Conflict management is an activity carried out at all stages of their emergence, development and completion. Conflict management includes prevention and constructive completion.

Conflict is a complex phenomenon with many conflicting and opposing foundations. Conflict is a dynamically developing process that has not only forms of manifestation, but also stages of development. At the same time, the conflict can and should be controlled, and it is controlled in such a way that its negative, destructive consequences can be minimized, and the constructive possibilities are strengthened.

There are several effective ways to manage conflict situations. They can be divided into two categories: structural and interpersonal. A simple difference of characters should not be considered the cause of conflicts, although, of course, it can also cause a conflict in a particular case.

Conflict management is a conscious activity in relation to it, carried out at all stages of its emergence, development and end of the conflict. It is important not to block the development of a contradiction, but to strive to resolve it in non-conflict ways. Conflict management includes prevention and constructive completion.

The leader should start by analyzing the actual causes and then use the appropriate methodology. In order to avoid conflicts with employees and between employees, you must:

in communicating with subordinates, use a calm tone and politeness in combination with firmness, do not allow rudeness in dealing with employees, because rudeness cannot achieve the desired effect, on the contrary, the manager most often gets a negative result, since the subordinate, instead of work, is fixated on resentment and worries;

• scold an employee for poor-quality work only face to face, since a behind-the-scenes conversation saves him from shame, and in return the manager can count on gratitude and assurances that this will not happen again; otherwise, instead of correcting the mistake, the employee will waste time worrying about the shame he has experienced;

· Praise an employee for high-quality work with the whole team, since a person is always pleased when a manager notices his efforts, and even more so he does it in front of all employees; otherwise, he will begin to believe that no one needs his successes, and in the future he will not try to work efficiently;

· Not to allow familiarity in relations with subordinates, observance of subordination is necessary, otherwise it will become impossible to demand anything from your subordinates;

Be objective in relation to all employees, which means that the manager must raise or lower the position, fine and fire employees fairly, treating all employees equally (the criterion for promotion can only be the consistently successful work of one or another employee, and for punishment - consistently bad), it is unacceptable to have favorites and unloved employees.

· Act as an arbitrator, and not a lawyer for one of the parties, it is best to objectively listen to both parties, and then make an objective decision;

• to be out of the conflict, not to participate in squabbles and squabbles, not to transmit gossip, since, being out of the conflict, it is easier to liquidate it in time;

· Resolutely suppress squabbles, gossip and slander, for which it is possible for the first time to fine the employee caught in this and strictly warn him about the inadmissibility of such behavior, and if this does not help, then this employee must be fired so as not to create precedents; the same should be done with those who are used to "speaking" on any occasion, thereby interfering with the work of others;

If reconciliation between two employees is not possible, do not
it is necessary to oblige them to communicate on the case, since the work should not
suffer because of someone else's emotions.

Conflict prevention is the creation of objective, organizational, managerial and socio-psychological conditions that prevent the occurrence of pre-conflict situations, the elimination of personal causes of conflicts.

Managers should spend their time working on resolving conflicts. Because managers inevitably deal with intergroup conflicts, they are forced to resolve them. Failure to do this can be disastrous. Conflict can create a sense of alienation among employees, reduce performance and even lead to resignations.

The manager should remember that conflicts can be resolved through the official bodies of a third party. The third party may be a larger organization that simply orders an end to conflict-related behavior under threat of dismissal (as in the case of the government prohibiting strikes and lockouts in labor disputes that threaten national interests), or they may be mediators.

Managers need to be aware that because the causes of conflicts are different, how they are resolved will also differ depending on the circumstances. The choice of the appropriate method for resolving conflict depends on many factors, including the reasons for its occurrence and the nature of the relationship between managers and conflicting groups.

Conflict minimization measures include: pauses and reflections before action; confidence building measures; efforts to understand the motives of the conflict; listening to all interested parties; maintaining a position of equal exchange; delicate training of all participants in the techniques of dealing with conflicts; willingness to admit mistakes; maintaining the equal status of all parties to the conflict.

The leader can influence the development of the conflict in the following way:

As a result of negotiations with opponents, when a compromise is reached, the basis of the conflict may disappear.

The leader has the ability to change the subject of the conflict, and therefore change the attitude towards it.

Separate disputes between conflicting parties from the problem to be resolved. It is necessary to focus on the benefits, evaluate alternative solutions and choose the best one at the moment, mutually acceptable for the parties to the conflict.

4. Strive to create ideal jobs. Indeed, where order and good mood reign, where well-coordinated work is in full swing, there is little room for conflicts. The workplace should radiate joy and peace for the worker himself. Leaders must create conditions within the organization so that it becomes the second home for the employee.

5. A systematic integrated approach to minimizing conflict situations, namely:

Prevention of conflict situations by increasing the reliability of the personnel management system;

Development of algorithms for resolving conflicts on a scientific basis and a clear scheme of the administration's actions in specific situations (conciliation procedures in conflict situations);

Creation of an adequate system of mental self-regulation and high emotional stability of the staff; the use of psychotechnologies for a positive impact on personnel;

Conflict-free procedures for relocation (redistribution), underemployment and dismissal (reduction) of personnel.

If the conflict is based on objective conditions, then its simple interruption without taking effective measures to eliminate the causes can put the leader in an even more difficult situation, since after the conflict is interrupted, the conflict situation persists. In this case, the conflict simply fades away, but it can flare up with renewed vigor.

6. An important way to prevent conflict is to make compromise decisions. A compromise can be achieved in four ways due to: mutual understanding that among the possible solutions there is not a single one acceptable to all interested parties; achieving mutual concessions for all interested parties; suppression of the needs and interests of one of the parties; preliminary consideration and satisfaction of the key needs and interests of all stakeholders.

Only a comprehensive approach to conflict prevention can achieve sustainable, good results. Below is an example of a variant of the conflict resolution algorithm (Table 1).

Table 7. Algorithm for conflict resolution

It is customary to distinguish between two main approaches to conflict. In the first approach, a conflict is defined as a clash of interests, contradiction, struggle and opposition. The origins of this approach are proposed by the T. Parsons sociological school, one of the leitmotifs of which is the harmonization of organizational structures. From the standpoint of the second approach (G. Simmel, L. Koder), the conflict is seen as a process of development of interaction, which has a number of invaluable advantages in terms of the development of the organization.

For greater clarity, we will give several definitions of the conflict. A conflict is a clash of opposing goals, interests, positions, opinions or views of two or more people.

Conflict is an interaction between subjects, which is characterized by their confrontation based on oppositely directed motives (needs, interests, goals, ideals, beliefs) or judgments (opinions, views, assessments).

A conflict is a lack of agreement between two or more parties, which can be both specific individuals, groups, and organizations as a whole, and this disagreement between the parties leads to the fact that the conscious behavior of one of the parties conflicts with the interests of the other party.

In addition to unmanageable conflicts, the organization is negatively affected by excessive stress. The leader must learn to neutralize them. Stress (from the English. Stress - "tension") - a state of tension that occurs under the influence of strong influences. This is a nonspecific reaction of the body to the demands placed on it. Stress is an adaptive reaction mediated by individual differences and (or) psychological processes, which occurs as a result of the influence of the environment, circumstances or events that impose excessive psychological and (or) physical demands on a person.

People differ greatly in their resistance to stress. The most vulnerable are the strongest and the weakest. The reaction of the former is dominated by anger, the reaction of the latter is fear, and both of these emotions are destructive to health. People of the so-called intermediate types are better equipped to withstand stress. Their reactions are more healthy, they are able to dose stress, accepting the inevitable and avoiding excess.

Interpersonal methods of conflict resolution were proposed by C.W.Thomas and R.H. Killman in 1972. They identified five methods of conflict resolution, presented in the form of a matrix, which is built on the basis of two variables: interest in oneself and interest in others. Interest is measured as low and high. The level of focus on one's own interests or the interests of an opponent depends on three conditions:

• 1) the content of the subject of the conflict;
• 2) the values ​​of interpersonal relationships;
• 3) individual psychological personality traits.
• 1. Avoidance, withdrawal from conflict is associated with a lack of desire to cooperate with others or to solve the problem that has arisen, so as not to get into a situation fraught with disagreements. Ignoring the disagreement can cause the other party to be frustrated. With this approach to the conflict, both sides lose, so it is acceptable as a temporary way out of the situation.
• 2. Coercion, resolution of the conflict by force is characterized by great personal involvement in the resolution of the conflict, but without taking into account the opinions of the other side. This style is effective in situations where the leader has great power over his subordinates, but he suppresses the initiative of his subordinates, can cause their indignation, since he does not take into account their point of view on the situation that has arisen. This is a win-lose style.
• 3. Anti-aliasing. The method is based on the desire to cooperate with others, to take into account their opinions, but without bringing in their own strong interest. This method helps to realize the desires of others, maintains a favorable climate in the team, emphasizes the community of interests and belittles their differences. Unfortunately, the underlying problem is sometimes forgotten. This is a win-win style.
• 4. Compromise is characterized by moderate consideration of the interests of each of the parties. The implementation of this method is associated with negotiations, during which each of the parties makes concessions, a certain middle way of interaction between opponents is found, more or less satisfying both. However, there is a danger of concessions on fundamental issues, then a compromise solution will not resolve the conflict situation in an effective way. In a compromise, there is no mutual satisfaction between the parties, but there is no dissatisfaction either. This is a no-win-no-lose style.
• 5. Cooperation is based on the recognition of differences in the opinions of opponents and the willingness to familiarize themselves with different points of view in order to understand the causes of the conflict and find methods of solving the problem that are acceptable to both sides. In this case, there is a search for the best solution to the conflict situation. With this approach, each side wins.
• 5. Restructuring and reengineering of business processes. Change management

Most management consulting projects include a block of work related to the modeling of processes in a specific area (for example, budget management). At the same time, there are projects completely devoted to the tasks of improving business processes. The most common of these are reengineering and restructuring projects.

The reengineering project is aimed at significantly increasing the efficiency of the company by radically restructuring and optimizing its business processes. Reengineering is most relevant for companies at the stage of active growth and setting ambitious strategic goals, for example, acquiring new businesses, entering new markets, and significant renewal of production assets. When the old management model cannot guarantee the achievement of new goals, it must be radically revised.

For companies that have a stable development cycle and an established organizational structure, restructuring procedures can be carried out on a regular basis. The restructuring project aims to develop the existing process model by:

• 1. Improving their structure
• 2. Optimizing the distribution of responsibilities
• 3. Optimization of the number of personnel
• 4. Improving planning and control procedures

Change management is an applied discipline that exists at the intersection of psychology, sociology, management and economic theory. There are several main groups of components that "make up" the successful management of organizational change: the necessary tools and processes; managerial and leadership competencies at all levels of management; the potential of the organization's adaptability in relation to external factors of influence. At the same time, change management implies work in two main directions:

Technical side - goals and limits of changes, parties responsible for implementation, support, financing of the change project, etc .;

Working with people is a measure to make employees understand and accept the need for change, and to awaken in them a desire to support those changes.

It is important to note that there are many statistical studies that support the correlation between the presence of change management in an organization and its business performance. Consider the specific benefits that an organization can gain from effective change management:

• 1. Formation of a unified organizational approach to change - setting up the necessary processes, using the right tools, creating a unified context, a system of goals, vision.
• 2. Mitigating resistance to change and, as a consequence, avoiding factors such as declining productivity, conflicts between management and employees, employee burnout, sabotaging changes, evading work, high turnover, and so on.
• 3. Consistency and sustainability of changes, accelerated learning, the ability to constantly improve the processes of implementing changes and develop an organizational development strategy.
• 6. Mission, goals and functions of management of the organization

The mission is considered as a formulated statement as to why or for what reason the organization exists, that is, the mission is understood as a statement that reveals the meaning of the organization's existence, in which the difference between this organization and its peers is manifested.

The main starting point for shaping the goals of an organization is marketing and innovation. It is in these areas that the values ​​of the organization are located for which the consumer is willing to pay. If an organization is not able to meet the needs of consumers at a good level today and tomorrow, then it will not have a profit. In other areas of activity (production, personnel, etc.), goals are valuable only to the extent that they improve the organization's ability to meet customer needs and implement innovations (innovations).

There are six types of goals:

• 1. Achievement of certain values ​​of the market share indicator.
• 2. Innovative goals. Without developing new products and providing new services, an organization can very quickly be knocked out of the competition by competitors. An example of this type of goal would be: 50% of the sales volume must be provided by the products and services introduced in the last five years.
• 3. Resource goals characterize the organization's desire to attract the most valuable resources: qualified employees, capital, modern equipment. These goals are for marketing purposes. Thus, organizations compete to attract the most talented university graduates, retailers - for the best location of retail outlets. As a result, the achievement of such results creates the preconditions for the fulfillment of other tasks.
• 4. Objectives to improve performance. When personnel, capital and production and technical potential are not used effectively enough, then the needs of consumers will be insufficiently met, or this will be achieved at the expense of resources.
• 5. Social goals are aimed at reducing the negative impact on the natural environment, helping society to solve employment problems, in the field of education, etc.
• 6. Targets for a certain profit can only be set after the previous targets have been formulated. Profit is something that can help raise capital and encourage owners to share the risk. Profit is therefore better viewed as a restrictive target rather. Minimum profitability is essential for the survival and development of a business.

The organization management process consists of four interrelated functions: planning, organization, motivation and control. Each management function is the scope of a certain management process, and the management system for a specific object or type of activity is a set of functions linked by a single management cycle.

Planning as a management function involves deciding what the organization's goals should be and what needs to be done to achieve those goals. Through planning, management seeks to establish guidelines for action that will ensure unity of purpose for all members of the organization. Planning in an organization is not a separate one-off event for two significant reasons.

Organization as a management function is the coordination of tasks and relationships between people, as well as the process of creating an enterprise structure. There are many elements that need to be structured in order for an organization to carry out its plans and thereby achieve its goal. One of these elements is work. Its implementation is entrusted to various structural divisions (for example, the personnel department). Second, since the work is done by people, the functions of the organization determine who exactly should perform each specific task, including management work. The leader selects people for a specific job, delegating tasks and authority or rights to individuals to use the organization's resources. These delegates accept responsibility for the successful fulfillment of their responsibilities.

Staff motivation. The leader should always remember that even the most perfect plans and the most perfect organization structure make no sense if the actual execution of the work does not correspond to the goals of the organization. The task of the motivation function is precisely for the members of the organization to perform work in accordance with the delegated duties, responsibilities and in accordance with the mission, goals and plans.

Control. Unforeseen circumstances can cause the organization to deviate from the main course initially set by management. And if management is unable to find and correct these deviations from the original plans before the organization is seriously damaged, the achievement of goals, perhaps even survival itself, will be jeopardized. Control is the process of ensuring that an organization actually achieves its objectives.

Course work

Topic: Behavior Management in Conflict Situations

Introduction

1. Theoretical foundations of conflict management

1.1 Definition and characteristics of the conflict

1.2 Conflict as a process

1.3 Types of conflicts

2. Ways and methods of behavior in conflict situations

2.1 Characteristics of role conflicts

2.2 Styles and strategies of behavior in conflict

2.3 Conflict Resolution Techniques

2.4 Behavior and actions of the leader in conflict situations

Conclusion

The causes of the conflict do not always lend themselves to logical reconstruction, because they can include an irrational component, and external manifestations often do not give an idea of ​​their true nature. The reasons that underlie any conflict can be organizational, industrial and interpersonal.

Organizational conflicts arise due to the mismatch of formal organizational principles and the real behavior of members of the organization. For example, an employee for some reason does not fulfill the requirements imposed on him by the organization (poorly fulfills his duties, violates labor discipline, etc.).

An organizational conflict can also arise as a result of the poor quality of job descriptions (when the requirements for an employee are contradictory, vague), an ill-considered distribution of job duties. "

Industrial conflicts, as a rule, arise as a result of a low level of labor organization and management. The reasons for this kind of conflict can be outdated equipment, poor premises for work, unreasonable production rates, insufficient information of the manager on a particular issue and unqualified management decisions, low qualifications of workers, etc.

"Interpersonal conflicts mainly occur due to the mismatch of values, norms of behavior, attitudes, personal hostility to each other, etc. These conflicts can occur both in the presence and absence of objective organizational or intra-production reasons, as well as be a consequence of organizational or an industrial conflict. In this case, disagreement on a business basis turns into mutual personal dislike. "

This type of conflict can also manifest itself as a clash of personalities, when people with different character traits, attitudes and values ​​are not able to get along with each other. Such people work together poorly, spend a lot of time developing this conflict and defeating the enemy.

Organizational and industrial conflicts are often constructive and stop as soon as the problem that caused the collision of the parties is resolved. Interpersonal conflict, as a rule, takes on a more severe form of flow and is more protracted.

In management theory, there are also the following types of conflicts: intrapersonal, interpersonal, between an individual and a group, and intergroup.

"Intrapersonal conflict is a kind of conflict that does not seem to correspond to the definition of conflict given above. But if an employee receives conflicting or mutually exclusive tasks, then he has an internal conflict.

There are other forms of intrapersonal conflict. For example, it can arise in a situation where the goal or the ways of achieving it come into conflict with the values ​​or certain moral principles of the individual. In this case, the achievement of the goal, the satisfaction of a significant need is accompanied by negative feelings, remorse. In general, with an intrapersonal conflict, a person is characterized by mental stress, emotional dissatisfaction, a split personality (struggle of motives), etc. The experienced painful emotional state, irritability form the basis for an emotional explosion, which can be caused by any trifle. Intrapersonal conflict is often a harbinger of interpersonal conflict.

Interpersonal conflict is the most common. The reasons for it are varied and may have an industrial or organizational basis, or be purely psychological. In production, this is the struggle of managers for limited resources, labor force, working hours, project approval, etc.

"The conflict between an individual and a group includes conflicts between a leader and a group, a member of a group and a group. When analyzing such a conflict, it is necessary to take into account the specifics of the group as an adversary in the conflict."

Examples of situations in which this type of conflict arises can be the following: the leader comes to the unit from the outside or takes the leadership of an already established team. In these cases, a conflict can arise for various reasons:

a) if the team has reached a high level of development, and the newly appointed leader does not correspond to this level;

c) if the style and methods of management of the new leader differ sharply from the methods of work of the previous leader.

Conflict can arise between an individual and a group if that person takes a position that differs from that of the group. As you know, informal groups exercise control over the behavior of their members and require them to comply with the norms, rules adopted in the group, violation of these rules can lead to conflict,

"Intergroup conflict can have a very detrimental effect on the results of the organization's activities, cause great damage to the company, since representatives of structural divisions, departments, heads of different levels, creative groups, etc. are involved in this conflict. These opposing groups can have a significant number of people, and activities organizations can be paralyzed as a result of conflict. "

A striking example of intergroup conflict is the conflict between the trade union and the administration.

All conflicts have several reasons, the main of which are the limited resources that need to be divided, differences in goals, values, perceptions, differences in the level of education, behavior of members of the organization, etc.

The question of the causes of the conflict is one of the most important and difficult, because often the secondary cause of the conflict is superimposed on the secondary, secondary ones, and it is not easy to understand the problem.

You should always look for real, deep reasons and not confuse them with an external cause for conflict. A positive resolution of the conflict presupposes finding out what the parties to the conflict want and want.

The main types of intrapersonal conflict: motivational, moral, conflict of unrealized desire, role, adaptation and conflict of inadequate self-esteem.

Of these, the most common form of role conflict is when one person is presented with conflicting requirements about what the result of his work should be, or, for example, when production requirements are not aligned with personal needs and values.

Summing up, we can say that in communication with people and in business contacts, latent or explicit conflicts may arise due to a lack of understanding of the true motives of behavior. In contacts with people, it is necessary to show tolerance and restraint. Very often the motives of behavior are not at all those that can be attributed. Arrogance and arrogance can hide shyness and shyness, vulnerability. Fear and anxiety can be disguised as anger and anger. A bad mood can be explained by fatigue. If a conflict has arisen in the team, you should not leave it. It is very important to be able not to translate a conflict situation into a conflict, since the impact of force is usually associated with emotional experiences. If the conflict situation has already developed into a conflict, then it is very important to work with the emotional mood of the participants. The ability to resolve conflicts depends on the ability to transform the mutual perception of participants from enemies to partners. Failure to defuse a conflict situation, understand mistakes and miscalculations can cause constant tension. It must be remembered that the conflict must be skillfully managed before it becomes so strong that it acquires destructive properties. The main reason for the conflict is that people depend on each other, each needs sympathy and understanding, the location and support of the other, it is necessary that someone shares his beliefs. The conflict is a signal that something was wrong in communication between people. or there is some significant disagreement. Many people do not have specific conflict management skills, they need guidance and appropriate practice. In the order of the main recommendations regarding behavior in conflict conditions, you can point to such reference points as:

The ability to distinguish the main from the secondary. It would seem that which is easier, but life shows that it is quite difficult to do it. Practically nothing, except intuition, can help a person. It is necessary to analyze conflict situations, the motives of your behavior, if you try to understand what is really "a matter of life and death," and what is just your own ambitions, and learn to discard the insignificant.

Inner calmness. This is a principle of attitude to life that does not exclude the energy and activity of a person. On the contrary, it allows you to become even more active, responsive to the slightest shades of events and problems, without losing composure even at critical moments. Inner calmness is a kind of protection from all unpleasant situations in life, it allows a person to choose the appropriate form of behavior;

Emotional maturity and stability - in fact, the ability and willingness to act worthy in any life situations;

Knowledge of the measure of influence on events, meaning the ability to stop oneself and not "press" or, conversely, to accelerate the event in order to "master the situation" and be able to adequately respond to it;

The ability to approach a problem from different points of view, due to the fact that the same event can be assessed in different ways, depending on the position taken. If you look at the conflict from the position of your "I", there will be one assessment, and if you try to look at the same situation from the position of your opponent - perhaps everything will seem different. It is important to be able to evaluate, compare, connect different positions;

Readiness for any surprises, the absence (or restraint) of a biased line of behavior allows you to quickly rebuild, timely and adequately respond to a change in the situation;

Perception of reality as it is, and not as a person would like to see it. This principle is closely related to the previous one, following it contributes to the preservation of mental stability even in those cases when everything seems devoid of internal logic and meaning;

Striving to go beyond the problem situation. As a rule, all "unsolvable" situations are ultimately solvable, there are no hopeless situations;

Observation, necessary not only to assess others and their actions. Many unnecessary reactions, emotions and actions will disappear if you learn to observe yourself impartially. It is much easier for a person who knows how to objectively assess his desires, motives, motives from the outside, to control his behavior, especially in critical situations;

Foresight as the ability not only to understand the internal logic of events, but also to see the perspective of their development. Knowing "what will lead to what" prevents mistakes and wrong line of behavior, prevents the formation of a conflict situation;

Striving to understand others, their thoughts and actions. In some cases, this means reconciling with them, in others - correctly determining your line of behavior. Many misunderstandings in everyday life happen only because not all people are able or do not take the trouble to consciously put themselves in the place of others. The ability to understand (even without accepting) the opposite point of view helps to anticipate the behavior of people in a given situation;

The ability to gain experience from everything that happens, i.e. "learn from mistakes", and not only from your own. This ability to take into account the causes of past mistakes and failures helps to avoid new ones.

It should always be remembered: Do not expand the conflict zone; Offer positive solutions; Don't use categorical forms; Reduce the number of claims; Donate non-essential; Avoid insults.

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People behave differently in conflict situations: some give in more often, giving up their desires and opinions, others - rigidly defend their point of view.

Conflicting behavior - these are the concrete actions of the parties to the conflict. These actions implement the processes hidden from external perception in the mental, emotional and volitional spheres of opponents. The alternation of mutual reactions aimed at realizing the interests of each side and limiting the interests of the opponent is the visible part of the conflict. Since the actions of the opponents to a large extent influence each other, follow from the previous actions of the other, that is, they are mutually conditioned, then in any conflict they acquire the character of interaction.

Conflicting behavior has its own principles, strategies (methods) and tactics (techniques). Among basic principles conflict confrontation is distinguished:

• concentration of forces;
• coordination of forces;
• striking the enemy's most vulnerable spot;
• saving time and effort, etc.

N. Obozov identifies three types of behavior in a conflict: the behavior of the "practitioner", "interlocutor", "thinker".

The "Practician" operates under the slogan "The best defense is an attack." The most important thing for him is the transformation of the environment and the completion of all actions. The "efficiency" of people of a practical type contributes to the increase in the duration of the conflict. A high need to transform the external environment, including changing the positions of other people, can lead to a variety of clashes, tensions in relationships. When solving problems arising in the system "manager-subordinates", the conflict is inevitable if their relationship is determined by official instructions. The "practitioner" is less sensitive to minor misunderstandings, therefore, as a result of the conflict, relations are broken very much.

The "interlocutor" is characterized by the slogan "Better a bad peace than a good war." The main thing for him is communication with people. “Interlocutors” are more superficial in relationships. their circle of acquaintances and friends is quite large. “Interlocutors” are not capable of long-term confrontation in a conflict. They know how to resolve the conflict in such a way as to affect the deepest feelings as little as possible. This type of personality is sensitive to changes in the partner's mood, and seeks to smooth out the resulting contradiction at the very beginning. The “interlocutors” are more open to accepting the opinion of the other and are not very eager to change this opinion, initially preferring cooperation.

"Thinkers" are characterized by the position "Let him think that he won!" The "Thinker" is focused on knowing oneself and the world around him. In a conflict, he builds up a complex system of proofs of his rightness and the wrongness of his opponent. Only a third party or a change in life circumstances can bring the conflicting parties out of the impasse. The “thinker” thinks through the logic of his behavior well, is more careful in his actions, although he is less sensitive than the “interlocutor”. In communication, “thinkers” prefer distance, therefore they are less likely to get into conflict situations, but they are more vulnerable in personal relationships, where the degree of involvement in the conflict will be very high.

People are sensitive in different ways to the contradictions and conflicts that affect them. Thus, “thinkers” are most sensitive to contradictions and conflicts in the sphere of spiritual values ​​or ideas, “practice” is more important than the unity of practical outcomes, goals of joint activity. The “interlocutors” react sharply to the assessment of their emotional and communicative abilities, while the assessment of their intellectual qualities or practical acumen affects them much less.

Conflict strategy is considered as the orientation of the individual (group) in relation to the conflict, the setting for certain forms of behavior in a conflict situation. There are the following strategies of behavior in the conflict.

Rivalry(competition) is about imposing a preferred solution on the other side.

Cooperation(problem-solving strategy) allows you to search for a solution that would satisfy both parties.

Compromise presupposes mutual concessions in something important and fundamental for each of the parties.

Application of the strategy adaptation(concession) is based on lowering one's aspirations and accepting the opponent's position.

At avoidance(inaction) the participant is in a conflict situation, but without any active actions to resolve it.

As a rule, in a conflict, combinations of strategies are used, with the dominance of one of them.

The psychological essence of the conflict, its main features.

Under conflict the most acute way of resolving significant contradictions arising in the process of social interaction is understood, which consists in the counteraction of the subjects of the conflict and is usually accompanied by negative emotions and feelings experienced by them in relation to each other.

Prerequisites for the emergence of conflicts are: a lack of communication skills, a mismatch of views on events taking place in the organization, the desire to dominate without any reason, a person's demonstration of selfishness and conceit, emotional incontinence, the use of brute force, etc.

The following essential features are inherent in the conflict. properties:

the presence of a contradiction between interests, values, needs, goals, views, motives;

opposition, confrontation between the subjects of the conflict, the desire by any means to cause material or moral damage to the opponent;

negative emotions and feelings towards each other.

Depending on the specifics of the conflicting parties, it is customary to distinguish:

intrapersonal conflict - a clash between approximately equal in strength, but oppositely directed interests, needs, drives of one person.

interpersonal conflict - two or more members of the same group pursue incompatible goals and realize conflicting values, or at the same time in a conflict struggle strive to achieve the same goal, which can be achieved only by one of the parties (one of the most common types of conflicts). Many managers believe that the only reason for it is the dissimilarity of characters. However, such conflicts are based not only on subjective, but, above all, on objective reasons;

between an individual and a group - a clash of conflicting interests, needs, values, goals between an individual and a group of people. In foreign trade organizations, examples of such conflicts can be conflicts between the head of a department and a team, between an ordinary employee and a team, between a leader and a microgroup;

intergroup conflict - when the conflicting parties are social groups (firms, organizations) pursuing incompatible goals and hindering each other on the way to their implementation. The organization consists of many formal and informal groups, within which and between which conflicts can arise (for example, between the administration and the trade union of the organization, between employees of various departments, etc.).

The classification of conflicts according to the last two criteria may look like this:

The following can be added to the classification criteria for conflicts:

the scope of the conflict (local or wide);

duration of the course (short-term or protracted);

the power of influence on the parties to the conflict (affecting the role status of the individual or not affecting the fundamental interests of the individual);

consequences (positive or negative).

Behavior styles of a manager in conditions of interpersonal conflict: ignorance, adaptation, rivalry, cooperation, compromise.

There are the following five typical styles of human behavior in conflict:

Rivalry as the desire to achieve the satisfaction of their personal interests to the detriment of others.

Adaptation, which means sacrificing one's own interests for the sake of maintaining good relations and peace of mind.

Compromise as reaching an agreement through mutual and approximately equal concessions.

Avoidance, which is characterized by both the lack of desire to meet the interests of the partner, and the absence of a tendency to achieve their own goals.

Cooperation when the parties to the conflict come together to a solution to the contradiction that satisfies both parties.

Rivalry appropriate when:

the outcome of the conflict is very important for you, and you are betting on your own solution to the problem that has arisen;

you need to make a quick decision, and you have enough power to do it;

You are in a critical situation that requires an immediate response;

if it is necessary to put things in order for the sake of general well-being.

the tension is too great and you feel the need to reduce its intensity;

You need to buy time to get more information or get support;

the outcome is not very important for you, the subject of the conflict has nothing to do with your main goals and interests;

it takes time to restore calm and create conditions for a cool, balanced assessment of the situation.

Compromise should be chosen if:

you need to make an urgent decision, but you are experiencing an acute shortage of time and information;

You may be happy with a temporary solution;

other ways of solving the problem proved to be ineffective;

convincing arguments are made on both sides in favor of mutually exclusive positions;

the decision is not of fundamental importance to you, and you can revise the original goals without significant losses;

A compromise strategy is characterized by accepting the other side's point of view, but only to a certain extent. The search for an acceptable solution is carried out through mutual concessions.

The ability of one side to compromise in conflict situations is highly valued by the opponent, since it reduces ill will in relationships and allows you to overcome the conflict relatively quickly. But after some time, the dysfunctional consequences of a compromise solution often appear, for example, dissatisfaction with a "half-hearted" solution. In addition, the conflict in a slightly altered form may arise again, because the problem that gave rise to it has not been fully resolved.

Adaptation has the "right to life" if:

You are not interested or worried about what happened;

the conflict itself will be resolved precisely due to the fact that the parties continue to maintain friendly relations;

confrontation over minor disagreements brings undue stress to the relationship of the parties;

You understand that the outcome of the conflict is much more important to the other person than to you.

Thus, adaptation (compliance) presupposes the refusal of a person from his own interests, the willingness to sacrifice them to another, to meet him halfway.

Cooperation perhaps when:

Your suggestions and theirs are extremely important and uncompromising;

the parties involved in the conflict have equal powers of power or are oriented toward seeking a solution to the conflict situation on an equal footing;

you have a close, long-term and interdependent relationship with the other party;

the rapprochement of views of the parties with different approaches to solving the problem is absolutely necessary;

You and the other side are able to listen to each other and work together to resolve the conflict.

Anyone who relies on cooperation in resolving a conflict does not try to achieve his goal at the expense of others, but seeks a solution to the problem. Briefly, the attitude towards cooperation is usually formulated as follows: "You are not against me, but we are together against the problem." The manager should consider the strategy of cooperation as the main one, since it is she who most often makes the conflict functional, constructive.

Factors influencing the choice of the appropriate style of behavior by the manager.

On the one hand, it is advisable to know what form of behavior in a conflict situation your colleagues, subordinates, and friends are more focused on; on the other hand, based on a specific conflict situation, it is necessary to choose the most appropriate option for their own behavior in the conflict.

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*(for reference)

The sequence of actions of a manager in resolving a conflict in which he is one of its participants. Necessary:

a) clearly understand the need for and the possibility of non-conflict resolution of the existing contradiction.

b) minimize their own negative emotions associated with the conflict;

c) deeply and impartially assess why the conflict actually arose and develops.

d) think over several options for resolving the main contradiction.

e) choose a criterion for the fairness of a particular decision.

f) minimize the negative emotions of the opponent in relation to the manager.

g) have an open conversation.