents (the leader talks in turn with each of the parties separately, taking measures to reduce their negative emotions towards each other), their managers or subordinates, informal leaders of the team, their friends, witnesses to the conflict, members of their families.

It is important to abandon the initially negative attitude towards the conflict in general and towards one of the opponents in particular. It is necessary to be objective so as not to distort the perception and understanding of the information received.

When analyzing a conflict situation, the manager needs to understand the essence of the problem, what the contradiction between opponents is, and what is the object of the conflict. The leader assesses what stage of development the conflict is at, what damage the opponents have caused to each other. It is important to determine the causes of the conflict. Typically, conflicts arise as a result of several reasons, one or two of them being dominant. It is important to identify all the causes and reasons for the conflict.

Analyzing the positions of the parties to the conflict, it is necessary to determine the goals and interests of the parties, which of their needs are not satisfied and generate conflict behavior. It is important to assess the opponents’ capabilities to take possession of the object of the conflict. Sometimes it is better for one of the opponents to immediately abandon their intentions, since the object is unattainable for him. It is also necessary to find out the pre-conflict relations of the opponents and their current state, assess who supports each of the parties, and the attitude of others towards the conflict. It is necessary to clarify socio-demographic data, individual psychological characteristics of opponents, their formal and informal statuses in the team.

It is necessary to constantly check the accuracy of the information received, clarify and supplement it using personal observations and meetings with different people.

In parallel with the analysis of the conflict situation, the manager evaluates it. The degree to which opponents are right, the possible outcomes of the conflict and its consequences under various development options are assessed. The leader assesses his ability to resolve the conflict. The capabilities of opponents and the public are determined.

The effectiveness of conflict resolution is influenced by the manager’s choice of how to resolve it. Possessing power in relation to subordinates, the manager can implement any of the considered types of mediation (arbiter, arbitrator, mediator, assistant, observer). There are two approaches to understanding the role of a leader in conflict resolution. The first is that it is advisable for a leader to focus on the role of a mediator in a conflict, and not an arbiter. It is believed that arbitration has a number of features that reduce its effectiveness when used in resolving interpersonal conflicts, namely:

• - the need to make a decision prompts the manager to search for “truth”, which is an inadequate approach to the problem of human relations;
• - making a decision “in favor” of one of the parties causes negative reactions from the other party towards the “arbiter”;
• - making a decision by a manager secures his responsibility for the implementation and consequences of this decision;
• - the solution to the problem by the leader affects the subject of the struggle, but not the relationship of the parties, therefore there is no complete resolution of the conflict, which implies an agreement between the participants.

The second approach is that the leader needs to be able to flexibly apply all types of mediation. The main roles for a manager are the roles of arbitrator and mediator, and the additional roles of arbitrator, assistant and observer. The arbitrator model is optimal in situations where:

• * the leader is dealing with a rapidly escalating conflict;
• * one of the parties is clearly wrong;
• * the conflict is taking place in extreme conditions ( emergency, combat situation);
• * official duties determine his actions specifically as an arbitrator (for example, in the Armed Forces, etc.);
• * no time for detailed investigation;
• * the conflict is short-term and insignificant.

It is advisable for a manager to use the role of an arbiter when regulating vertical conflicts, especially if opponents are separated by several steps of the hierarchical pyramid.

A manager can act as a mediator in resolving conflicts in situations:

• - equality of official statuses of the parties to the conflict;
• - long-term, hostile, complex relationships between the parties;
• - opponents have good communication and behavior skills;
• - lack of clear criteria for resolving the problem.

The implementation of the chosen method includes separate conversations with opponents, preparation for a joint discussion of the problem, working together with opponents and fixing the end of the conflict. With the consent of the opponents, the manager can bring the problem to a team meeting or a meeting of experts, or involve informal leaders or friends of the opponents in mediation.

The post-conflict period is characterized by the participants’ experiences and understanding of their behavior. There is a correction of self-esteem, claims, and attitude towards the partner. In order to relieve tension after a conflict, it is advisable for a leader to help opponents carry out a self-critical analysis of what happened in order to prevent the formation of negative attitudes in relationships and bias. There is a need for a sincere, objective and constructive analysis of the conflict with the identification of prospects further development interactions.

It is important to control the behavior of opponents and correct their actions in order to normalize relations.

The formed negative attitude can persist for a certain time and the person will involuntarily experience antipathy towards his former opponent, involuntarily express a negative opinion about him and even act to his detriment.

Analysis of the experience gained allows the manager to comprehend his actions in the conflict, to optimize the algorithm of activities for regulating conflicts among subordinates.

To resolve organizational conflicts, so-called structural methods of conflict management within an organization are widely used. These methods are associated with the use of changes in the structure of the organization to resolve conflicts that have already developed. They are aimed at reducing the intensity of the conflict. These methods include:

• - methods related to the use by the leader of his position in the organization (order, instruction, directive, etc.);
• - methods related to the “separating” of parts of the organization - participants in the conflict (“separating” them by resources, goals, means, etc.) or reducing their interdependence (differentiation and autonomy of the unit);
• - methods associated with creating a certain “backlog” in the work of interdependent departments (stock of materials and components);
• - methods related to the introduction of a special integration mechanism for conflicting units (general deputy, curator or coordinator, etc.);
• - methods associated with merging different departments and giving them a common task (for example, merging the labor and wages department and the personnel department into a personnel development department, designed to deal with the development of each individual employee in terms of his growth, and not just settlement and accounting functions).

Modern methods of conflict resolution are worth knowing to any person, because each of us has faced a conflict situation at least once in our lives. Such knowledge will help you get out of the situation with minimal losses, while maintaining dignity and calm and without making enemies in the form of an opponent or even a whole group of rivals. Unfortunately, in most cases, conflict means a strained or damaged relationship. But there are some techniques that allow you to minimize the consequences or not enter into an argument at all.

There are different types of conflicts and methods for resolving them. They can be classified according to the following parameters: interaction of parties, meaning, focus.

Focus in conflicts it happens like this:

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• horizontal. This is a dispute in which there are two persons equal to each other, without subordination;
• vertical. In this disagreement, one side submits to the other;
• mixed. In this dispute there are both vertical and horizontal relationships.

Conflict can be constructive. Such disputes have a positive effect. Or it can be destructive, that is, with a negative result.

According to the interaction of the parties, conflicts are as follows:

• Intragroup. This type of conflict is often characterized by a process of self-regulation.
• Intergroup. This is a dispute within a group of colleagues from different social groups.
• Intrapersonal, when a person has a disagreement with himself for motivational reasons or about satisfying needs.
• Interpersonal. Most common species conflict depends on individuals and their psychological state.

Conflicts may arise for the following reasons:

• Lack of resources. The company's management usually deals with this problem, identifies missing resources, resolves the issue effective use available.
• The relationship between employees and departments of the company performing their duties. Poor performance of one's functions gives rise to conflicts.
• Inconsistency between the company's goals and the objectives of some of its departments.
• Different experiences from employees, unequal understanding of the rules of conduct among staff.
• Differences in worldview life values.
• Difficulties in corporate communication. For example, job responsibilities and rules that were incorrectly stated by the boss or misunderstood by employees.

The resolution of any contradiction in most cases occurs through the interaction of all conflicting parties, their identification of controversial issues, taking active steps and reaching agreement.

Today, conflict resolution can be achieved both with the help of a certain selection of recommended actions, and by choosing an appropriate method for this. The main methods of conflict resolution are divided into several types:

1. Structural methods. In this case, they can be divided into four options:

• Requirements for the employee regarding his job responsibilities and quality of work are set out and explained in detail, while the boss clearly states what results are expected in the end.
• The company sets common goals, the implementation of which helps the team unite.
• Employees, successfully problem solvers enterprises or those offering a valid method of solving problems are rewarded financially.
• The company structure is clearly coordinated and integrated into a whole. For this purpose, powers are built in a hierarchical order, and new departments can be organized.

2. Interpersonal methods. Conflicts between several individuals often show how well self-organization is built. This touches on the ability of proper mutual cooperation, willingness to compromise, etc. This type of conflict is considered in a complex of external and internal manifestations. The relationship between management in a conflict situation is examined externally, and from the inside, how well communication is structured during a confrontation.

3. Regulatory methods. Regulation through documents or certain principles makes the conflict more predictable and follows certain rules.

Normatively, the conflict is regulated in the following ways:

• Legal consolidation of certain actions in legislative acts sanctioned by the state.
• An appeal to moral concepts and rules of conduct accepted in a given society.

Expert opinion

What effective methods of conflict resolution in an organization to use, knowing the root of the problem

Teri Lindeberg,

President of Staffwell, Moscow

Aggression in the work environment comes in many forms. We can highlight the most frequent moments at which it arises, as well as ways and methods of resolving such conflicts:

Factors of discrimination. In this case, it is quite normal for an employee who is being subjected to unfounded claims to behave aggressively. It does not matter what became the factor of discrimination. This can be either gender or religious views, political beliefs, age restrictions or nationalities, issues of appearance, hobbies, etc.

Resolution method. The employee should clarify in advance what the company says about discrimination on various grounds and punishment for aggressive behavior, and whether there are documents prohibiting such behavior. Employees must confirm in writing that they are familiar with these papers, and that the consequence of violating them may even be dismissal. The manager must insist on compliance with business etiquette. If the rules are established, then employees adhere to them, and uncontrolled behavior usually occurs in a team without clear rules.

Troubles in your personal life. Sometimes an employee's aggression may be a consequence of his unsuccessful life in the personal sphere. The reasons can be different: from financial difficulties to a bad relationship with a partner or illness. If a person does not share his experiences, the reaction may manifest itself in inappropriate behavior and aggression.

Resolution method. You need to communicate with such an employee gently and unobtrusively, find out the factors that provoked such behavior. If necessary, you should help or offer to do this. The employee should continue to be monitored independently or with the help of a personnel officer. If there is no progress in behavior, then you will have to indicate that either the behavior must improve, or you will have to leave your job.

Psychological contradictions with colleagues. Sometimes employees simply cannot get along due to differences in mentality, job differences, creative approach, certain character traits, etc.

Resolution method. If the workers themselves are not able to solve the problem between them, then they will have to take the resolution themselves. As an option, you can use the transfer of one of them to another department or to another project. The most extreme method of resolving the conflict is to fire one of them.

Incompatibility between manager and subordinate. The boss may consider the subordinate to be an unprofessional worker, and the employee may think the same about the manager in return. Or there may be a biased, incorrect attitude, etc.

Resolution method. If the head of the company sees that one of the employees is in conflict with the boss directly above him, then it is worth having a conversation with this specialist. As a manager at Staffwell CEO for nine years, I made it clear to all staff that they could contact me to resolve work disputes, no matter what position the dispute happened with. Thanks to this method, the company retained many good professionals who could easily have left due to conflicts with their bosses.

Work does not bring satisfaction. An employee must receive adequate assessment and incentives based on the results of his professional activities. Otherwise, his attitude towards work responsibilities will worsen. And sometimes it happens that an employee does not feel sympathy directly for the company in which he works. This could be a rejection of the services or products that he sells, or the scope of the company's future activities. When a manager sees that one of his employees is dissatisfied with his work, it is worth finding out the reason so that dissatisfaction does not develop into aggressive behavior.

Resolution method. Line managers have a responsibility to regularly communicate with employees about issues that they are not happy with at work. From these managers, information is passed on to higher management. It is worth reminding about encouraging well-performing employees and doing this yourself, as well as how to promote good specialists, if possible, and give constructive criticism to those who are not coping with their responsibilities.

Methods for resolving interpersonal conflicts

Any person tries to deal with conflict situations himself and use the method that is most simple and acceptable for him. Sometimes the resolution of contradictions happens on its own, without active action. But if this does not happen, then there are certain ways and methods of resolving the conflict. You can use one of the methods described below:

Mitigate disagreements. In this case, this is only a claim to a complete resolution of the conflict, but not the resolution itself. That is, the dispute does not end; its most acute moments and manifestations are simply removed and discussed. Outwardly, the conflict appears to have subsided, but in fact, aggression and negativity are still present inside. In some cases, controversy subsequently flares up even more. And they are trying to use mitigating factors to temporarily conclude peace, partially resolve it, or obtain immediate benefits.

Find a compromise. When the opponent partially agrees to the conditions set by the opposite party, this helps to subside the dispute for a while or completely. When using this method of resolving and resolving the conflict, it will either stop for lack of sufficient grounds for confrontation or will flare up again, but only after sufficient time.

Accept your opponent's point of view. In this case, the claims and conditions of both parties have the right to life and are considered equally. Opponents are attentive to each other. This is the most correct method of conflict resolution, although it is the rarest. Because very rarely opponents can thoughtfully consider all the conditions and options of the opponent, correlate them with their own and find a way out of the situation that suits everyone.

Determination of the dominant side. One of the opponents completely and completely pushes through his conditions and point of view. The second accepts them unconditionally. Most often, this situation occurs when there is subordination among managers and subordinates. However, a person with a hysterical personality type or a choleric person will not agree to this method of resolving the conflict, since by his nature he cannot allow his opinions to be ignored.

In addition to the above, there are other methods of preventing and resolving conflicts that allow you to dot all the i's. When using these methods, opponents do not experience negative emotions after interacting with each other. Therefore, in confrontation it is worth remembering the following rules:

1. The existence of a controversial situation must be recognized by both parties. That is the process is underway, which must be completed and resolved in someone’s favor. If one of the parties does not acknowledge the existence of a confrontation, then in the future this may negatively affect feelings and overall interaction.
2. The conflict must be discussed Discussions, disputes and negotiations should be held on it. Opponents must discuss the situation that has arisen, find out the original reason for its occurrence, the essence of the contradiction, and choose a resolution method.
3. It is necessary to identify the exact causes of the conflict. Each party should show the level of their interest in this dispute - this will help not to become personal and not to react excessively emotionally during the resolution process. Setting boundaries sometimes helps to understand that the importance of a problem is overestimated.
4. It is worth finding several ways out of a conflict situation. You cannot be content with the first one that comes to mind, since variability in this case will make it possible to choose the optimal settlement method for both parties, taking into account the interests of both.
5. The decision must be mutual. As is its implementation. Contact between the conflicting parties will improve and have a positive effect if both participants implement the decision made jointly.

But any of the above examples of conflict resolution methods will not bring a positive result if one of the opponents has succumbed to passion and refuses to recognize the need for reconciliation. The consolation is that emotions pass over time, and the person again strives to establish good relationships.

The best psychological method for resolving conflicts

It is not so easy to find the ideal method for managing and resolving conflicts. There is no permanent way to always resolve a dispute. But nevertheless, there are some techniques using psychological knowledge that should be considered first:

• Method of influence public opinion.

You can use public opinion as a way to influence conflicting parties. For some, the majority's point of view is a very powerful argument; they are dependent on support and react emotionally to collective disapproval. Therefore, sometimes a conflict can be reduced to “no” and resolved if one of the parties is afraid of being socially isolated.

• Method of contacting an “arbiter”.

This method can be used if there is a person who has unquestionable authority for both disputants. Moreover, authority should not primarily lie in the subject of disagreement, but in moral principles. In addition, this person must have a strong sense of justice, clear concepts of honesty and adherence to principles, decency and kindness. Alas, such people do not meet very often. The “arbitration court” will give a positive result in a situation where the judge can separate the object and subject of the conflict. To do this, you can use the following methods.

• "Frank conversation."

Negotiation can be used as a method of conflict resolution. Participants are allowed to talk about the reasons for disagreements, express complaints, and discuss what they don’t like about their opponent’s behavior. At the same time, if a business conflict is being resolved, then only issues related to work and business are discussed. But if the dispute is caused by personal reasons, the opponents quickly turn to personalities and negative comments about each other. In such a situation, the dialogue is stopped, and the parties come to their senses for a couple of days, calm down and do not return to the discussion. A person acting as an arbitrator in this method of conflict resolution should listen carefully rather than interfere in the dispute.

• "Objectification of the conflict."

Opponents can once again set out their vision of the conflict, but exclusively in a formal aspect, without attracting emotions and switching to the personal qualities or any actions of the opponent. The party acting as an arbitrator must strictly ensure that statements do not become emotionally charged. With this approach, the conflict becomes formalized, it is easy to break it down into its component parts, and each participant can see their mistakes and miscalculations. The result will be a reduction in the severity of the disagreement, an objective assessment by the opposite sides of the actions of both their own and their opponents, and the elimination of psychological obstacles between opponents. The conflict is coming to the resolution stage. And its final settlement depends on the “arbitrator”. Moreover, a lot depends on his behavior and assessment of the situation. Sometimes a judge is required to act and think unconventionally, as well as be tactful and objective. An example is one interesting case, when the person acting as a judge managed to resolve the conflict, but at the same time saw that there were still negative emotions between the parties. Then he uncorked a fine cognac, placed it and two glasses in front of the debaters, brought them a couple of sandwiches and left, warning them that he would return in a few hours. Upon his return, he saw an empty bottle, a glass of cognac left for him and half a sandwich next to it. The conflict itself was completely and successfully ended.

• Difficult relationships.

Often, even after the conflict is resolved, its participants continue to be in strained relations with each other, which can ultimately lead to a new round. In this case, it is worth getting them to interact, although this will most likely be difficult to do. But you can try to give them general task, interesting to both parties, but feasible only in cooperation. Although the interaction in this case will initially be forced, in the future it can develop into a trusting relationship and the restoration of a positive balance between opponents.

• "Explosion".

This method of preventing and resolving conflicts is good to use in case of a dispute between employees who do not want to end the confrontation, although they see that it has a negative impact on the company's activities. But at the same time, each of the opponents is good professional and an irreplaceable worker. An “explosion” will help here - the entire company team expressing their dissatisfaction with the conflict in general and the disputants in particular. This method is effective, but quite difficult to use, since the explosion must be carried out tactfully so as not to hurt anyone’s feelings. Here you need to weigh and take into account all the character traits of the conflicting parties, the readiness of the team for such an act, and at the same time have a sufficient amount of humor for a successful outcome.

Methods for resolving conflicts in management between old and new employees

Personnel already working in the company and personnel just starting work do not always get along from the first days. In general, this is quite logical, since new people rarely inspire trust from the first minute, and it takes some time to get to know them better. But this same situation can also lead to disagreements within the team. In this case, you can use the following methods and means of conflict resolution:

• A method for preventing conflicts at the employee selection stage.

Although many managers know that it is easier to prevent a problem from occurring than to think about what to do to resolve it, few apply this rule in their work. For example, many nuances in a person’s behavior can be noticed at the interview stage and you can understand that he can provoke a conflict or a negative situation. It is better not to hire such a person at all if it is clear that she will not get along with existing employees or will not get along with the boss.

The age criterion plays a significant role in this case. Often, a discrepancy in age between the newcomer and the old-timers can lead to a conflict situation.

An unusual method of organizing work and resistance to it is another risk factor, as well as new zone responsibility. An employee who came from a company with an informal organizational structure to a company where he could always count on friendly support and mutual assistance, with clear rules and regulations, will feel uncomfortable. The same is true in the opposite case.

For example, a specialist came to the company, an excellent professional, but who was used to working accurately from call to call. He leaves work exactly at the end of the working day according to regulations, while performing exclusively his functions, communicating with colleagues through email, recording the time of sending and receiving letters. But in your company everything is organized differently, no one leaves exactly at 18.00, if there is work, personal communication is encouraged instead of letters. The new specialist will feel awkward and constrained, and the old staff will not understand why he behaves this way.

• Preliminary preparation of the team for the arrival of a new employee.

A conflict situation in a team can help its development and lead to new level, and become the cause of discord. The final result will depend largely on senior management. Therefore, we strongly recommend that all directors and managers consider the options for developing the situation when introducing a new employee to the team, especially if this is a head of a certain level. It is worth gradually allowing the person to join the team, while helping with advice and recommendations.

• Personal recommendation for a new employee.

You can start a conversation about the newcomer even before he goes to work. Tell the team about his work experience, successes, functions that he will perform in your company. And on the first day of a new employee, it is better to introduce him to his colleagues in a semi-formal setting to let the old-timers know that you care about how he is received. A newcomer should be told that he may well turn to you for advice or in difficult situations while the probationary period is underway, because this adaptation period is the most difficult for both him and his new colleagues.

• Setting goals for a beginner is within his power.

One company engaged in distribution activities could not find a permanent head for the sales department. Leaders changed very often. The thing is that the general director set a high bar for them in terms of indicators, and they had to be fulfilled in a short time. But the company’s field of activity was difficult; it dealt with imported alcohol. Therefore, each new boss simply did not have time to delve into the relationships in the team, all of them first of all began to demand results and punished in case of failures. This provoked constant conflicts in the department. The employees were in no hurry to carry out the instructions of the new boss, since they were not sure that this time he would stay here for a long time. All this went on for a long time, until finally the general director realized that in this case the rule “a professional can work with anyone” will not work. As a method of resolving this conflict, the time allocated for the implementation of the plan and obtaining positive results was increased for the new head of the department, an adaptation period was prepared, and this head was able to establish the activities of the department and show excellent achievements.

• Preparing the team for the changes that will begin with the arrival of a new employee.

Sometimes the company's management realizes that it is necessary to attract additional personnel to the team, because there is a certain stagnation in the enterprise. For example, to enter new uniform organization of document flow, formal, but more effective, you can attract one more person for this purpose. The old-timers did not keep written records of orders, and this employee will work with just such requests. In such situations, the conflict is created deliberately, but it must be completely under control, and the team must be aware of the upcoming changes.

Here is an example of a company that sold wholesale technological equipment. Sales were made to regular customers under long-term contracts, and the employees dealing with these customers believed that this was their main job, and that their responsibility was simply to do it well. But management was no longer satisfied with this approach, especially since the business had to be developed, which meant attracting new customers and expanding into additional areas.

Therefore, a new employee was invited to the company, who offered his options for entering new areas of business and had some experience in this area. However, the organization perceived his arrival very negatively, including all the most important departments for his activities - sales, accounting, and purchasing. He proposed new options for action, tried to integrate into the work, set non-standard tasks, but other employees did not accept his practice and sabotaged him. To extinguish the conflict that had begun, the main manager used a conflict resolution method such as organizing an additional division in the company - a development department. Managers with an active work position ended up there, that is, those who promoted equipment, looked for clients, and developed ideas. Using this method, the conflict was successfully resolved.

Expert opinion

Old employees conflict with new ones, afraid of losing their job

Aigul Gomoyunova,

General Director of the Penopol group of companies, Moscow

Employees who were already working in our company began to conflict with new ones within the first year, while we were recruiting people into the sales department. Experienced workers believed that they were more experienced and felt quite confident, but they were not going to train newcomers. The conflict reached the point where new people were not given the necessary documentation, product samples, they refused to help in drawing up an agreement, etc. The newcomers were at a loss and did not really perform their job duties, even those who had any experience in sales.

The old-timers treated the new employees this way because they were afraid of losing their clients and their neighborhood. It’s just that our company is engaged in the wholesale supply of building materials and their production, and each manager works with a specific region. As soon as a new employee appears, he is also given his own area, and usually some area is taken away from the old-timer, who does not want to lose the clients he has already accumulated there. But availability large quantity one manager had plots and reverse side the fact that he did not have time to study his region thoroughly. It is for this reason that the sales department was expanded so that each area was worked to the maximum and brought the greatest profit to both the company and employees.

On my part, a number of conversations were held on the topic of the benefits of expanding the sales department. It was explained to the old employees that if the staff were increased, this, on the contrary, would allow them to perform their duties more efficiently and earn more; they would have the opportunity to buy new office equipment, organize off-site events, etc. First there was a general meeting, and then separate conversations with personnel who continued to doubt. I spared no time and effort to explain to everyone why we were expanding our staff and to reassure them that no one would be left without work.

In addition to these conversations, I also held a competition among the staff. I created pairs of employees who already worked for us and newcomers, so that the old-timers would pass on experience and useful information to the new staff. Having an intern assigned to them gave the old-timers a certain status. For the successful performance of new employees, their mentors and the trainees themselves received material compensation from a bonus fund established for these purposes. Thus, our employees became interested in helping newcomers. Moreover, the bosses began to help each other improve the performance of their wards, and out of interest, and not because of money. And I celebrated those who showed leadership qualities, as well as those who could later be placed in leadership positions.

It took about a year before all employees began working for common goal, not to outdo others.

Strategies and methods for resolving conflicts in a team

Strategy #1. Ending conflict between a boss and his best employee.

One advertising and PR company employs 12 people. The marketing department is headed by a deputy general director. A new employee joined the division, coming from another large advertising company. He is active, serious, and his colleagues respect him.

However, a conflict arose between the deputy general director and him due to the fact that the top manager decided to conduct all business with clients himself and present finished projects. A few months later, the CEO asked this employee if he liked everything about the organization. In addition, he asked to think about ideas for an advertising campaign for the client and clarified whether he could handle this campaign. The employee expressed dissatisfaction with the following points:

• When communicating with clients, the boss passes off my ideas as his own, but cannot always explain how he came to them.
• He goes to meetings on his own, without my participation.
• The manager rejects my developments, but at the same time later he can voice them as a request from the client.

The general director did not deny that a conflict had arisen at the enterprise. Moreover, a conversation with the deputy will only provoke a new round of it. Conflict resolution is possible using the following methods:

• Hold a meeting with these two employees to resolve the issue. However, there is a possibility of a new conflict arising when the deputy director realizes that an employee of his department is solving the problem directly with his superiors, bypassing him himself.
• Suggest that the new employee, as a method of resolving the situation, discuss these nuances with his immediate supervisor and only if this conversation does not produce results, go to the director himself again.
• The head of the company can tell the employee that his deputy has been performing his functions for a long time and that he has not previously been found to infringe on anyone. Perhaps his actions were caused by a desire to take care of the administrative part of the work, so that nothing would distract the department’s employees from their immediate responsibilities.

However, in reality, a different method of resolving the conflict was used. The director discussed the current situation with the deputy and suggested that he assign this employee to independently negotiate the project with certain company. To which the deputy replied that he did not believe that the young employee knew all the nuances of proper negotiations, and that although his ideas were of interest, he was not ready in this case to make a full-fledged presentation. In conclusion, he suggested that he carry out another, smaller project on his own.

In this situation, a diplomatic method of conflict resolution was used, which was localized by finding a compromise.

Strategy 2. Resolving conflict between the main manager and employees.

The modernization of one printing house led to the fact that some employees were left out of work. The HR director and the CEO couldn't agree on what to do with these employees. The director wanted to fire them, but the head of the department believed that this was not the method, and that at least some of them should be left to work part-time, and, accordingly, their salaries should be reduced. Differences in opinion led to conflict. The director began to accuse the head of the HR department of wanting to look good while wasting the company's resources, and the head of the department called the manager inhuman and decided to resign in protest.

The HR staff supported their head and told the director that they would follow him. That is, the essence of the conflict can be reduced to two reasons:

• Dismissal of the head of the department and an attempt to keep him in the workplace.
• The desire to be on a team, to support a joint decision and make it clear that their opinion is professional, but at the same time it is not taken into account.

It turned out that the dismissal of the boss was only the tip of the iceberg in the conflict, and the deeper reason was the understanding that the employees of the HR department were not valued enough.

The resolution of the conflict was left to an independent consultant. His method was that he organized a meeting of the entire team, where the director recognized all the merits of the HR department, but also noticed that the company currently has problems that need to be solved. The director and head of the department apologized to each other and thereby showed the entire team that a dialogue had been established between them and that it was always possible to find a compromise. As a result, some employees were transferred to part-time work, but most were fired.

Strategy 3. How to stop the conflict between different departments of the company.

Sometimes several units come into conflict with each other. In this case, the reason most often lies in the fact that organizational structure enterprises. Sometimes a conflict can be sluggish and latently smoldering, so that no one wants to stop it, everyone is so accustomed to this feeling. But at the same time efficient work only 3% of employees will have it. Therefore, management should think about a method for resolving conflict.

Expert opinion

Conflicts should not be resolved in a commanding manner

Svetlana Yurova,

General Director of Komandor Brains & Brands, Moscow

When I held the position of director of the marketing department while working on outsourcing, I managed the affairs of various companies. And often the disagreements were between marketing and sales.

One of the enterprises had a long protracted conflict this kind. Its resolution was made possible thanks to the following method. First, you need to listen to the position of each of the conflicting parties. The CEO must be able to perform functions unusual for him. At the same time, opponents must trust you, since only in this case will everything real reasons will be announced. The collection and analysis of information should be based on both business qualities and indicators and personal characteristics.

To identify conflict situations, Western companies have introduced regular business lunches between employees and the CEO. A relaxed atmosphere during meals allows you to quickly identify possible dissatisfaction and emerging conflict.

In my experience, resolving a confrontation through an order is not the best method. This will most likely provoke a new round of tension.

Positive conflict resolution techniques that are appropriate in any situation

Positive conflict resolution method uses negotiations as its main tool. However, when negotiation is used as main method, each side is trying to win, and therefore negotiations are being conducted in a strictly one-sided mode. This method of conflict resolution only partially works. Here, negotiations are rather perceived as part of an overall settlement process. However, in a situation where they are nevertheless accepted as the main method of settlement, it will rather be a debate, open on both sides, when both opponents make concessions and find a common compromise. Negotiation as a method of conflict resolution is characterized by four main parameters:

• It is necessary to separate those participating in the negotiations and their subject matter. This method in no way allows you to switch to individuals who lead the process. Attacking an individual will only worsen the conflict.
• We must always aim to understand the interests of each of the parties, and not focus on the positions they occupy. Positions often do not give a true picture of the purpose of the dispute. And they may well be contradictory due to the fact that they are based on certain interests. Such positions usually involve more interests than are laid out for the general public.
• It is necessary to find options suitable for both parties to resolve the controversial situation. If interests are clarified, then both opponents will look for mutually beneficial solutions from the most optimal options. That is, they will act together, and there will be a situation where the two of them are against the problem, and not against each other.
• We need to find objective reasons. Only motives that are recognized as respectful and fair by both participants will lead to a final and fair compromise. Reasons that one of the parties considers subjective will only worsen the relationship and delay the resolution of the situation. To search for objective factors, you need to understand the essence of the conflict.

There are many options for ending a dispute. However, no matter what method you choose, in any case you need to remain calm and not show emotions. The effectiveness of the measures you take greatly depends on the following qualities:

• Ability to remain cool and calm. This is the only way to correctly evaluate the arguments of each side.
• Controlling your personal emotions. If you speak neutrally, calmly convey your thoughts and suggestions to your interlocutors, then they will always hear you.
• The ability to hear and listen to other people.
• Understanding that everyone solves problems in different ways.
• The ability not to offend with words or actions.

To develop such behavior, first of all, you need to train stress resistance and control of emotions. With these qualities it is possible to resolve conflicts of any level of complexity.

6 rules for resolving conflicts

Rule 1. Use the method of releasing negative emotions.

Unfortunately, in our society it is customary not to talk openly about problems that have arisen, but, on the contrary, to avoid such conversation at all costs. However, if the problem had been voiced at the time, it could well have helped avoid the conflict in principle. For example, when a husband and wife quarrel, claims about long-past matters that were not voiced at the time often come to the surface. As a result, the quarrel acquires new reasons for conflict.

It is worth introducing a rule of mandatory discussion in the team of unsatisfactory moments. If you immediately talk through all the nuances, this will help clarify situations and avoid conflict in principle in most cases.

Rule 2: Don't take an aggressive position.

During a quarrel, you should not show aggression and attack your opponent with claims. Verbal attacks will cause psychological discomfort and will either lead to excuses or retaliatory aggression. Neither option will help end the conflict. Therefore, there is no need to demand explanations or ask what was the reason for the action. A calm discussion of a controversial situation that has arisen is recognized as an almost universal method of conflict resolution. If you peacefully offer to discuss the reasons for the quarrel and emphasize calm behavior, while speaking slowly and in a quiet tone, this will help resolve the issue and find a compromise faster than aggressive behavior.

Rule 3. Use the method of constantly returning to the topic of conversation.

If opponents do nothing but accuse or provoke each other to make new accusations, then such a conflict risks dragging on for a long time. It is important not to react emotionally and remember all the time main goal- that you have gathered here to end the conflict situation. If the conversation has completely gone sideways, then it is worth taking a break from the discussion. It is best to step aside under any pretext: you need to talk on the phone, you want to smoke, etc. After a short pause and concentration, you can begin negotiations again.

Rule 4. Uphold personal boundaries.

If a person knows how to refuse requests, then such behavior reduces the likelihood of conflict. If it is difficult to refuse, then you can make a list of those things that you do not want to do or are not able to do. For example, you want people to come into your office only after knocking, or for calls on work issues to come only before 20.00, and after this time you do not plan to answer them. The list should be kept in sight and followed at all times.

Moreover, at first your actions will cause dissatisfaction, as they will limit others. And the rest will still try to do things their own way. But gradually this method of consistent action will teach everyone to have boundaries and respect them.

Rule 5. Choose a strategy depending on the gender of the interlocutor.

Methods and techniques for resolving conflict also depend on whether you have a controversial situation with a man or a woman, since the behavior will be different in each case:

• Male behavior. Rarely resorts to insulting the opponent’s personality, calms down quickly enough (although sometimes there is a physical expression of the conflict in the form of an exchange of blows). In case of disagreement with a man, it is best to pause the discussion so that it cools down, and continue it after some time, for example, after a couple of hours.
• Female behavior. Women are more emotional and therefore often prone to hysterical behavior. The method of interrupting the conversation will not help in this situation. The most the best option conflict resolution will sooner go away. However, if it is not yet possible to leave the place, then you can use the “vague answers” ​​method. The technique is very simple; it consists in agreeing with all women’s accusations and attacks. For example, someone tells you that you look terrible, and you respond by admitting it. The main thing here is to do it calmly and peacefully, without negativity. Soon the conversation in this vein will dry up. The absence of emotions does not provide fuel for continuation. But if you respond aggressively, the conflict will continue.

Rule 6. Method of training psychological stability.

Those who practice martial arts adhere to the rule that the best fight is the one that did not happen at all. That is, during a conflict, it is best to stand aside, not let yourself be drawn into it, and be calm. Psychological stability in a person attracts other people; such a person is treated with respect, especially if the person knows how to ignore provocations. Opponents will see that it’s not easy to offend you and may well stop trying to do it altogether. Peace of mind as a method of conflict prevention and resolution is developed as follows:

• Play sports. Aggression and emotions can be sublimated into sporting achievements. Physical exercise will not only improve your health, but also help relieve tension and reduce adrenaline levels. Victories won will increase self-esteem and become a reason for pride. And sports competitions help you understand that negativity only takes away the energy that is so necessary for achievements.
• Find time for solitude. Today the pace of life is so dynamic that it is difficult to find time to get to know yourself and understand your true desires. You can take “fasting days” by turning off communications and spending time alone for self-discovery. A good method is to use meditation techniques. They allow you to find harmony and look into your inner world.
• Do auto-training. You can create a positive affirmation for yourself that will give you positive emotions. For example, in the film “The Most Charming and Attractive,” the heroine constantly repeated the phrase that she is the most charming and attractive, and Carlson in the cartoon repeated the phrase about calmness like a mantra. You should start saying affirmations when you feel yourself starting to get nervous.
• Don't get carried away with alcohol. Unfortunately, in our country, people in leadership positions often try to drown out stress with alcohol. But this is not a suitable method for resolving the issue and, in general, is only a temporary measure that will briefly help you relax and drown out the problem, but will not save you from it.

Expert opinion

Turning a blind eye to conflicts is very risky

Vadim Zelensky,

General Director of Zelenski Corporate Travel Solutions, Moscow

To a greater extent, a factor in conflicts among staff is that no one explains to employees why certain unpleasant measures necessary to maintain the company were taken (for example, layoffs, untimely payment of salaries or their reduction). I remember moments when organizations significantly reduced salaries for some period, but the staff did not take this with hostility, since everyone was explained the reasons why they had to do this. Most employees are able to accept temporary inconveniences until the company gets back on its feet, as they are accustomed to the team, the atmosphere, and other benefits.

I believe that people in management positions must necessarily perform the function of resolving conflict situations in enterprises. In order to learn about such situations in time and choose the right method to eliminate them, you need to be aware of the activities of employees, their lives, work processes, problems and wishes. Chief executives should not ignore such moments.

Information about the experts

Teri Lindeberg, President of Staffwell, Moscow. Field of activity: search and selection services for mid- and senior-level specialists in international and Russian companies. Form of organization: CJSC. Territory: Moscow, St. Petersburg. Number of personnel: 50.

Aigul Gomoyunova, General Director of the Penopol group of companies, Moscow. Field of activity: production and wholesale trade of construction and finishing materials; logistics services; conducting trainings. Form of organization: group of companies. Number of personnel: 20 (staff of the trading company and logistics division of Penopol LLC), 5 (training center). Clients: 197 companies from different regions of Russia (from Kamchatka to Dagestan) and from the CIS countries (based on the results of 2007).

Svetlana Yurova, General Director of Komandor Brains & Brands, Moscow. Graduated from Moscow State University. M.V. Lomonosov. Has an MBA degree. Completed training in the Finance for Non-Financial Managers program from Ernst & Young. Member of the Association of Branding Companies of Russia (ABKR) and the Association of Communication Agencies of Russia (ACAR). With Komandor Brains & Brands since 1998.

Vadim Zelensky, General Director of Zelenski Corporate Travel Solutions, Moscow. Graduated from the State University of Management and received an Executive MBA degree from the Moscow School of Management Skolkovo. Member of the Coordination Council for Tourism under the Moscow Government and the Commission for Tourism and Hospitality Industry of the Russian Union of Industrialists and Entrepreneurs. Founder and director of Zelenski Corporate Travel Solutions.