Conflict management is a targeted impact to eliminate (minimize) the causes that gave rise to the conflict, or to correct the behavior of the participants in the conflict.

There are many ways to manage conflicts. Enlarged, they can be represented in the form of several groups, each of which has its own scope:

• 1) intrapersonal, i.e. methods of influencing an individual;
• 2) structural, i.e. methods to eliminate organizational conflicts;
• 3) interpersonal methods or styles of behavior in conflict;
• 4) negotiations;
• 5) retaliatory aggressive actions. This group of methods is used in extreme cases, when the possibilities of all previous groups have been exhausted.

1 Intrapersonal Methods consist in the ability to properly organize one's own behavior, to express one's point of view without causing a defensive reaction from the other person. Some authors suggest using the "I-statement" method, i.e. a way of conveying to another person your attitude to a certain subject, without accusations and demands, but in such a way that the other person changes his attitude.

This method helps a person to maintain his position without turning the other into his enemy. "I-statement" can be useful in any situation, but it is especially effective when a person is angry, annoyed, dissatisfied. It should immediately be noted that the application this approach requires skills and practice, but it is justified in the future. "I-statement" is constructed in such a way as to allow the individual to express his opinion about the situation, to express his position. It is especially useful when a person wants to convey something to another, but does not want him to take it negatively and go on the attack.

2 structural methods, those. methods of influencing mainly organizational conflicts arising from the incorrect distribution of powers, organization of work, the adopted incentive system, etc. These methods include: clarification of job requirements, coordination and integration mechanisms, corporate goals, use of reward systems.

Clarifying job requirements is one of the effective methods of managing and preventing conflicts. Each specialist must clearly understand what results are required from him, what are his duties, responsibilities, limits of authority, stages of work. The method is implemented in the form of drawing up appropriate job descriptions (position descriptions), distribution of rights and responsibilities by management levels.

Coordination and integration mechanisms. This is another method of conflict management. One of the most common mechanisms is the command chain. Establishing a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. If two or more subordinates have disagreements on any issue, the conflict can be avoided by contacting the general boss, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows whose decisions he must execute.

Equally useful are integration tools such as cross-functional teams, task forces, inter-departmental meetings. For example, when in one of the companies a conflict arose between interdependent divisions - the sales department and the production department - an intermediate service was organized to coordinate the volume of orders and sales.

Organizational overarching goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea behind this methodology is to direct the efforts of all participants towards a common goal.

The structure of the reward system. Rewards can be used as a method of conflict management by influencing people to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide complex goals, help other organizations and try to approach the solution of a problem in a complex way, should be rewarded with gratitude, bonus, recognition or promotion. It is equally important that the reward system does not encourage non-constructive behavior of individuals or groups.

The systematic, coordinated use of a reward system to reward those who contribute to the achievement of corporate goals helps people understand how they should act in a conflict situation so that it is in line with the desires of management.

3 Interpersonal conflict resolution styles

Evasion. This style implies that the person is trying to get away from the conflict. His position is not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreements. Then you don’t have to get into an excited state, even if you are solving the problem.

Smoothing. With this style, a person is convinced that it is not worth getting angry, because "we are all one happy team, and we should not rock the boat." Such a "slicker" tries not to let out signs of conflict, appealing to the need for solidarity. But at the same time, you can forget about the problem underlying the conflict. As a result, peace and quiet may come, but the problem will remain, which will eventually lead to an "explosion".

Compulsion. Within this style, attempts to force people to accept their point of view at any cost prevail. The one who tries to do this is not interested in the opinions of others, usually behaves aggressively, uses power by coercion to influence others. This style can be effective where the leader has great power over subordinates, but cannot suppress the initiative of subordinates, creates a greater likelihood that the wrong decision will be made, since only one point of view is presented. It can cause resentment, especially among younger and more educated staff.

Compromise. This style is characterized by taking the other side's point of view, but only to some extent. The ability to compromise is highly valued in managerial situations, as it minimizes ill will, which often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, using compromise early on in a conflict over an important issue can shorten the time it takes to find alternatives.

Solution to the problem. This style is an acknowledgment of differences of opinion and a willingness to get acquainted with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style is not trying to achieve his goal at the expense of others, but rather looking for the best solution. This style is the most effective in solving organizational problems.

Negotiation represent a broad aspect of communication, covering many areas of an individual's activity. As a method of conflict resolution, negotiations are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

In order for negotiations to become possible, certain conditions must be met:

• - the existence of interdependence of the parties involved in the conflict;
• - the absence of a significant difference in the capabilities (strength) of the subjects of the conflict;
• - compliance of the stage of development of the conflict with the possibilities of negotiations;
• - participation in the negotiations of the parties that can actually make decisions in the current situation.

Each conflict in its development goes through several stages. On some of them, negotiations may not be accepted, since it is still too early, and on others it will be too late to start them, and then only aggressive retaliatory actions are possible.

It is believed that it is expedient to conduct negotiations only with those forces that have power in the current situation and can influence the outcome of the event. There are several groups whose interests are affected in the conflict:

• - primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiations does not always depend on these groups.
• - secondary groups - their interests are affected, but these forces do not seek to openly show their interest, their actions are hidden until a certain time. There may also be third forces that are also interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages in sequence:

• - preparation for the start of negotiations (before the opening of negotiations);
• - preliminary choice of position (initial statements of the participants about their position in these negotiations);
• - search for a mutually acceptable solution (psychological struggle, establishing the real position of opponents);
• - completion (out of the crisis or negotiation impasse).
• - To reduce the intensity and resolve conflicts, methods related to:
• - with increased administrative pressure (power pressure) on those in conflict from the top management;
• - with a change in the order of spending or redistribution of resources;
• - with a change in production technologies or decomposition (separation) of technologies and their distribution between structural divisions;
• - with a change in the structure of the organization with the subsequent redistribution of functions (including the merger or division of divisions into parts);
• - with the introduction of a special integration link: a common leader, curator, etc.

The manager is able to significantly increase the chances of joint resolution of conflicts if, when discussing conflicts with his behavior, he makes it clear that he considers constructive conflicts a normal phenomenon and, participating in their solution, does not act as a dominant force, but on an equal footing with all grounds.

The following list of rules provides guidelines for a course of action that counteracts the emergence of conflicts.

Basic Rules:

• - Recognize each other.
• - Listen without interrupting.
• - Demonstrate understanding of the role of the other.
• - Find out how the other perceives the conflict, how he feels about it.
• - Clearly formulate the subject of discussion.
• - Establish common points of view.
• - Find out what separates you.
• - After that, describe the content of the conflict again.
• - Look for a common solution.
• - Adopt a common communiqué.

• 1 Recognize the existence of conflict, i.e. to recognize the existence of opposite goals, methods of opponents, to identify these participants themselves. In practice, these issues are not so easy to resolve, it can be quite difficult to confess and say out loud that you are in a state of conflict with an employee on some issue. Sometimes the conflict has existed for a long time, people suffer, but there is no open recognition of it, everyone chooses their own form of behavior and influence on the other, but there is no joint discussion and a way out of the situation.
• 2 Determine the possibility of negotiations. After recognizing the existence of a conflict and the impossibility of resolving it “on the fly”, it is advisable to agree on the possibility of negotiations and clarify what kind of negotiations: with or without a mediator and who can be a mediator that equally suits both parties.
• 3 Agree on a negotiation procedure. Determine where, when and how negotiations will begin, i.e. stipulate the terms, place, procedure for negotiating, the time of the start of joint activities.
• 4 Identify the range of issues that make up the subject of the conflict. The main problem is to define in shared terms what is in conflict and what is not. Already at this stage, joint approaches to the problem are developed, the positions of the parties are identified, the points of greatest disagreement and the points of possible convergence of positions are determined.
• 5 Develop options for solutions. Parties at joint work offer several solutions with the calculation of the costs for each of them, taking into account the possible consequences.
• 6 Make a consensus decision. After considering a number of possible options, with mutual discussion and provided that the parties come to an agreement, it is advisable to submit this general decision in writing: a communiqué, resolutions, a cooperation agreement, etc. In particularly complex or responsible cases, written documents are drawn up after each stage negotiations.
• 7 Implement the decision taken in practice, if the process of joint actions ends only with the adoption of a well-developed and agreed decision, and then nothing happens and does not change, then this situation can be the detonator of other, stronger and more prolonged conflicts. The causes that caused the first conflict did not disappear, but were only intensified by unfulfilled promises. Re-negotiations will be much more difficult.

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Structural Methods of Conflict Management in an Organization

Figure 1. Scheme of the conflict

A sign of a brewing conflict in the team may be an increase in the loss of working time, a decrease in labor productivity and product quality, which ultimately leads to losses. Evidence of a ripening conflict is also the weakening of labor discipline. In addition, the stability internal environment enterprises, the established service and personal relationships are devalued

between employees. This is manifested in the fact that the tasks solved by the team cease to be common; each employee seeks to isolate himself from others, works on his own; mutual assistance between employees is not encouraged; people do not trust each other, become withdrawn. In interpersonal relationships, shortcomings in the work of colleagues are emphasized, negative facts prevail; relations between people are constantly being clarified, and sometimes in an insulting form.

Whatever the nature of organizational conflict, managers must analyze it, understand it, and be able to manage it.

The main elements of the conflict are the conflict situation and the incident.

This can be represented as a formula:

Conflict + Incident = Conflict

In a more visual way, I graphically depicted the main elements of the conflict on figure 2.

Figure 2. Main elements of the conflict

Consider the essence of the components included in the formula.

Conflict situation- these are the accumulated contradictions containing the true cause of the conflict.

A conflict situation presupposes the presence of an object of conflict and its participants (conflict subjects). The object of conflict that contributes to the emergence and development of a conflict situation can be power, resources, fame, etc. An important condition for the existence of a conflict situation is the indivisibility of the object of the conflict.

For example, covert or overt struggle for a more prestigious position becomes a source of conflict between workers.

The participants in the conflict strive to achieve their own goals, seeing in the opponent (the objector, the opponent in the dispute) an obstacle that must be overcome. For this, conflict is ultimately used as a way to somehow remove the barrier.

A conflict situation is a diagnosis of a disease called * conflict *. Only the correct diagnosis gives hope for healing.

Incident This is a combination of circumstances that are a cause for conflict.

An incident can occur both on the initiative of opponents, and regardless of their will and desire as a result of any circumstances.

Conflict- this is an open confrontation as a result of mutually exclusive interests and positions

For example, There was no relationship between the two employees. In a conversation among themselves, one used some unfortunate words. The second was offended, slammed the door and wrote a complaint against the first. The superior manager called the offender and forced him to apologize. “The incident is over,” the leader said with satisfaction, meaning that the conflict was resolved.

If we turn to the conflict formula, we can conclude that the conflict here is a complaint; conflict situation - not developed relations between employees; Incident - accidentally spoken bad words. By forcing an apology, the manager really exhausted the incident.

What about a conflict situation? She not only remained, but also worsened. Indeed, the offender did not consider himself guilty, but he had to apologize, which only increased his antipathy towards the victim. And he, in turn, realizing the falsity of the apology, did not improve his attitude towards the offender.

Thus, by his formal actions, the manager did not resolve the conflict, but only intensified the conflict situation (non-established relations) and thereby increased the likelihood of new conflicts between these employees.

Therefore, the manager needs not so much to be afraid of the development of a conflict situation as to understand the sources and the reason for its occurrence.

Sources of conflict

The sources of conflict are people, because among them there is a huge variety of needs, points of view, habits, life priorities and goals. According to experts, the concept of "mentally healthy person" is very conditional.

The living environment, especially in large metropolitan areas where people have to live, the intense rhythm of work, the real threat of unemployment and other reasons can create an unfavorable background for existence. This sometimes negatively affects the internal state of a person. It is important that the manager understands that among his subordinates there may be so-called “difficult” people.

Of the conflict personalities, 6 characteristic types can be distinguished:

“Demonstrative”.

They are characterized by the desire to be always in the spotlight, to enjoy success. Even in the absence of any reason, they can go into conflict in order to be in the public eye at least in this way.

“Rigid”.

People belonging to this type are distinguished by ambition, high self-esteem, unwillingness and inability to reckon with the opinions of others. Once and for all, the established opinion of a rigid personality inevitably comes into conflict with changing conditions and causes conflict with others. These are the people for whom “if the facts do not suit us, so much the worse for the facts.” Their behavior is distinguished by arrogance, turning into rudeness.

“Unmanaged”.

People belonging to this category are impulsive, thoughtless, unpredictable behavior, lack of self-control. Behavior - aggressive, defiant.

“ultra-precise”

These are conscientious workers, especially scrupulous, approaching everyone from the standpoint of excessive demands. Anyone who does not meet this requirement (and they are in the majority) is subjected to sharp criticism. They are characterized by increased anxiety, manifested, in particular, in suspicion. They are highly sensitive to assessments from others.

“Rationalists”

Prudent people who are ready for conflict at any time when there is a real opportunity to achieve their personal (careerist or mercantile) goals. For a long time they can play the role of an unquestioning subordinate, for example, until the chair under the boss “rocks”. This is where the rationalist will prove himself, the first to betray the leader.

“limp”

The absence of one's own convictions and principles can make a weak-willed person a tool in the hands of the person under whose influence he is. This type of danger

comes from the fact that most often the weak-willed have a reputation good people, no trick is expected from them. Therefore, the performance of such a person as the initiator of the conflict is perceived by the collective in such a way that “the truth speaks through his mouth”

An important point in preventing conflict situations is to take into account the psychological compatibility of employees. Studies show that most interpersonal conflicts come from the fact that people who are incompatible by nature work together. This is determined by the temperament of the individual. It expresses such innate features of a person as the speed of mental processes, the degree of emotional excitability, manifested in various intensities of external expression of emotions. The main four types of temperaments were identified by Hippocrates: sanguine, phlegmatic, choleric and melancholic.

Causes of conflicts.

Foreign management experts identify several main causes of conflicts: limited resources; task interdependence; differences in purpose; differences in ideas and values; differences in behavior and life experience; poor communications.

Limited resources. material, labor and financial resources always limited. The task of management is the optimal distribution of limited resources between the various structural divisions of the enterprise. However, it is quite difficult to do this, since the distribution criteria are usually rather conditional. In this situation, to allocate more resources to some manager, group or ordinary employee means to deprive others. Thus, the limited resources and the need to distribute them inevitably lead to various kinds of conflict.

Interdependence of tasks. All organizational systems consist of interdependent elements, i.e. the work of one employee or team depends on the work of another employee or team. If one department or individual is not working properly, the interdependence of tasks can cause conflict.

Differences in purpose. Usually, in organizational structures, as they grow and develop, a process of specialization is observed, i.e. activities in any narrow sphere. As a result, the former structural divisions are divided into smaller specialized units. This increases the likelihood of conflicts, which occur because such structures themselves form their own goals and may pay more attention to achieving them than to fulfilling the goals of the entire organization.

Differences in perceptions and values. In fact, a person first of all seeks to take into account those circumstances that are favorable for his personal needs or for the team in which he works. The rule here is simple: to have the right is not to do it. It is necessary to take into account the accompanying circumstances.

Differences in behavior and life experience. People are very different from each other. There are people who are overly aggressive, authoritarian, indifferent towards others. It is these people who often provoke conflict. Differences in life experience, education, work experience and age increase the possibility of conflict.

Poor communications. Communication, being a means of transmitting information, can cause conflict. This is observed, for example, when the same words can have different meaning for different people.

Conflict is facilitated by information overload, poor Feedback, distortion of messages. The conflict can become especially acute if gossip appears in the team. Gossip is always negative and denigrating, and therefore a favorable environment for serious conflicts. They can act as a catalyst for conflict, preventing individual employees or the team as a whole to understand the real situation. Other common communication problems that cause conflict include insufficiently clear criteria for product quality, lack of or low level of development official duties employees of the functions assigned to the departments, as well as the presentation by the manager of the employee of mutually exclusive requirements for work.

Types of conflicts

In order to rationally manage conflicts, it is necessary to understand the diversity of their nature.

The simplest classification might look like this: fig.3)

Figure 3. Main types of conflicts.

Functional and emotional conflict. Although the word "conflict" has a negative connotation, the optimal level of conflict in an organization can provide real benefits and encourage innovation; healthy divisions are good for an organization. For example, quite constructive discussions can take place between those who are responsible for reducing costs. Such a conflict is considered functional. Emotional conflict is usually accompanied by a destructive (destructive) disagreement. Accordingly, it is useful to stimulate functional conflicts and resolve emotional ones.

Interpersonal conflict. Usually flares up between two or more individuals and is due to a clash of personalities and an inability to communicate effectively. Conflicts can arise when people don't like each other, there is a lack of trust between parties, or there are different points of view. At the “core” of interpersonal conflict lies anger. It should not be denied - it can be a healthy phenomenon within reasonable limits. The parties must "let off steam" before colliding with each other.

Intergroup conflict. The most common cause is lack of resources; when they are distributed, the ground for conflict arises. The source of the problem can also be in the interdependence of tasks and incompatibility of goals.

Conflict between the individual and the group. It manifests itself if this person takes a position that differs from the position of the group.

intrapersonal conflict. It occurs when conflicting demands are placed on the same person. For example, the head of the sales department may require that his employee be at the workplace all the time and “work” with customers. Later, the manager already expresses dissatisfaction with the fact that the employee spends too much time on customers and does not sort the goods.

Intrapersonal conflict can also arise from the fact that production requirements inconsistent with personal needs or values. For example, a subordinate planned some family events on Saturday, his day off, and the boss announced on Friday evening that he, due to production needs, should work on Saturday. Intrapersonal conflict manifests itself as a response to work overload or underload.

In addition, conflicts can be: hidden and open.

Hidden Conflicts usually affect two people, which usually affect two people, who for the time being try not to show the appearance that they are in conflict. But as soon as one of them loses his nerve, the hidden conflict turns into open.

There are also random, chronic And deliberately provoked conflicts.

As a type of conflict distinguish and intrigue. Intrigue is understood as a deliberate dishonest action, beneficial to the initiator, which forces the collective or the individual to certain actions and thereby causes damage to the collective and the individual. Intrigues, as a rule, are carefully thought out and planned, have their own storyline.

This classification does not reflect all conflict situations. But for the manager, first of all, it is necessary to determine what kind of conflict he is facing. After that, you can think about the technologies for further actions.

Chapter 3 Conflict Management Techniques

Conflict Management- this is a purposeful impact on the elimination (minimization) of the causes that gave rise to the conflict, or on the correction of the behavior of the participants in the conflict.

For successful management, it is extremely important to understand and recognize conflict as a natural phenomenon in society. Moreover, it is necessary to understand that conflict is the driving force behind the development of both a small organization and society as a whole. Here, a very important step on the part of the leader is the recognition of the possibility of an active and positive impact on the conflict. This approach expands and deepens the attitude towards conflicts, this problem becomes multifaceted. The concept of "conflict management" expresses the essence of how it is necessary to act in relation to conflict phenomena.

There are several points of view of managers on the conflict:

1. As an irrational, destructive element.
The attitude towards the conflict is negative, since there is nothing good in it. Health is lost, relationships with the closest people are lost, leaving work is possible, etc.

The image of the conflict - "Hurricane", "Tsunami", "Uncontrollable element"

2. As one of the rational methods of diagnosis.
The attitude towards the conflict is positive, because it allows you to see what is invisible outside of it, to test the strength of the team, to clearly see your own and others. Conflicts are directly related to development. The image of the conflict - "Extreme"

3. How to win or lose situation.
The attitude to the conflict depends on personal losses or gains: if the first - then a bad attitude, if the second - then the attitude is good. The image of the conflict - "Volcano" When the volcanic mixture is ejected, grains of precious metals can be found. If they get to the subject himself, then the attitude towards the conflict will be good, if someone else, then it will be bad.
The specific content of the answer received depends on the practical experience of people, and since the experience of each person is subjective, the attitude towards the conflict is often subjective. A similar position in personal life mechanically

Depending on the point of view on the conflict, which the manager adheres to, the procedure for overcoming it will depend.

The existing conflict management methods can be represented as several groups, each of which has its own scope:

ü Intrapersonal, i.e. methods of influencing an individual;

ü Structural, i.e. methods to eliminate organizational conflicts;

ü Interpersonal methods and styles of behavior in conflict;

o Negotiations.

Intrapersonal method of conflict management.

It consists in the ability to properly organize one's own behavior, to express one's point of view without causing a defensive reaction from the other person.

Some authors suggest using the “ I am a statement”, i.e. a way of conveying to another person your attitude to a certain subject, without accusations and demands, but in such a way that the other person changes his attitude.

This method helps a person to maintain his position without turning the other into his enemy.

“I am a statement” can be useful in any situation, but it is especially effective when a person is angry, annoyed, dissatisfied. It should immediately be noted that the use of this method requires skills and practice, but this can be justified in the future.

This method of conflict management is built in such a way as to allow the individual to express his opinion about the situation, to express his wishes. It is especially useful when a person wants to convey something to another, but does not want him to take this negatively and go on the attack.

For example, When you arrive at work in the morning, you discover that someone has moved everything on your desk. You want it to never happen again, but you don't want to ruin your relationship with your employees. You state: When my papers are moved around on my desk, I don't like it. I would like to find everything in the future, as I leave before leaving”.

The layout of the statement from “I” consists of:

Developments;

The reactions of the individual;

The preferred outcome for the individual.

Event . The created situation, taking into account the applied method, requires a brief objective description without the use of subjective and emotional expressions.

You can, for example, start a phrase like this: “When my things are scattered on my table ...”, “When they raise their voice at me ...”, “When they don’t tell me that I was called to the boss ...”.

The reaction of the individual. A clear statement why you are annoyed by precisely such actions of others helps them understand you, and when you speak from “I” without attacking them, such a reaction can push others to change their behavior.

The reaction can also be emotional, for example: “... I am offended (a) by you”, “... I will assume that you do not understand me”, “... I decide to do everything myself (a)”

The preferred outcome of the event. When an individual expresses his wishes about the outcome of the conflict.

A correctly composed “I am a statement” considers that in which the wishes of the individual are not reduced to the fact that the partner does only what is beneficial for him, implies the possibility of discovering new solutions.

Structural methods of conflict management in the organization.

Structural methods of conflict management, i.e. methods of influencing mainly organizational conflicts arising from the incorrect distribution of powers, organization of work, the adopted incentive system, etc.

These methods include:

Explanation of job requirements;

Coordination and integration mechanisms;

Corporate Goals;

Reward system.

Job Requirements Explained is one of the effective methods of managing and preventing conflicts.

Each specialist must clearly provide what results are required from him, what are his duties, responsibilities, limits of authority, stages of work. The method is implemented in the form of drawing up appropriate job descriptions (position descriptions), distribution of rights and responsibilities by management levels.

Coordination and integration mechanisms represent the use structural divisions in organizations that, if necessary, can intervene and resolve contentious issues between them.

One of the most common methods. Establishing a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization.

If two or more subordinates have disagreements on any issue, the conflict can be avoided by contacting the common boss, inviting him to make a decision. This method facilitates the use of hierarchy for conflict management, as the subordinate knows whose decisions he must carry out.

Equally useful are integration tools, such as cross-functional groups, target groups.

For example When in one of the companies there was a conflict between interdependent divisions - the sales department and the production department - an intermediate service was organized to coordinate the volume of orders and sales.

Corporate Goals. This method involves the development or refinement of corporate goals so that the efforts of all employees are united and directed towards their achievement.

The idea behind this methodology is to direct the efforts of all participants towards a common goal.

For example, the Apple computer company always discloses the content of the comprehensive corporate goals in order to achieve greater coherence in the activities of all staff.

Reward system. Stimulation can be used as a method of managing a conflict situation; with proper influence on people's behavior, conflicts can be avoided.

People who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of the problem in a complex way, should be rewarded with gratitude, bonus, recognition or promotion. It is equally important that the reward system does not encourage non-constructive behavior of individual groups or individuals.

The systematic, coordinated use of a reward system to reward those who contribute to the achievement of corporate goals helps people understand how they should act in a conflict situation so that it is in line with the desires of management.

Interpersonal methods of conflict management in the organization.

Interpersonal methods of conflict management. When a conflict situation is created or the conflict itself begins to unfold, its participants must choose the form and style of their further behavior so that this will have the least impact on their interests.

K. Thomas and R. Kilmenn identified the following five main methods of conflict management:

1) Evasion;

2) Confrontation;

3) Compliance;

4) Cooperation;

5) Compromise.

The classification is based on two independent parameters:

1) The degree of realization of one's own interests, the achievement of one's goals;

2) The level of cooperativeness, taking into account the interests of the other side.

If we represent this in graphical form, we get the Thomas-Kilmenn grid, which allows us to analyze a specific conflict and choose a rational form of behavior.

Degree

implementation

interests

Level of cooperativeness, consideration of interests

Figure 4. Behavioral strategy of a manager in managing interpersonal conflicts.

Let's consider them in more detail:

1. Evasion (weak assertiveness is combined with low cooperativeness). This form of behavior is chosen when an individual does not want to defend his rights, cooperate to develop a solution, refrains from expressing his position, avoids a dispute.

This style suggests a tendency to avoid responsibility for decisions.

Such behavior is possible if the outcome of the conflict is not particularly important for the individual, or if the situation is too complicated and the resolution of the conflict will require a lot of strength from its participant, or the individual does not have enough power to resolve the conflict in his favor.

2. confrontation (competition) - high assertiveness is combined with low cooperativeness.

It is characterized by the active struggle of the individual for his interests, the use of all means available to him to achieve his goals: the use of power, coercion, and other means of pressure on opponents, using the dependence of other participants on him.

Confrontation involves the perception of the situation as a victory or defeat, taking a tough position. Force them to accept their point of view at any cost.

3. Compliance (smoothing, adaptation) - weak assertiveness is combined with high cooperativeness.

The actions that are taken with such a strategy are aimed at maintaining or restoring favorable relations, at ensuring the satisfaction of the other by smoothing out differences, willingly giving in for this, neglecting one's own interests.

This behavior is used if the situation is not particularly significant.

This strategy involves the desire to support the other, not to hurt his feelings, to take into account his arguments. Motto: “ There is no need to quarrel, as we are all one happy team, being in the same boat, which should not be rocked.”.

4. Cooperation - high assertiveness is combined with high cooperativeness.

Here, actions are aimed at finding a solution that fully satisfies both their own interests and the wishes of others in the course of an open and frank exchange of views on the problem. Actions are aimed at resolving disagreements, yielding something in exchange for concessions from the other side, at searching for and developing during negotiations intermediate “middle” solutions that suit both parties, in which no one especially loses, but does not win either.

This form requires continuous work and the participation of all parties.

If the opponents have time, and the solution to the problem has for everyone importance, then with this approach, a comprehensive discussion of the issue, the disagreements that have arisen, and the development of a common solution with respect for the interests of all participants are possible.

Among the majority of leaders there is a belief that even with full confidence in their rightness, it is better not to get involved in a conflict situation at all or to retreat than to enter into a frank confrontation. However, if we are talking about a business decision, on the correctness of which the success of the business depends, such compliance turns into errors in management and other losses.

Through cooperation, the most effective, sustainable and reliable results can be achieved.

5.Compromise. It is characterized by the actions of the participants aimed at finding a solution through mutual concessions, at developing an intermediate solution that suits the parties in general, in which no one particularly wins, but does not lose either.

The one who uses this style does not try to achieve his goal at the expense of others, but rather looks for the best solution to the conflict situation.

Here are some suggestions for using this style when resolving conflicts:

a) define the problem;

b) once the problem is identified, determine solutions that are acceptable to both parties;

c) focus on the problem, not on the personality of the other party;

d) create an atmosphere of trust by increasing mutual influence on the exchange of information;

f) During communication, create a positive attitude towards each other, showing sympathy and listening to the opinions of the other party, as well as minimizing the manifestation of anger and threats.

According to management experts, the choice of a compromise strategy is best way to eliminate contradictions.

Styles evasions And compliance do not involve the active use of confrontation in conflict resolution.

At confrontation And cooperation confrontation is necessary condition working out a solution. Considering that the solution of the conflict involves the elimination of the causes that gave rise to it, we can conclude that only the style cooperation completes this task.

At evasion And compliance the solution of the conflict is postponed by “putting on masks”, and the conflict itself is translated into a latent form.

Compromise can bring only a partial resolution of conflict interaction, since there remains a fairly large zone of mutual concessions, and the causes have not been completely eliminated.

In some cases, it is believed that confrontation within reasonable controllable limits is more productive in terms of conflict resolution than smoothing, evasion, and even compromise, although not all experts adhere to this statement.

At the same time, the question arises of the cost of victory and what constitutes defeat for the other side. This is extremely difficult questions when managing conflicts, since it is important that defeat does not become the basis for the formation of new conflicts and does not lead to an expansion of the zone of conflict interaction.

In addition to the five main ones mentioned, there are other methods for resolving interpersonal conflicts within their framework:

1. Coordination– coordination of tactical subgoals, behavior in the interests of main goal or solving a common problem. Such coordination can be carried out between organizational units at different levels of the management pyramid (vertical coordination); at organizational levels of the same rank (horizontal coordination) and in the form of a mixed form of both options. If coordination succeeds, then conflicts are resolved at a lower cost.

2.Integrative problem solving. This technique conflict resolution is based on the premise that there can be a solution to a problem that includes and eliminates the conflicting elements of both positions, which is acceptable to both parties. This is considered to be one of the most successful strategies for a manager's behavior in conflict, since in this case the rem comes closest to resolving the conditions that initially gave rise to the conflict. However, a problem-solving approach is often difficult to implement. This is due to the fact that it largely depends on professionalism and skills in management activities manager and, moreover, in this case, it takes a long time to resolve the conflict. Under these conditions, the manager must have a good technology - a model for solving problems.

3.Confrontation as a way to resolve the conflict. The purpose of the confrontation is to bring the problem into the public eye. This makes it possible to freely discuss it with the involvement of the maximum number of participants in the conflict (and in fact it is not a conflict, but a difficult dispute), to encourage confrontation with the problem, and not with each other, in order to identify and eliminate obstacles.

The purpose of confrontational meetings is to bring people together in a non-hostile forum that promotes communication. Public and frank communication is one of the means of conflict management.

The process of conflict development in this work is presented graphically in figure 5.

Conflict Peak

Intensity

Development

Conflicts Rising phase

Start phase

Figure 5. Development of the conflict

the main task manager is to be able to identify and "enter" the conflict at the initial stage. It is found that if a manager enters into a conflict in the initial phase, he resolves by 92%; if in the lifting phase - by 46%; and at the “peak” stage, when passions have heated up to the limit, conflicts are practically not resolved or are resolved very rarely.

When the forces are given to the struggle (stage "peak"), a decline occurs. And, if the conflict is not resolved in the next period, it grows from new force, because during the recession new ways and forces can be brought to fight.

Negotiation.

Negotiation represent a broad aspect of communication, covering many areas of an individual's activity.

No agreement can be reached without negotiations. No wonder a wise man said: The essence of the conflict is the refusal to communicate”

As a method of conflict management, negotiations are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

In order for negotiations to become possible, certain conditions must be met:

The existence of interdependence of the parties involved in the conflict;

The absence of a significant difference in the capabilities (strength) of the subjects of the conflict;

Correspondence of the stage of development of the conflict with the possibilities of negotiations;

Participation in the negotiations of the parties that can actually make decisions in the current situation.

Each conflict in its development goes through several stages.

I have tried to graphically depict this on figure:

Figure6. The possibility of negotiations depending on the stage of development of the conflict

On some of them, negotiations may not be accepted, since it is still too early, while on others it will be too late to start them, and then only aggressive retaliatory actions are possible.

It is believed that it is expedient to conduct negotiations only with those forces that have power in the current situation and can influence the outcome of the event.

There are several groups whose interests are affected in the conflict:

Primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiations does not always depend on these groups;

Secondary groups - their interests are affected, but these forces do not seek to openly show their interest, their actions are hidden until a certain time.

The third groups are interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages in sequence:

o preparation for the start of negotiations (before the opening of negotiations);

o preliminary selection of positions (initial statements of the participants about their position in these negotiations);

o search for a mutually acceptable solution (mental struggle, establishing the real position of opponents);

o completion (getting out of a crisis or negotiation impasse)

Preparing to start negotiations . Before starting any negotiations, it is extremely important to prepare well for them: to diagnose state of affairs, identify strengths and weak sides participants in the conflict, predict the alignment of forces, find out who will negotiate and the interests of which group they represent.

In addition to collecting information, at this stage it is necessary to clearly articulate your goal participation in negotiations.

In this regard, the following questions should be answered:

What is the main goal of negotiations (Fig. 7)

Figure7. Possible goals and outcomes of participation in negotiations

What alternatives are available?

In reality, negotiations are carried out in order to achieve results that would be the most desirable and acceptable.

If an agreement is not reached, how will this affect the interests of both parties?

What is the interdependence of opponents and how is it expressed outwardly?

Also being worked out procedural issues :

Where is the best place to negotiate?

What atmosphere is expected in the negotiations?

Is a good relationship with an opponent important in the future?

Experienced negotiators believe that the success of all further activities depends on 50% of this stage, if it is properly organized.

The second stage of negotiations initial selection of positions (official statements of the negotiators).

This stage allows you to realize two goals of the participants in the negotiation process:

Show opponents that you know their interests and that you take them into account;

Determine the room for maneuver and try to leave as much room for yourself in it as possible.

Negotiations usually begin with a statement from both sides about their desires and interests. With the help of facts and principled argumentation.

For example, “company objectives”, “general interest”

The parties are trying to strengthen their positions.

If the negotiations are held with the participation of an intermediary (leader, negotiator), then he must give each party the opportunity to speak and do everything in his power so that the opponents do not interrupt each other

In addition, the facilitator determines and manages the deterrents of the parties: the allowable time for the issues discussed, the consequences of the inability to reach a compromise. Suggests ways of making decisions: simple majority, consensus. Identifies procedural issues.

Third stage of negotiations consists in finding a mutually acceptable solution, psychological struggle.

At this stage, the parties check each other's capabilities, how realistic the requirements of each of the parties are and how their implementation may affect the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all sorts of alternatives.

Here, various manipulations are possible and psychological pressures on the opposite side, an attempt to put pressure on the leader, to seize the initiative in all possible ways.

The goal of each of the participants is to achieve balance or a little dominance.

The role of the mediator this stage– to see and put into action possible combinations of interests of the participants, to contribute to the introduction a large number solutions, direct the negotiations towards concrete proposals.

In the event that negotiations begin to take on a sharp character that offends one of the parties, the leader must find a way out of the situation.

Fourth stage – completion of negotiations or a way out of an impasse.

By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, some kind of decision is required. A few final concessions on both sides could save the day. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work. The presiding officer, using the power given to him, regulates the last differences and leads the parties to a compromise.

1) Recognize the existence of conflict, i.e. to recognize the existence of opposite goals, methods of opponents, to identify these participants themselves. In practice, these issues are not so easy to resolve, it can be quite difficult to confess and say out loud that you are in a state of conflict with an employee on some issue. Sometimes the conflict has existed for a long time, people suffer, but there is no open recognition of it, each chooses his own form of behavior and influence on the other, but joint discussion and a way out of the situation.

2) Determine Negotiation Opportunity. After recognizing the existence of a conflict and the impossibility of resolving it “on the move”, it is advisable to agree on the possibility of negotiations and clarify what kind of negotiations: with or without a mediator and who can be a mediator that equally suits both parties.

3) Develop solutions. The parties, when working together, offer several solutions with the calculation of the costs for each of them. Prepare a list of possible actions to resolve the conflict.

4) Recognize the values ​​of conflict. This is extremely important point. Both enterprise leaders and conflict group members need to see the value of the changes brought about by conflict. Conflicts are simply necessary for normal, not to mention accelerated, development of an enterprise or organization. And in the natural course of affairs, no matter how quiet and calm the atmosphere in the organization may seem, there will certainly be conflicts in it. And this is very good both for the owners of the enterprise and for the company. Constructive conflicts bring novelty.

5) Implement a plan to resolve the conflict. Actions must be concerted, fair and simple. It must be remembered that timely action can bring great benefits.

6) Check performance. It should not be assumed that a single action can resolve personality conflicts, it can only hide the problem. Constantly observe the development of the situation and examine it again and again.

Consequences of conflicts.

The consequences of conflicts are usually divided into:

constructive;

Destructive.

constructive consequences.

Several functional consequences of the conflict are possible.

One of them is that the problem can be solved in a way that is acceptable to all parties, and as a result, people will feel more involved in solving this problem. This, in turn, minimizes or completely eliminates the difficulties in implementing decisions - hostility, injustice and compulsion to act against one's will.

Another constructive consequence is that the parties will be more cooperative.

In addition, conflict can reduce the possibility of groupthink and submissiveness syndrome, when subordinates do not express ideas that they believe do not correspond to the ideas of their leaders.

Through conflict, group members can work through performance issues before the solution is even implemented.

destructive consequences.

If the conflict is not managed or managed ineffectively, then the following destructive consequences can be formed, i.e. conditions that hinder the achievement of goals:

Dissatisfaction, poor morale, increased employee turnover and decreased productivity;

Less cooperation in the future;

Strong commitment to one's own group and more unproductive competition with other groups in the organization;

View of the other side as an "enemy";

Presentation of one's goals as positive, and the goals of the other side as negative;

Curtailment of interaction and communication between the conflicting parties;

Increase in hostility between conflicting parties as interaction and communication decreases;

Shifting Emphasis: Giving “Win” to Conflict greater value than solving a real problem;

St. Petersburg State University of Service and Economics

Abstract by discipline:

Organizational behavior

Conflict management

Is done by a student

Turutin A.A.

St. Petersburg

Conflict

The most general definition conflict (from lat.Conflictus-collision) is a collision of conflicting or incompatible forces. More complete definition, conflict- a contradiction that arises between people, teams in the process of their joint labor activity due to misunderstanding or opposition of interests, lack of agreement between two or more parties. In a conflict, each side does everything to ensure that only its point of view is accepted.

Conflict is a fact of human existence. Many people perceive human history as a never ending tale of conflict and struggle. Nowhere are conflicts more evident than in the business world. There are conflicts between firms, companies, associations, within the same organization, etc.

A sign of a brewing conflict in the team may be an increase in the loss of working time, a decrease in labor productivity and product quality, which ultimately leads to losses. Evidence of a ripening conflict is also the weakening of labor discipline. In addition, the stability of the internal environment of the enterprise is violated, the established official and personal relations between employees are devalued. This is manifested in the fact that the tasks solved by the team cease to be common; each employee seeks to isolate himself from others, works on his own; mutual assistance between employees is not encouraged; people do not trust each other, become withdrawn. In interpersonal relationships, shortcomings in the work of colleagues are emphasized, negative facts prevail; relations between people are constantly being clarified, and sometimes in an insulting form. Whatever the nature of organizational conflict, the manager must analyze it, understand it and be able to manage it.

The main elements of the conflict are the conflict situation and the incident.

This can be represented as a formula:

Conflict + Incident = Conflict

I will consider the essence of the components included in the formula.

Conflict situation- these are the accumulated contradictions containing the true cause of the conflict.

A conflict situation presupposes the presence of an object of conflict and its participants (conflict subjects). The object of the conflict that contributes to the emergence and development of a conflict situation can be power, resources, fame, etc.

An important condition for the existence of a conflict situation is the indivisibility of the object of the conflict.

For example, covert or overt struggle for a more prestigious position becomes a source of conflict between workers.

The participants in the conflict strive to achieve their own goals, seeing in the opponent (the objector, the opponent in the dispute) an obstacle that must be overcome. For this, ultimately, conflict is used as a way to somehow remove the barrier.

A conflict situation is a diagnosis of a disease called * conflict *. Only the correct diagnosis gives hope for healing.

Incident This is a combination of circumstances that are a cause for conflict.

An incident can occur both at the initiative of opponents, and regardless of their will and desire due to any circumstances.

Conflict- this is an open confrontation as a result of mutually exclusive interests and positions

For example, There was no relationship between the two employees. In a conversation among themselves, one used some unfortunate words. The second was offended, slammed the door and wrote a complaint against the first. The superior called the offender and forced him to apologize. “The incident is over,” the leader said with satisfaction, meaning that the conflict was resolved.

If we turn to the conflict formula, we can conclude that the conflict here is a complaint; conflict situation - not developed relations between employees; incident - accidentally spoken bad words. By forcing an apology, the manager really exhausted the incident.

What about a conflict situation? She not only remained, but also worsened. Indeed, the offender did not consider himself guilty, but he had to apologize, which only increased his antipathy towards the victim. And he, in turn, realizing the falsity of the apology, did not improve his attitude towards the offender.

Thus, by his formal actions, the manager did not resolve the conflict, but only intensified the conflict situation (non-established relations) and thereby increased the likelihood of new conflicts between these employees.

Therefore, the manager needs not so much to be afraid of the development of a conflict situation as to understand the sources and the reason for its occurrence.

Causes of conflicts.

Foreign management experts identify several main causes of conflicts: limited resources; task interdependence; differences in purpose; differences in ideas and values; differences in behavior and life experience; poor communications.

Limited resources. Material, labor and financial resources are always limited. The task of management is the optimal distribution of limited resources between the various structural divisions of the enterprise. However, it is quite difficult to do this, since the distribution criteria are usually rather conditional. In this situation, to allocate more resources to some manager, group or ordinary employee means to deprive others. Thus, the limited resources and the need to distribute them inevitably lead to various kinds of conflict.

Interdependence of tasks. All organizational systems consist of interdependent elements, i.e. the work of one employee or team depends on the work of another employee or team. If one department or individual is not working properly, the interdependence of tasks can cause conflict.

Differences in purpose. Usually, in organizational structures, as they grow and develop, a process of specialization is observed, i.e. activity in a particular area. As a result, the former structural divisions are divided into smaller specialized units. This increases the likelihood of conflicts, which occur because such structures themselves form their own goals and may pay more attention to achieving them than to fulfilling the goals of the entire organization.

Differences in perceptions and values. In fact, a person first of all seeks to take into account those circumstances that are favorable for his personal needs or for the team in which he works. The rule here is simple: to have the right does not mean to do. It is necessary to take into account the accompanying circumstances.

Differences in behavior and life experiences. People are very different from each other. There are people who are overly aggressive, authoritarian, indifferent towards others. It is these people who often provoke conflict. Differences in life experience, education, work experience and age increase the possibility of conflict.

Poor communications. Communication, being a means of transmitting information, can cause conflict. This is observed, for example, when the same words can have different meanings for different people.

Conflict is facilitated by information overload, poor feedback, and distortion of messages. The conflict can become especially acute if gossip appears in the team. Gossip is always negative and denigrating, and therefore a favorable environment for serious conflicts. They can act as a catalyst for conflict, preventing individuals or the team as a whole from understanding the real situation. Other common problems of information transfer that cause conflict include insufficiently clear criteria for product quality, the absence or low level of development of job responsibilities of employees assigned to departments of functions, as well as the presentation of mutually exclusive work requirements by the manager to the employee.

The concept of conflict management.

Conflict Management - this is a purposeful impact on the elimination (minimization) of the causes that gave rise to the conflict, or on the correction of the behavior of the participants in the conflict.

For successful management, it is extremely important to understand and recognize conflict as a natural phenomenon in society. Moreover, it is necessary to understand that conflict is the driving force behind the development of both a small organization and society as a whole. Here, a very important step on the part of the leader is the recognition of the possibility of an active and positive impact on the conflict. This approach expands and deepens the attitude towards conflicts, this problem becomes multifaceted. The concept of "conflict management" expresses the essence of how it is necessary to act in relation to conflict phenomena.

The attitude to the conflict depends on personal losses or gains: if the first - then a bad attitude, if the second - then the attitude is good. The image of the conflict - "Volcano" When the volcanic mixture is ejected, grains of precious metals can be found. If they get to the subject himself, then the attitude towards the conflict will be good, if someone else, then it will be bad.

The specific content of the answer received depends on the practical experience of people, and since the experience of each person is subjective, the attitude towards the conflict is often subjective. A similar position in personal life mechanically

Depending on the point of view on the conflict, which the manager adheres to, the procedure for overcoming it will depend.

The existing conflict management methods can be represented as several groups, each of which has its own scope:

Intrapersonal, i.e. methods of influencing an individual;

Structural, i.e. methods to eliminate organizational conflicts;

Interpersonal methods and styles of behavior in conflict;

Negotiation.

Intrapersonal method of conflict management.

It consists in the ability to properly organize one's own behavior, to express one's point of view without causing a defensive reaction from the other person.

Some authors suggest using the “ I am a statement”, i.e. a way of conveying to another person your attitude to a certain subject, without accusations and demands, but in such a way that the other person changes his attitude.

This method helps a person to maintain his position without turning the other into his enemy.

“I am a statement” can be useful in any situation, but it is especially effective when a person is angry, annoyed, dissatisfied. It should immediately be noted that the use of this method requires skills and practice, but this can be justified in the future.

This method of conflict management is built in such a way as to allow the individual to express his opinion about the situation, to express his wishes. It is especially useful when a person wants to convey something to another, but does not want him to take this negatively and go on the attack.

Structural methods of conflict management in the organization.

Structural methods of conflict management, i.e. methods of influencing mainly organizational conflicts arising from the incorrect distribution of powers, organization of work, the adopted incentive system, etc.

These methods include:

Explanation of job requirements;

Coordination and integration mechanisms;

Corporate Goals;

Reward system.

Job Requirements Explained is one of the effective methods of managing and preventing conflicts.

Each specialist must clearly provide what results are required from him, what are his duties, responsibilities, limits of authority, stages of work. The method is implemented in the form of drawing up appropriate job descriptions (position descriptions), distribution of rights and responsibilities by management levels.

Coordination and integration mechanisms represent the use of structural units in the organization, which, if necessary, can intervene and resolve disputes between them.

One of the most common methods. Establishing a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization.

If two or more subordinates have disagreements on any issue, the conflict can be avoided by contacting the common boss, inviting him to make a decision. This method facilitates the use of hierarchy for conflict management, as the subordinate knows whose decisions he must carry out.

Equally useful are integration tools, such as cross-functional groups, target groups.

For example When in one of the companies there was a conflict between interdependent divisions - the sales department and the production department - an intermediate service was organized to coordinate the volume of orders and sales.

Corporate Goals . This method involves the development or refinement of corporate goals so that the efforts of all employees are united and directed towards their achievement.

The idea behind this methodology is to direct the efforts of all participants towards a common goal.

Reward system . Stimulation can be used as a method of managing a conflict situation; with proper influence on people's behavior, conflicts can be avoided.

People who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of the problem in a complex way, should be rewarded with gratitude, bonus, recognition or promotion. It is equally important that the reward system does not encourage non-constructive behavior of individual groups or individuals.

The systematic, coordinated use of a reward system to reward those who contribute to the achievement of corporate goals helps people understand how they should act in a conflict situation so that it is in line with the desires of management.

Interpersonal methods of conflict management in the organization.

Interpersonal methods of conflict management. When a conflict situation is created or the conflict itself begins to unfold, its participants must choose the form and style of their further behavior so that this will have the least impact on their interests.

K. Thomas and R. Kilmenn identified the following five main methods of conflict management:

1) Evasion;

2) Confrontation;

3) Compliance;

4) Cooperation;

5) Compromise.

I will consider them in more detail:

1. Evasion (weak assertiveness is combined with low cooperativeness). This form of behavior is chosen when an individual does not want to defend his rights, cooperate to develop a solution, refrains from expressing his position, avoids a dispute.

This style suggests a tendency to avoid responsibility for decisions.

Such behavior is possible if the outcome of the conflict is not particularly important for the individual, or if the situation is too complicated and the resolution of the conflict will require a lot of strength from its participant, or the individual does not have enough power to resolve the conflict in his favor.

2. confrontation (competition) - high assertiveness is combined with low cooperativeness.

It is characterized by the active struggle of the individual for his interests, the use of all means available to him to achieve his goals: the use of power, coercion, and other means of pressure on opponents, using the dependence of other participants on him.

Confrontation involves the perception of the situation as a victory or defeat, taking a tough position. Force them to accept their point of view at any cost.

3. Compliance (smoothing, adaptation) - weak assertiveness is combined with high cooperativeness.

The actions that are taken with such a strategy are aimed at maintaining or restoring favorable relations, at ensuring the satisfaction of the other by smoothing out differences, willingly giving in for this, neglecting one's own interests.

4. Cooperation - high assertiveness is combined with high cooperativeness.

Here, actions are aimed at finding a solution that fully satisfies both their own interests and the wishes of others in the course of an open and frank exchange of views on the problem. Actions are aimed at resolving disagreements, yielding something in exchange for concessions from the other side, at searching for and developing during negotiations intermediate “middle” solutions that suit both parties, in which no one especially loses, but does not win either.

This form requires continuous work and the participation of all parties.

If the opponents have time, and the solution of the problem is important for everyone, then with this approach, a comprehensive discussion of the issue, the disagreements that have arisen and the development of a common solution with respect for the interests of all participants is possible.

Among the majority of leaders there is a belief that even with full confidence in their rightness, it is better not to get involved in a conflict situation at all or to retreat than to enter into a frank confrontation. However, if we are talking about a business decision, on the correctness of which the success of the business depends, such compliance turns into errors in management and other losses.

Through cooperation, the most effective, sustainable and reliable results can be achieved.

5.Compromise. It is characterized by the actions of the participants aimed at finding a solution through mutual concessions, at developing an intermediate solution that suits the parties in general, in which no one particularly wins, but does not lose either.

The one who uses this style does not try to achieve his goal at the expense of others, but rather looks for the best solution to the conflict situation.

Here are some suggestions for using this style when resolving conflicts:

a) define the problem;

b) once the problem is identified, identify solutions that are acceptable to both parties;

c) focus on the problem, not on the personal qualities of the other party;

d) create an atmosphere of trust by increasing mutual influence on the exchange of information;

e) during communication, create a positive attitude towards each other, showing sympathy and listening to the views of the other party, as well as minimizing the manifestation of anger and threats.

According to experts in the field of management, the choice of a compromise strategy is the best way to eliminate contradictions.

Styles evasions And compliance do not involve the active use of confrontation in conflict resolution.

At confrontation And cooperation confrontation is a necessary condition for a solution. Considering that the solution of the conflict involves the elimination of the causes that gave rise to it, we can conclude that only the style cooperation completes this task.

At evasion And compliance the solution of the conflict is postponed by “putting on masks”, and the conflict itself is translated into a latent form.

Compromise can bring only a partial resolution of conflict interaction, since there remains a fairly large zone of mutual concessions, and the causes have not been completely eliminated.

In some cases, it is believed that confrontation within reasonable controllable limits is more productive in terms of conflict resolution than smoothing, evasion, and even compromise, although not all experts adhere to this statement.

At the same time, the question arises of the cost of victory and what constitutes defeat for the other side. These are extremely complex issues in conflict management, since it is important that defeat does not become the basis for the formation of new conflicts and does not lead to an expansion of the zone of conflict interaction.

In addition to the five main ones mentioned, there are other methods for resolving interpersonal conflicts within their framework:

1. Coordination- coordination of tactical subgoals, behavior in the interests of the main goal or the solution of a common task. Such coordination can be carried out between organizational units at different levels of the management pyramid (vertical coordination); at organizational levels of the same rank (horizontal coordination) and in the form of a mixed form of both options. If coordination succeeds, then conflicts are resolved at a lower cost.

2.Integrative problem solving. This conflict resolution technique is based on the premise that there can be a solution to the problem that includes and eliminates the conflicting elements of both positions, which is acceptable to both parties. This is considered to be one of the most successful strategies for a manager's behavior in conflict, since in this case the rem comes closest to resolving the conditions that initially gave rise to the conflict. However, a problem-solving approach is often difficult to implement. This is due to the fact that it largely depends on the professionalism and skills in the managerial activities of the manager and, in addition, in this case, it takes a lot of time to resolve the conflict. Under these conditions, the manager must have a good technology - a model for solving problems.

3.Confrontation as a way to resolve the conflict. The purpose of the confrontation is to bring the problem into the public eye. This makes it possible to freely discuss it with the involvement of the maximum number of participants in the conflict (and in fact it is not a conflict, but a difficult dispute), to encourage confrontation with the problem, and not with each other, in order to identify and eliminate obstacles.

The purpose of confrontational meetings is to bring people together in a non-hostile forum that promotes communication. Public and frank communication is one of the means of conflict management.

The process of conflict development in this work is presented graphically in Appendix 3, diagram a.

The main task of the manager is to be able to identify and "enter" the conflict at the initial stage. It has been found that if a manager enters into a conflict in the initial phase, he resolves by 92%; if in the lifting phase - by 46%; and at the “peak” stage, when passions are heated to the limit, conflicts are practically not resolved or are resolved very rarely.

When forces are given to the struggle (stage “peak”), a decline occurs. And, if the conflict is not resolved in the next period, it grows with renewed vigor, since during the period of recession new ways and forces can be attracted to fight.

Negotiation.

Negotiation represent a broad aspect of communication, covering many areas of an individual's activity.

No agreement can be reached without negotiations. No wonder a wise man said: The essence of the conflict is the refusal to communicate”

As a method of conflict management, negotiations are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

In order for negotiations to become possible, certain conditions must be met:

The existence of interdependence of the parties involved in the conflict;

The absence of a significant difference in the capabilities (strength) of the subjects of the conflict;

Correspondence of the stage of development of the conflict with the possibilities of negotiations;

Participation in the negotiations of the parties that can actually make decisions in the current situation.

It is believed that it is expedient to conduct negotiations only with those forces that have power in the current situation and can influence the outcome of the event.

There are several groups whose interests are affected in the conflict:

Primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiations does not always depend on these groups;

Secondary groups - their interests are affected, but these forces do not seek to openly show their interest, their actions are hidden until a certain time.

The third groups are interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages in sequence:

Preparation for the start of negotiations (before the opening of negotiations)

Preliminary selection of positions (initial statements of the participants about their position in these negotiations);

Search for a mutually acceptable solution (mental struggle, establishing the real position of opponents);

Completion (getting out of an emerging crisis or negotiating impasse)

Preparing to start negotiations . Before starting any negotiations, it is extremely important to prepare well for them: to diagnose state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the balance of power, find out who will negotiate and the interests of which group they represent.

In addition to collecting information, at this stage it is necessary to clearly articulate your goal participation in negotiations.

In this regard, the following questions should be answered:

What is the main purpose of the negotiations?

What alternatives are available?

In reality, negotiations are carried out in order to achieve results that would be the most desirable and acceptable.

If an agreement is not reached, how will this affect the interests of both parties?

What is the interdependence of opponents and how is it expressed outwardly?

Also being worked out procedural issues:

Where is the best place to negotiate?

What atmosphere is expected in the negotiations?

Is a good relationship with an opponent important in the future?

Experienced negotiators believe that the success of all further activities depends on 50% of this stage, if it is properly organized.

The second stage of negotiationsinitial selection of positions (official statements of the negotiators).

This stage allows you to realize two goals of the participants in the negotiation process:

Show opponents that you know their interests and that you take them into account;

Determine the room for maneuver and try to leave as much room for yourself in it as possible.

Negotiations usually begin with a statement from both sides about their desires and interests. With the help of facts and principled argumentation.

Third stage of negotiations consists in finding a mutually acceptable solution, psychological struggle.

At this stage, the parties check each other's capabilities, how realistic the requirements of each of the parties are and how their implementation may affect the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all sorts of alternatives.

Here, various manipulations and psychological pressures on the opposite side are possible, an attempt to put pressure on the leader, to seize the initiative in all possible ways.

The goal of each of the participants is to achieve balance or a little dominance.

The task of the mediator at this stage is to see and put into action the possible combinations of interests of the participants, to contribute to the introduction of a large number of solutions, to direct the negotiations towards concrete proposals.

In the event that negotiations begin to take on a sharp character that offends one of the parties, the leader must find a way out of the situation.

Fourth stage – completion of negotiations or a way out of an impasse.

By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, some kind of decision is required. A few final concessions on both sides could save the day. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work. The presiding officer, using the power given to him, regulates the last differences and leads the parties to a compromise.

1)Recognize the existence of conflict, i.e. to recognize the existence of opposite goals, methods of opponents, to identify these participants themselves. In practice, these issues are not so easy to resolve, it can be quite difficult to confess and say out loud that you are in a state of conflict with an employee on some issue. Sometimes the conflict has existed for a long time, people suffer, but there is no open recognition of it, each chooses his own form of behavior and influence on the other, but joint discussion and a way out of the situation.

2)Determine Negotiation Opportunity. After recognizing the existence of a conflict and the impossibility of resolving it “on the move”, it is advisable to agree on the possibility of negotiations and clarify what kind of negotiations: with or without a mediator and who can be a mediator that equally suits both parties.

3)Develop solutions. The parties, when working together, offer several solutions with the calculation of the costs for each of them. Prepare a list of possible actions to resolve the conflict.

4)Recognize the values ​​of conflict. This is an extremely important point. Both enterprise leaders and conflict group members need to see the value of the changes brought about by conflict. Conflicts are simply necessary for normal, not to mention accelerated, development of an enterprise or organization. And in the natural course of affairs, no matter how quiet and calm the atmosphere in the organization may seem, there will certainly be conflicts in it. And this is very good both for the owners of the enterprise and for the company. Constructive conflicts bring novelty.

5)Implement a plan to resolve the conflict. Actions must be concerted, fair and simple. It must be remembered that timely action can bring great benefits.

6)Check performance. It should not be assumed that a single action can resolve personality conflicts, it can only hide the problem. Constantly observe the development of the situation and examine it again and again.

Consequences of conflicts.

The consequences of conflicts are usually divided into:

constructive;

Destructive.

constructive consequences.

Several functional consequences of the conflict are possible.

One of them is that the problem can be solved in a way that is acceptable to all parties, and as a result, people will feel more involved in solving this problem. This, in turn, minimizes or completely eliminates the difficulties in implementing decisions - hostility, injustice and compulsion to act against one's will.

Another constructive consequence is that the parties will be more cooperative.

In addition, conflict can reduce the possibility of groupthink and submissiveness syndrome, when subordinates do not express ideas that they believe do not correspond to the ideas of their leaders.

Through conflict, group members can work through performance issues before the solution is even implemented.

destructive consequences.

If the conflict is not managed or managed ineffectively, then the following destructive consequences can be formed, i.e. conditions that hinder the achievement of goals:

Dissatisfaction, poor morale, increased employee turnover and decreased productivity;

Less cooperation in the future;

Strong commitment to one's own group and more unproductive competition with other groups in the organization;

View of the other side as an "enemy";

Presentation of one's goals as positive, and the goals of the other side as negative;

Curtailment of interaction and communication between the conflicting parties;

Increase in hostility between conflicting parties as interaction and communication decreases;

Shift in emphasis: making "winning" the conflict more important than solving the real problem;

Conclusion.

Due to existing attitudes towards conflict as a negative phenomenon, most people believe that they cannot control them and try to avoid them whenever possible. But the conflict is difficult to correct when it has already acquired destructive power. This needs to be known, and the manager and employees need to understand that conflict is life enriching if managed properly.

Conflict helps an individual work team and the organization as a whole. In line with ongoing events, it allows you to determine what is needed for the development and improvement of all areas. The ability to manage conflict can be decisive for the survival of the team as a whole.

Conflict also forces employees to constantly communicate with each other and know a little more about each other. Team members begin to better understand their colleagues. People finally appreciate the need to understand the norms and desires of the other and the impossibility of being free from society while living in it.

Living and working together is not easy, and this needs special training.

The conflict, giving rise to disputes, checks both the entire team and each employee individually, and can significantly help in the process of analyzing the problem and developing a solution.

The conflict is necessary for any organization, as a "blood flow" to the body.

When there are few conflicts, the team lacks creative activity.

When there are too many of them, performance drops.

Thus, employees and managers must manage it to make the most of it. If they avoid discussing their difficulties and fears, they can neither understand the real state, nor the ways of development, nor draw lessons for themselves.

A constructive manager needs to learn how to manage conflicts, not just eliminate cause and effect.

If you skillfully manage the conflict, it strengthens both the team and the organization as a whole.

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Structural: mainly affect the participants in organizational conflicts arising from the incorrect distribution of functions, rights and responsibilities, poor organization of labor, the injustice of the system of motivation and incentives for employees, etc. These methods include: clarification of work requirements, use of coordination mechanisms, development or clarification of corporate goals, creation of reasonable reward systems:

Job Requirements Explained is considered one of the most effective methods of conflict prevention and resolution. Each employee must clearly understand his duties, responsibilities and rights. The method is implemented on the basis of compiling relevant job descriptions (position description) and developing documents regulating the distribution of functions, rights and responsibilities by management levels.

Use of coordination mechanisms is to involve structural divisions of the organization and officials in the management process, if necessary, intervene in the conflict and help in resolving disputes between the parties to the conflict. The most common mechanisms include a hierarchy of authority, which streamlines the interaction of people, decision-making and information flows within the organization. If there is a discrepancy in the views of employees on which issue the conflict can be avoided by contacting the general manager with a proposal to make the necessary decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since subordinates are obliged to comply with the decisions of their leader.

Development or refinement of corporate goals allows you to combine the efforts of all employees of the organization, direct them to solve operational problems. The creation of sound reward systems can also be used to manage conflict situations, since fair rewards positively influence people's behavior and avoid destructive conflicts. It is important that the reward system does not encourage negative behavior by individuals or groups.

Methods for creating reward systems. Rewards can be used as a method of managing conflict by influencing people's behavior to avoid dysfunctional consequences. It is important that the system encourages only necessary production behavior, is understandable and perceived by employees as fair.

29. Methods of conflict management: Interpersonal.

Interpersonal: provide for the need to choose an adequate form of influence at the stages of the emergence of a conflict situation or the deployment of a conflict to correct the style of individual behavior of its participants in order to prevent damage to personal interests. Along with the traditional styles of conflict behavior, which include adaptation (compliance), deviation, confrontation, cooperation and compromise, it is worth paying attention to coercion and problem solving:

- evasion (The desire of a person not just not to get into a conflict situation., refusal to discuss the problem that has arisen. Leaving = simply postponing the conflict, not resolving it. Leaving allows both parties to analyze the situation and avoid an open clash.)

- smoothing (manifested in a system of apologies, promises, justifications. Smoothing is a demonstration of humility, agreement with the claim being made. But the “smoother” does not delve into the essence of the problem, does not try to understand the subject of the conflict, because he is not going to fulfill his promises, he appeals to the need for solidarity (“Don’t be angry, we love each other so much”, “we are all one team”), as a result, peace and harmony in relationships can come, but only for a short time.)

- coercion (used by the initiator of the conflict, as it is the suppression of his partner, ignoring his opinion.)

- compromise (this is an agreement reached through mutual concessions. Helps to resolve the problem. Everyone gets partially what he wanted. Compromise is an open discussion of opinions, positions, aimed at finding a solution that is most acceptable and convenient for both parties.)

- problem solving (collaboration) (Cooperation is such a way out of a conflict situation when everyone wins, everyone gets what they want.)

Conflict management

There are several ways effective management conflict, which can be divided into two categories: structural and interpersonal.

As already mentioned, managers should not think that the cause of any conflict is the difference in the personal qualities of people. Of course, this can be a reason, but this is only one of the factors that can lead to a conflict situation. First, you need to analyze the actual causes, and then choose a conflict resolution method that will also reduce the likelihood of conflicts in the future.

Structural Methods

There are four structural methods for resolving conflict: clarifying expectations, using coordination and integration mechanisms, setting subordinate goals, and using the right reward structure.

Clarifying expectations

One of the best methods for proactively managing dysfunctional conflict is to be clear about what is expected of each employee and department. In particular, it is necessary to communicate to people about the level of performance, who should provide and receive information, how powers and responsibilities are distributed, as well as policies, procedures and rules. Subordinates must clearly understand what is expected of them in a given situation.

Coordination and integration mechanisms

The next method of managing a conflict situation is to use coordination mechanisms, of which the chain of command is the most common. As Weber and the theorists of the management school noted years ago, a clear hierarchy of authority regulates the interactions between workers, the decision-making process, and the information flow in an organization. If two or more subordinates cannot agree on some issue, conflict can be avoided by contacting a common boss, who will make a decision. The principle of unity of command increases the effectiveness of the hierarchy as a method of conflict management, since in this case the subordinate clearly knows whose decisions he should obey.

In conflict management, the integration tools we discussed in Chapter 12 are very useful: the management hierarchy, the staff that provides communication between departments, cross-functional and task teams, and meetings of managers of different departments. Research has shown that organizations that achieve the right level of integration are more effective than organizations that do not. For example, a company faced with a conflict between the sales and manufacturing departments can resolve the problem by creating an order coordination department that will coordinate sales and production and deal with issues such as sales requirements, loading production capacity, pricing and delivery schedules.

Subordinate Goals

The next effective structural method of conflict management is the establishment of subordinate goals. These are goals that require the combined efforts of two or more employees, groups, or departments. The main idea is to direct the efforts of all parties to achieve a common goal.

For example, if shifts in a production department are in conflict, you should set goals for the entire department, not for each shift. Setting well-defined goals for the entire organization will also encourage department managers to make decisions that benefit the entire organization, not just their functional areas. A summary of the main subordinate goals of the organization is contained in the formulation of organizational values.

Leading McDonald's As an example of an organization that has formulated subordinate goals for all employees, Professors R. Pascal and G. Athos write:

Aiming to build an empire of fast food restaurants, McDonald's not only emphasized price, quality and market share, but also indicated that its goal is to serve Americans living on limited means. This "social mission" gave more weight to her operating activities. Through these higher-order goals, staff McDonald's it was easier to adopt the firm's rigid quality control system. Maintaining high standards is easier when viewed in the context of helping the community.

Compensation structure

Rewards can be used to manage conflict, which, by influencing people's behavior, makes them act in ways that avoid dysfunctional consequences. Individuals who contribute to the achievement of subordinate goals, help other groups in the organization and try to approach the solution of a problem in an integrated manner, should be rewarded with praise, pay, recognition or promotion. It is equally important that the reward system does not encourage unproductive actions of individuals and groups.

In general, it can be said that the systematic, coordinated use of a reward system to encourage actions that contribute to the achievement of the goals of the organization as a whole, helps people understand what kind of behavior management expects from them in a conflict situation.

Interpersonal styles

There are five main interpersonal conflict resolution styles: evasion, smoothing, coercion, compromise and problem solving.

Evasion

The avoidance style is characterized by avoiding conflict. According to R. Blake and J. Mouton, one of the ways to resolve the conflict is “to avoid situations that are fraught with contradiction and thereby contribute to disagreement. Then people will not get excited, even if the issue needs to be addressed.”

Smoothing

This style is characterized by behavior based on the belief that one should not be angry, because "we are all one happy team, and we should not rock our boat." A person using this style tries to hide the manifestations of conflict and discontent, appealing to the need for solidarity. Unfortunately, this completely forgets the problem, which still needs to be solved. Blake and Mouton point out, “You can end a conflict by saying, 'But that doesn't matter. Think of all the good things that happened today." As a result, peace and harmony come, but the problem remains. People do not have the opportunity to show emotions, but they germinate and accumulate. The general anxiety is becoming more and more obvious, and, most likely, an explosion is ultimately inevitable.

Compulsion

This style is characterized by a person's attempt at any cost to force others to accept his point of view. He is not interested in the opinion of others. In general, such people are very aggressive, and use power through coercion to influence others. According to the theory of Blake and Mouton, "a conflict can be controlled by overpowering it, suppressing one's opponent, forcing him to submit according to the formula" power - submission ". The coercive style is effective in situations where the leader has strong power over subordinates. The disadvantages of this style are that it stifles people's initiative, increases the likelihood that all important factors will not be taken into account (because other points of view are ignored), and also causes rejection, especially from young and educated staff.

Compromise

This style is characterized by agreement to a certain extent with the point of view of the other party. The ability to compromise is especially valuable in managerial situations, because it allows you to minimize ill will and resolve the conflict quickly, satisfying both sides. But using compromise early on in a conflict over an important issue can make it difficult to correctly diagnose the problem and shorten the time it takes to find alternatives. As Blake and Mouton point out, "This style means agreement for the sake of agreement, even if reasonable actions are sacrificed, by taking which you would achieve much more."

Solution to the problem

This style is characterized by an acknowledgment of differences of opinion and a willingness to learn from other points of view in order to understand the causes of the conflict and work out a course of action acceptable to all parties. A person using this style does not try to achieve his goal at the expense of others, but is looking for the best way to resolve the conflict. Discussing this style, Blake and Mouton note:

Differences of opinion are the inevitable result of smart and energetic people having beliefs about what is right... Emotions are countered by directly discussing the issue with a person who disagrees with you. Full understanding and resolution of the conflict is possible, but requires maturity and excellent communication skills... Such constructiveness by solving the problem in a conflict situation contributes to the formation of an atmosphere of sincerity and mutual understanding, which is so important for a person's personal and corporate success.

Therefore, in complex situations in which a variety of opinions and clear information are needed to make the right decision, in fact, one should even encourage and manage conflict using a problem-solving style. Other styles can also be used quite effectively to limit or prevent conflict, but they will not provide the best solution because they do not take into account all points of view. Studies have shown that the most successful companies are more active than the inefficient ones in using a problem-solving style to resolve conflicts. IN effective organizations managers openly discuss their differences of opinion and work towards a solution rather than ironing out differences and pretending they don't exist. They also skillfully prevent conflicts by concentrating the real power to make decisions in those units and at those levels of management that have the most complete information and knowledge about the factors influencing the decision. Although this area needs further study, a number of studies are already confirming the effectiveness of conflict management through problem solving.

Table 18.1. Conflict resolution techniques by problem solving

1. Identify the problem in terms of goals, not solutions.

2. After identifying the problem, identify solutions that are acceptable to all parties to the conflict.

3. Focus on the problem, not on the personality of the other party.

4. Create an atmosphere of trust by strengthening the mutual influence of the parties and their exchange of all necessary information.

5. In the process of communication, evoke positive feelings of the parties towards each other, based on sympathy, willingness to listen to the opinion of the other side and on the desire to minimize the manifestation of anger and threat.

A source. From Allan C. Filley, "Some Regulatory Issues in Conflict Management", California Management Review, vol. 21, no. 2 (1978), p. 61–66.

Rice. 18.3. Interpersonal conflict resolution styles