2. Ways and methods of behavior in conflict situations

2.1 Characteristics of role conflicts

A certain difficulty is created by identifying and managing role conflict, which arises primarily in the case when a person in an organization receives incompatible commands regarding the appropriate behavior.

"A role is what an individual must do in order to assert his right to a particular position in an organization. A role includes attitudes and values, as well as characteristic types of behavior. In organizations, each position corresponds to a certain activity that defines represent the role of this position from the point of view of the organization. "

The organization develops functional responsibilities that define the activities of the person holding the given position, and the relationship of this position with other positions in the organization. Both formal (administrative and operational) and informal (interest and friendship) groups may not have written rules, but the rules are still followed by the group members. Thus, there are established hierarchies and respective roles that, whether formal or informal, form an integral part of the organization.

Each person fulfills multiple roles, i.e. performed simultaneously, since the individual occupies a certain place in various organizations and groups. Each role has an outline, i.e. individual expectations of a certain behavior from a person in a certain role, since most groups have their own expectations from the role.

An individual who plays many different roles, each of which has complex outlines, is characterized by the extreme complexity of individual behavior. Multiple roles and role profiles represent multiple concepts. The importance of this or that concept is determined by the possible difficulties of this or that specific role, especially in organizational outlines. This can often lead to contradictions in the role of the individual.

Role-related behavior is perceived differently by different individuals. In an organizational structure, the accuracy of role perception can have a definite impact on performance. But there can be three different perceptions of the same role in an organization, which may not overlap very much and further increase the possibility of role contradiction:

Perception of organizations - the position that an individual occupies in an organization is the sum of the organizationally defined roles of the individual, including the official authority associated with the position held, the power, functions and responsibilities of this position, but all these roles, as defined by the organization, relate to position, and not to any person;

Perception of the group - the perception of the role develops, which connects individuals with various, both formal and informal groups to which they belong, but over time the expectations change and may or may not coincide with the perception of the role by the organization;

Perception of an individual - any individual who occupies a certain position in an organization or a group clearly perceives his role, his perception is influenced by his past and social belonging, since they affect the basic values ​​and relationships with which the individual comes to the organization, and perception of their role. As a result of the presence of multiple roles and the outline of the roles, the individual may face difficult situation when his activity in one role interferes with his activity in other roles. As a member of a group, the individual is under tremendous pressure to give up self and commitment to self in exchange for intragroup loyalty. When this happens, the individual is confronted with a situation known as role conflict.

The main problems of personality behavior in groups are associated with the multiplicity of roles and the difficulties in combining them during performance, which leads to role conflicts. Therefore, we will consider the main types of conflicts associated with the roles of an individual in a group.

"Personality-role conflict is a conflict between a person and a role. It occurs when the demand to play a role threatens the basic values, needs of the individual. For example: when a disciplined employee is expected to violate the work schedule of discipline or certain labor safety rules."

Intra-role conflict. The role played by the individual is often a contradictory system, either real or in the perception of the individual. In the first case, the cause of the intra-role conflict is poorly thought out and unclear job descriptions, in the second - misunderstanding of them on the part of the employee himself due to his weak competence.

Since it is rather difficult to clearly separate one role from another and one expectation from another in terms of their content, the discussed type of conflict is close to the following type.

Inter-role conflict. In fulfilling certain roles, the individual tries to meet the expectations of some members of the group, but at the same time is forced to violate the expectations of other members of the same group. That is, the degree of "expectation" of the behavior of a given individual is not the same for all members of the group. In this position "between two fires" often find themselves members of insufficiently cohesive groups and employees who combine various organizational statuses in one person.

Role conflicts seriously affect the behavior of individuals in a group and their labor potential, causing stress. The manager needs to have an initial understanding of these phenomena and take timely measures to eliminate their causes.

2.2 Styles and strategies of behavior in conflict

In real life, it is not so easy to find out true reason conflict and find an adequate way to resolve it.

Any leader is interested in the conflict that has arisen in his organization or unit, was overcome as quickly as possible (exhausted, suppressed or terminated), because its consequences can bring considerable damage.

This can be achieved both by the efforts of the opponents themselves (unilateral, coordinated or joint), and with the active participation of a third party (the leader or mediator himself).

It is legitimate to talk about three models of behavior of the parties to the conflict:

Destructive, focused on achieving personal benefits;

Conformal, associated with unilateral or mutual concessions (not to be confused with non-participation or passive resistance);

Constructive, involving a joint search for a solution that is beneficial for everyone.

In this regard, the studies of K.U. Thomas and R.H. Kilmenna.

1. The most typical style is competition, i.e. striving for one-sided gain, satisfaction, first of all, of one's own interests. From this comes the desire to put pressure on the partner, to impose their interests, using power for this by coercion.

This style can be effective if the leader has a lot of power over subordinates, must make an unpopular decision, and he has enough authority to choose this step; interacts with subordinates who prefer an authoritarian style. However, educated staff may resent this style. This strategy rarely yields long-term results, as the losing party may not support a decision made against its will, or even try to sabotage it.

2. The essence of the compromise style is that the parties try to resolve differences by making mutual concessions. The ability to compromise is highly valued in managerial situations, as it minimizes hostility, which often makes it possible to quickly resolve the conflict, leading to the satisfaction of both parties.

However, the use of compromise at an early stage of a conflict over an important issue can reduce the search for alternatives, which in turn increases the likelihood of making the wrong decision. The disadvantage of this style is that one of the parties may exaggerate their demands, so that later they seem generous or give in earlier to the other. The compromise style can be used in the following situations:

Both sides have the same required arguments and have the same power; Satisfying the desires of one of the parties is not too important for her; Perhaps a temporary solution, since there is no time to work out another; or other approaches to solving the problem have been ineffective; Compromise will allow you to gain at least something rather than lose everything.

3. Adaptation style means that one of the parties does not try to defend its own interests in order to smooth the atmosphere and restore a normal work environment. The most typical situations in which this style is applicable are as follows: The most important task is to restore calm and stability, and not to resolve the conflict; The subject of the disagreement is not important to one of the participants; A good relationship is preferable to one's own point of view; The competitor does not have enough chances to win.

It should also be remembered that with this style, “forgetting” the problem at the root of the conflict may result in peace and quiet, but the problem will remain and eventually an “explosion” may occur.

4. Ignoring or dodging. Usually, this style is chosen if the conflict does not affect the direct interests of the parties or the problem that has arisen is not so important for the parties and they do not need to defend their rights and spend time solving it. The style is also applicable when you have to deal with a conflicted person. The conflicting party uses the evasion style if it:

1) believes that the source of disagreement is insignificant compared to other more important tasks;

2) knows that he cannot or does not even want to resolve the issue in his favor;

3) has little power to solve the problem in a way that is desirable for her, and subordinates can themselves resolve the conflict

4) wants to gain time to study the situation and obtain additional information before making any decision;

5) believes that it is dangerous to solve the problem immediately, since an open discussion of the conflict can only worsen the situation;

6) when people who are difficult from the point of view of communication participate in the conflict - rude people, complainers, whiners, etc.

If the reasons for the conflict are subjective, this strategy is beneficial. It makes it possible to calm down, comprehend the situation and come to the conclusion that there are no foundations for confrontation, and save for the future a good relationship... If the conflict is objective, then this strategy leads to the loss of the participants, since time is dragging on, and the reasons that caused it not only persist, but can also worsen. But long-term preservation of the situation can lead the participants to a search for psychological relaxation, for example, to aggression against strangers.

5. Collaboration style. This is the most difficult of all styles, but at the same time the most effective in resolving conflict situations. This is a joint development of a solution that satisfies the interests of both parties. In the process, joint experience and broad information are acquired for subsequent integration, an atmosphere of cooperation is created. The parties recognize the difference of opinion and are ready to study different points of view in order to understand the causes of the conflict and find a course of action that is acceptable to all. Someone who uses this style does not try to achieve his goal at the expense of others, but rather seeks the best option solutions.

It was found that where both sides win, they are more inclined to implement the decisions made, since they are acceptable to them and both sides took part in the entire process of resolving the conflict.

To resolve a conflict, this style can be used in the following cases:

1) if each of the approaches to the problem is important and does not allow compromise solutions, but it is necessary to find a common solution;

2) the main goal is to gain joint work experience; the parties are able to listen to each other and state the essence of their interests;

3) there is a long-term, strong and interdependent relationship with the conflicting party;

4) it is necessary to integrate points of view and enhance the personal involvement of employees in activities.

6. If the rank turns out to be higher for the interested opponent, he tries to use a power strategy to resolve the conflict in his favor. In this case weak side turns out to be a loser ("reconciliation with a dead end"). The use of such a strategy is often accompanied by intimidation, blackmail, misinformation, provocations, etc. If this makes it possible to secure an advantageous or at least a non-losing position, we are talking about reflexive defense. If the other side in this way manages to impose the adoption of a decision that is unfavorable for it, we are talking about reflexive management of the conflict.

Since usually the losing side does not accept defeat, the conflict can flare up with renewed vigor at any moment and it is not known how it will end later. Thus, if one opponent loses in the future, there can be no gain for the other, and therefore for the organization as a whole.

But more often conflicts do not "resolve themselves", and if ignored, they grow and can destroy the organization. Therefore, managers have to take the situation into their own hands, develop and implement options for managing them.

To do this, you can use strategies for preventing and resolving the conflict (the latter, depending on the situation, is implemented in two ways - coercion and persuasion).

7. "A conflict prevention strategy is a set of activities, mainly of an organizational and explanatory nature."

We can talk about improving working conditions, equitable distribution of resources, remuneration, changing the structure of the organization, its management system, introducing additional integration and coordination mechanisms, ensuring strict adherence to the rules of internal life, traditions, norms of behavior, and service ethics.

8. "The strategy of overcoming the conflict is aimed at forcing or persuading the conflicting parties to stop hostile actions and, starting negotiations among themselves, to find an acceptable solution that not only excludes someone's defeat, but also indicates the direction of mobilization of social energy."

Realizing the strategy of overcoming, the leader takes control of the situation, shows the impossibility of achieving the desired goals through the conflict, finds out the reasons for its occurrence, the boundaries, the positions of the parties (what they insist on), interests (what the parties want to achieve in the end), what is common in them and together with the participants are trying to find a way out of this situation, at least on the basis of a compromise. If the parties are unwilling to follow reasonable arguments, the manager takes administrative measures. To deal with intrigues, more specific methods are used. For example, intriguers are threatened with public exposure, but at the same time they help solve problems that push them to such actions.

None of the considered styles can be called the best. Each of them should be used effectively and, taking into account the specific circumstances, consciously make a choice in favor of one or another style.

More often than not, conflicts do not "resolve themselves" and, if ignored, can escalate and destroy the organization. Therefore, leaders should take matters into their own hands and develop and implement options for managing them.

2.3 Conflict Resolution Techniques

One of the most difficult practical tasks facing a leader is conflict resolution. Here, both versatile knowledge and experience, skill, art of finding non-standard solutions.

It is important to focus on managing those conflicts in which the organization's leadership is drawn into due to the prevailing circumstances, managerial mistakes or disruptions in work. These kinds of conflicts should be resolved with minimal loss to the organization.

"Conflict management is the process of purposefully influencing the personnel of an organization in order to eliminate the causes that gave rise to the conflict, and to bring the behavior of the parties to the conflict in line with the prevailing norms of relationships."

Conflict resolution is possible at two levels:

Partial, when only conflict behavior is excluded, but deep psychological reasons, internal incentives for conflict are not eliminated;

Complete, when the conflict is resolved both at the level of real behavior and at the psychological (emotional) level.

So, if a conflict situation is transformed in such a way that the parties are forced to end the conflict actions, but they still strive to achieve their original goals, then the conflict is partially resolved. Usually, introducing administrative prohibitions and sanctions, the leader seeks only a partial resolution of the conflict.

To successfully resolve conflicts, the leader should first of all realistically assess the conflict situation, and this implies:

Distinguish between the reason for the conflict and its causes;

Determine the subject of disagreement (production or personal relationships of the conflicting parties);

Understand the motives of people entering the conflict. To do this, you need to know the life path of employees, their views and beliefs, basic interests, requests;

Determine the direction of specific actions of the parties to the conflict, bearing in mind that the means used by the parties reflect the motives of participation in the conflict.

When managing a conflict, the main attention should be focused on the subject of the conflict and the positions of its participants, without focusing on their personal characteristics; it is important to show impartiality, restraint, not to make premature hasty conclusions.

There is more than one way to manage a conflict situation. All methods can be divided into two categories: structural and interpersonal. Structural includes:

Clarification of job requirements. The leader brings them to the subordinates so that they understand what is expected of them in a given situation; explains what results are expected from each employee and each department; who provides and who receives various information, who has what powers and responsibilities;

Coordination and integration mechanisms. This means establishing a hierarchy of authority that streamlines the interaction of people, decision making and information flows within the organization. The principle of one-man command makes it easier to use hierarchy to manage a conflict situation, since the subordinate knows whose decision he must comply with. From the means of integration, cross-functional groups, interdepartmental meetings are used. Such intermediate services coordinate the work of interdependent units, between which a conflict has ripened.

Organization-wide cross-cutting goals. The effective implementation of these goals requires the combined efforts of two or more employees, departments or teams. When setting complex goals, the efforts of all participants are directed towards achieving a common goal, there is a great deal of coherence in the activities of all personnel.

The structure of the reward system. It should be such that, above all, people are encouraged to contribute to the achievement of the organizational complex goals, helping other groups in the organization. Rewards can be in the form of awards, commendations, recognition or promotions. It is also important that the reward system does not encourage non-constructive behavior by individuals or groups. Conflict management also includes interpersonal methods of resolving conflict situations based on taking into account the psychology of the parties to the conflict. These include conversation, persuasion, principled negotiation, psycho-coaching, and psychotherapy.

According to the situation, considering individually psychological characteristics parties to the conflict, the manager applies different ways, styles of conflict resolution, but the cooperation strategy should be the main one, since it is this strategy that most often makes the conflict functional.

Here are some suggestions for using this style of conflict resolution:

Once the problem has been identified, identify solutions that are acceptable to all parties.

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

Build trust by increasing mutual influence and information exchange.

As you communicate, create a positive relationship with each other by showing sympathy and listening to the other side's views.

2.4 Behavior and actions of the leader in conflict situations

There are several effective ways conflict management. 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 their 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 combined 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 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;

To 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;

Do not 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 should promote or demote, fine and fire employees fairly, treating all employees equally (the criterion for promotion can only be stable successful work one or another employee, and for punishment it is consistently bad), it is unacceptable to have favorites and unloved employees, since a well-working employee with an "uncomfortable" character is better than a badly working sycophant;

To 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 you can fine the employee caught in this for the first time 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 impossible, it is necessary to oblige them to communicate on the case, since the work should not suffer because of someone else's emotions.

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.

There can be no hard recommendations here. It all depends on the nature of this or that conflict, the conditions of its course. There are several solutions to conflicts, as well as the results of these decisions, and all of them can be correct. It does not matter which of them will be worked out, the main thing is that it most satisfies the opposing sides. It should be remembered that intervention in a conflict, even with the best intentions, certainly requires a high level of professionalism, otherwise it can only complicate it.

Conflict can also diminish the possibility of groupthink and submissiveness syndrome, when subordinates do not come up with ideas that they believe are contrary to those of their leaders.

Conclusion

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. Bad mood can be attributed to fatigue. If a conflict has arisen in the team, one 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. The inability to defuse a conflict situation, to 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, everyone needs sympathy and understanding, the location and support of the other, you need someone to share his beliefs. A conflict is a signal that something was wrong in communication between people or that there were some significant disagreements. Many people do not have special 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 their desires, motives, motives from the outside, to control their 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.

Bibliography

1) Ashirov D.A. Organizational behavior: - M .: Prospect, 2006. - 360 p.

2) Ashirov D.A. Personnel Management. - M .: Prospect, 2007 .-- 432 p.

3) Bukhalkov M.I., Personnel management at the enterprise. - M .: Examination, 2005 .-- 320 p.

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Topic 6 Conflict in management

Causes and types of conflicts

Conflicts in the enterprise arise quite often, and managers have to make decisions that would limit the negative impact of conflicts and maximize their positive aspects.

The degree of effectiveness of conflict management affects the consequences that become dysfunctional or functional and will in turn affect the possibility of future conflicts - eliminate or create the causes of conflicts.

Functional consequences of the conflict (consequences leading to the achievement of goals):

There is an acceptable way for all parties to solve the problem, which allows to involve a wide range of people in this process and to eliminate difficulties in implementing solutions;

The quality of the decision-making process improves, as additional ideas lead to a better understanding of the situation;

Symptoms are separated from causes and additional alternatives and criteria for their assessment are developed;

It is real to work out the problem in execution even before the start of the solution.

Dysfunctional consequences of the conflict (conditions that interfere with the achievement of goals):

Dissatisfaction, increased turnover and decreased productivity;

Limited future cooperation;

Special loyalty to one's group and unproductive competition with other groups in the organization;

The perception of the other side as an "enemy", increased hostility between the parties;

The idea of ​​your goals as positive, and the goals of another as negative;

Limiting interaction and communication between the parties;

Attaching more importance to “winning” a conflict rather than solving a real problem.

There are five levels of conflict in an organization:

Inside the personality (associated with the contradictions between "I want", "I can" and "I must" in a person),

Between personalities (on a professional-industrial, social and emotional basis),

Within the group

Between groups,

Within the organization.

These levels are closely related. Thus, an intrapersonal conflict can make an individual feel aggressive towards others and thereby cause a personal conflict.

Sources of conflict can be:

Lack of resources

Unequal contribution to the cause,

Unfulfilled expectations

Ineffectiveness of management,

lack of independence, etc.

Features of conflict situations

Although conflict situations are divided into industrial and everyday, social and political, the tactics of behavior in the conflict are the same.

It is especially important to find your own way of managing conflict relationships.

A conflict arises if there is competition in achieving a goal, the interests of various people or social groups collide.

Conflict is a confrontation for individual possession of a solution to a common problem for many, and each participant in this struggle is convinced of his right to monopoly possession. If the achievement of the cherished goal is blocked, then the person or group experiences a feeling of dissatisfaction, resentment, which finds a way out in aggression or offensive “withdrawal”.

People of a creative mind, educated and emotional are especially vulnerable in conflict situations. But they are usually the most valuable, irreplaceable asset for the company. The independence of mind characteristic of creative people, a certain skepticism in relation to the opinion of the majority can turn the collective against them.

The activities and behavior of people in a conflict situation differ very significantly from their behavior in normal conditions.

Decisions made in a conflict situation are characterized by:

Lack of time;

Finality of decisions, since subsequent clarification is often impossible;

Verification of decisions by a critical and interested opponent;

The need to make decisions based on incomplete, sometimes deliberately distorted information.

Conflicting opponents are usually in a state of high mental tension. In the process of conflict, each of the opponents seeks to anticipate the actions of the other in order to prepare countermeasures in advance. At the same time, due to the limited information or its unreliability, the opponent begins to ascribe to the other party non-existent qualities and intentions.

In conflicts, the aggressiveness of the participants also increases. This is mainly aggression directed at others (about 75% of cases).

Conflict management techniques

Ensuring the harmonious functioning of the organization is very important. If a good governance formula is found, the organization will act like a well-oiled machine. Within the framework of this approach, structural methods of conflict management were developed. Among them:

Clear statement of requirements. One of the best management methods to prevent dysfunctional conflicts is to clarify the performance requirements of each individual employee and the unit as a whole; the presence of clearly and unambiguously formulated rights and obligations;

Use of coordinating mechanisms. Strict adherence to the principle of one-man management facilitates management large groups and prevents the emergence of "conflict situations", since the subordinate knows whose orders he is obliged to follow. If employees have disagreements on any production issue, they usually turn to their manager. In some organizations, special integration services are created, the task of which is to link the goals of various departments. However, such a service is most prone to conflicts;

Establishing common goals, shaping common values. This is facilitated by the awareness of all employees about the policy, strategy and prospects of the organization, as well as their awareness of the state of affairs in various departments and in the company as a whole;

Incentive system. Establishment of such criteria for assessing the effectiveness of work, which exclude the collision of interests of various departments and employees.

Conflict confrontation management also includes interpersonal ways of overcoming conflicts. The parties to the conflict are faced with the need to choose the fundamental possibilities of their actions in the current circumstances:

The path of "struggle" aimed at achieving the desired by all available means,

Avoiding conflict

Negotiating to find an acceptable solution to the problem.

Each of these possibilities presupposes appropriate strategies for the behavior of the parties to the conflict.

Manager's behavior in a conflict situation

Usually, the following main options for the behavior of managers in conflict situations are distinguished:

1. Persistence (coercion). The one who adheres to this option tries to force others to accept their point of view (he is not interested in the opinions and interests of others). He either ignores the value of his relationship with staff, or he just doesn't think about the consequences. A similar style is associated with aggressive behavior... It uses coercive power to influence other people. This style can be effective if it is used by a manager in a situation that threatens the existence of the organization. The disadvantages of this option are the suppression of the initiative of subordinates and the possibility of repeated conflicts due to the deterioration of the relationship.

2. Leaving (evasion). A manager who adheres to this behavior tends to move away from conflict. This is appropriate if the subject of the disagreement is not of great value to the organization, if the situation can be resolved by itself, if there are no conditions for a “productive resolution” of the conflict, but after a while they may appear.

3. Accommodation (compliance). It involves the refusal of the manager from his own interests, the willingness to sacrifice them to the other side, to meet her halfway. This option is recognized as rational when the subject of disagreement is of less value to the organization than the relationship with the opposite side, when a "strategic win" is guaranteed in case of a tactical loss. If this behavior becomes dominant for a manager, then he, most likely, will not be able to effectively lead subordinates.

4. Compromise. This style is characterized by accepting the point of view of the other side, but to a certain extent. The search for an acceptable solution is carried out through mutual concessions. The ability to compromise in management decisions is highly valued, as it reduces ill will, allows you to relatively quickly overcome the conflict.

But after a while, dysfunctional consequences may appear, including dissatisfaction with “half-way solutions”. A conflict in an altered form may arise again, since the problem that gave rise to it has not been fully resolved.

5. Cooperation (problem solving). This style is based on the conviction of the parties to the conflict that a difference of opinion is an inevitable result of the fact that people have their own ideas of what is right and what is not. Participants recognize each other's right to their own opinion and are ready to accept it, which gives them the opportunity to analyze the reasons for disagreement and find a way out that is acceptable to all. Anyone who relies on cooperation does not try to achieve his goal at the expense of others, but seeks a solution to a problem that suits everyone: "you are not against me, we are together against the problem."

In accordance with the situation, taking into account the individual psychological characteristics of the parties to the conflict, the manager applies various interpersonal styles of conflict resolution, however, the cooperation strategy should prevail in decisions, since it is this strategy that most often makes the conflict functional.

The activities of the head (administrator, manager) to resolve conflicts.

The effectiveness of conflict resolution is influenced by the manager's choice of a way to resolve it. Having power in relation to subordinates, the leader can use any type of mediation: arbitrator, arbitrator, mediator, consultant, assistant, observer.

There are two approaches to understanding the role of a leader in conflict resolution:

1. It is advisable for a manager to focus on the role of a mediator in a conflict, not an arbiter. Arbitration is less effective in resolving interpersonal conflicts, because:

· Encourages the leader to search for truth, and not normalize human relations;

· Making a decision in favor of one of the parties causes the other party to react negatively to the arbitrator;

· The decision-making by the head secures his responsibility for the implementation of this decision.

2. The leader needs to be able to flexibly apply all types of mediation. But the main roles for the leader are the roles of the arbiter and mediator.

The role of an arbiter for a leader is advisable when resolving conflicts vertically, that is, when opponents are subordinate to each other.

The role of an arbiter is optimal in situations when:

• one of the parties is clearly wrong;

· The conflict is rapidly escalating;

· The conflict develops in extreme conditions (state of war, emergency);

· No time for lengthy proceedings;

· The conflict is minor and short-term.

The role of a mediator for a manager is advisable in situations:

· Horizontal conflict, that is, when opponents are not subordinate to each other;

· Long-term, difficult, hostile relationship of the parties;

· Lack of clear criteria for resolving the problem;

· Opponents have positive communication skills.

General requirements to the leader acting as an intermediary:

· He is independent or relatively independent of the parties to the conflict;

· Is emphatically neutral in his actions;

· He organizes and conducts negotiations;

· From a position of neutrality, he must be beyond any suspicion;

· The mediator is the servant of the conflicting parties. Negotiations, their frequency, time - are not the subject of his self-realization;

· His main concern is the productivity of meetings;

· The actions of the mediator are reduced to maintaining order, conducting a constructive discussion, putting forward proposals in one direction or another to overcome disagreements;

· The mediator has no right to speak or do anything to strengthen the position of any one of the parties;

· He should not be afraid and ask questions for clarification or understanding. It is much worse if, due to misunderstanding, the thread of the discussion floats out of the hands of its organizer;

· The mediator should not rush the debaters: usually the negotiators have a negative attitude towards this.

Features of mediation:

Þ Mediation is used when the parties come to the conclusion that it is impossible to cope with the circumstances of the conflict on their own;

Þ the mediator does not have administrative power in developing solutions to resolve the conflict;

Þ The mediator is responsible for the honest conduct of negotiations, but not for a specific agreement.

The power of a mediator is inherent in its ability to call upon the parties to reach an agreement based on their own interests or past actions, or on the mediator's own reputation as a useful resource.

Few of the leaders are capable of acting as facilitators. These actions require specially trained personnel.

· This role is played by ombudsmen in UK enterprises, who are independent managers within the corporation who provide informal assistance to administration and workers in the world of work.

· Among those who adhere to the Jewish religion, this role is played by the rabbinate.

· But more often, these tasks are assigned to mediation specialists. For example, there are more than 250 conflict resolution centers in the United States, holding more than 230,000 hearings a year. In most developed countries, governments create special intermediary organizations within ministries and departments of labor.

For yourself to understand ... The Leader's Role as a Mediator in resolving a conflict, it is very important in terms of reaching agreement between the parties on issues that have caused disputes, quarrels or litigation. The mediator, in accordance with the typology and dynamics of the conflict, as well as the stage of its development, usually acts as a connecting link in the interaction of opponents. In this aspect, much depends on how well the intermediary is chosen, since it is impossible to exclude the possibility of influencing opponents by the interests and preferences of the person performing the intermediary functions. Neither is a neutral person suitable for whom, behind an external impartiality, like behind a screen, an internal position may be present - it is not known in what way it will manifest itself and whose side it will take. It is bad if the mediator turns out to be a “peacemaker at any cost”, ready for external settlement of the conflict and an imaginary agreement to “give up principles”, a meaningful compromise. A realist in his inner disposition is preferable in a mediating role - a person who soberly distinguishes and evaluates the positions of the parties to the conflict; full of a sincere and disinterested desire to settle the confrontation, not missing even a small chance to bring the conflicting people to peace.

The leader often acts as a mediator, since in terms of his status and role position he cannot get away from real problems awaiting solutions, which also cause sharp disputes, contradictions and discrepancies. The mediator-leader must take into account the influence of the social environment on the formation of conflict relations and the behavior of opponents, the interest of witnesses to the conflict in one or another of its outcomes, as well as circumstances that either heat up passions or, on the contrary, are a deterrent. It will not be useful to underestimate or overestimate the significance of this conflict; it should be understood as it really is. Studies in Japan and the United States have shown that managers spend 25-30% of their working time on resolving conflicts. In Russia, this takes no less part of the working time. It turns out that personnel management is largely reduced to conflict resolution activities.

Conflict management, like personnel management in general, must reckon with the complexity and multidimensionality of labor relations along all lines - between the employer (entrepreneur) and employees; between the administration of the enterprise (firm) and the trade union committee, the council of the labor collective; between the boss and subordinates; between individual workers and allied groups performing interrelated labor operations. Labor relations are formed under the influence of factors of the social environment and functional interaction, depend on legal norms and labor traditions, serve as the basis for constructive resolution of conflicts arising in the process of labor activity. The mentioned relations represent a real possibility of predicting conflict situations, developing technologies for resolving conflicts using both organizational and administrative and socio-psychological methods of influencing conflict behavior, optimal ways conflict resolution. Taking into account the above, it should be noted that personnel management, including conflict resolution, is not limited to giving orders, commanding people; it is more about the rational use of human resources from the point of view of both the organization and each employee individually. We must proceed from the assumption that personnel is an association of individuals, interacting individuals. It is important for a manager to know his subordinates and partners, to have an idea of ​​their interests and preferences; to be as knowledgeable as possible about family circumstances and life difficulties, as well as about other features, in order to more meaningfully maintain labor enthusiasm among people connected by a common cause, instill in them confidence in success, and prevent them from being distracted by insignificant, minor trifles , only obscuring the main thing. In other words, it is quite possible and under certain conditions it is necessary to create an integral system of conflict management in a particular organization.

The art of management consists in not losing sight of the main guidelines even in a conflict situation; act with discretion, prudence, but always consistently and persistently. The conflict must be resolved together, with the indispensable participation of the opposing sides, active mobilization and coordination of their own capabilities. That is why, in the commandments of a leader who finds himself in the role of a mediator, the following are quite appropriate. simple rules:

◦ perceive conflicts as a natural manifestation of human communication, a normal way of social interaction and relations between people engaged in joint activities;

◦ be able to analyze conflict situations, determine the true causes of emerging conflicts, goals and behaviors of the opposing sides;

◦ possess a conflict management mechanism, a set of appropriate techniques and procedures, skills of constructive influence on personnel in conflict conditions; direct conflicts as possible in a functionally positive direction and minimize their negative consequences;

◦ comprehensively assess the final result of the conflict, its significance and impact on individuals, groups of workers, the team as a whole.

History knows many examples of the peaceful resolution of major conflicts in production by finding the right ways to improve work with personnel. D. Rockefeller, with his characteristic straightforwardness, asserted: “The ability to communicate with people is a commodity that can be bought in the same way as we buy sugar or coffee. I will pay more for such a skill than for anything else in the world. "

Directly related to mediation, as well as to conflict management in general, has a significant important point the relationship of conflict with social partnership. The practice of developed countries shows that effective prevention and settlement of conflicts in the economic, social and labor spheres is most achievable when relying on trust, partnership relations, which is convincingly confirmed by domestic experience. V Russian Federation the system of social partnership has its own characteristics. It began to take shape in the context of the implementation of socio-economic reforms aimed at the country's transition to a market economy. In the spring of 1992, the Law "On Collective Agreements and Agreements" was adopted, and in the fall of 1995, the State Duma introduced a number of significant changes and additions to it. The law establishes the legal framework for the development, conclusion and implementation of collective agreements in organizations and various kinds of agreements in order to facilitate the contractual settlement of social and labor relations and the harmonization of the socio-economic interests of workers and employers. Within the framework of this law, disciplinary measures and penalties are provided for those leaders, through whose fault conciliation procedures are hidden, the conditions of the contractual process and the agreements adopted are violated or not fulfilled.

Thus, the task of the leader is to rely on the intermediary possibilities of social partnership; to transfer the conflict situation that has arisen in the team into the plane of business discussion of the problem that caused it, clarification and elimination of the reasons for discrepancies in assessments, intentions, actions. Only in this way, by acting purposefully and constructively, it is possible to weaken the negative consequences of the conflict and extract the maximum positive results from it.

1. Confrontation (actively defends his position)

2. Avoidance (tries to avoid participating in the conflict)

3. Accommodation (tries to come up with a solution that satisfies both sides)

4. Cooperation (looking for ways of a common solution to the problem, satisfying both parties)

5. Compromise (looking for solutions that are based on mutual actions) Research results show that most often managers give preference to

compromise and cooperation; tend, also, to avoid participation in the conflict and seek to avoid confrontation. But they all feel comfortable cooperating in solving a problem, adapting and, more or less, in compromising.

The main purpose of such research was to help managers realize that there are several approaches to conflict resolution, each of which can be useful only for each manager in a conflict situation.

For the further work of managers on themselves, another method is proposed - assessment
the effectiveness of the use of conflict resolution styles, the results of which can also be
submit in the form of a table:

Table 3.3

Evaluating the effectiveness of using conflict resolution styles

Using this form, the manager can himself analyze the most important conflicts that he faces and evaluate an alternative approach that could be applied with great success (a different style, words and actions, the reaction of other participants in conflicts to them, etc.).

Conflicts can be prevented by knowing the main groups of causes and carrying out preventive work on different levels... Primary prevention of conflict associated with psychological education, popularization of psychological knowledge. Employees should get an idea of ​​the essence of the conflict, the reasons that give rise to it, as well as the consequences; know how the stages of the conflict unfold.

In the process of this work, recommendations are given on conflict-free communication, the rules of behavior in a conflict situation are learned, individual and group consultations are provided based on self-knowledge of positive and negative qualities, the behavior of employees in a conflict situation is analyzed, which is already a small place in life and professional experience (not necessarily their own) , the degree of adequacy to and.

At higher peer prevention, as a rule, active teaching methods are used: group discussion, business and role-playing games, psychodrama. Communication training is organized for risk groups (conflict). Psychocorrection work is aimed at relieving negative states (frustration, stress), at building confidence in one's own strengths and abilities to independently resolve conflicts.

The most important factor that determines a healthy socio-psychological climate is the level of organization of collective activities. It is determined by the entire system of social relations, the improvement of the existing practice of leadership and management, an increase in the general culture in society and in the activities of the head (the prerequisite for civilized prevention and resolution of conflicts within an enterprise, enterprise with other organizations and representatives of state bodies).

The conflict management process depends on many factors, a significant part of which is difficult to control. Stereotypes, perceptions, prejudices can sometimes negate the efforts of those who develop a solution. Depending on the type of conflict, different services can be involved in the search for solutions: the management of the enterprise, the personnel management service, the department of a psychologist and sociologist, the police, the courts.

Management Basics

test

2. Describe the main strategies of the manager's behavior in conflict situations

There are five ways to resolve conflicts.

b Evasion is, in fact, avoiding conflict. This form of behavior is chosen when the individual does not want to defend his rights, cooperate to work out a solution, refrains from expressing his position, and avoids an argument. This style suggests a tendency to avoid responsibility for decisions. This method may be appropriate if the subject of the disagreement is not of great value to a person, if the situation can be resolved on its own, or there are no conditions for a productive resolution of the conflict, but after a while they will appear. In other cases, in my opinion, this style of behavior can lead to increased confrontation.

ь Smoothing - abandonment of one's own interests. The reason for this behavior may be the desire to win the partner's favor for the future. This kind of consent can be partial or external. It is rational to do this when the subject of disagreement is of less value to a person than a relationship. This behavior often has nothing to do with resolving the source of the conflict. On the contrary, problems, like emotions, are driven deep and in this form accumulate, and become a source of conflict in the future, and even more destructive. For effective leadership of subordinates, this strategy should not be dominant.

b Coercion - a way to eliminate conflict through the use of power. The conflicting side in this case is suppressed by the power of power. Often, coercion is accompanied by aggressive behavior, ignoring the opinions of others, and indignation of the opposite side. This is an unfavorable and unproductive outcome of the conflict. In a team, when using this method, management suppresses the initiative of subordinates and can lead to repeated outbreaks due to a deterioration in relationships. Effective in a situation that threatens the existence of the organization or prevents it from achieving its goals.

b Compromise - acceptance, to a certain extent, of the point of view of the other party. The search for an acceptable solution is carried out through mutual concessions. The advantage of this outcome is the mutual balance of rights and obligations and the legalization of claims. Compromise relieves tension. In some cases, a bad decision is better than no decision. The ability to compromise in managerial situations is highly valued, as it reduces hostility and allows a relatively quick resolution of the conflict, but after some time, dysfunctional consequences of a compromise solution may appear, for example, dissatisfaction with "half decisions". In addition, the conflict in a slightly modified form may arise again, since the problem that gave rise to it has not been fully resolved.

ь Problem solving is a way of resolving the conflict, which presupposes the willingness of the conflicting parties to recognize the existence of different points of view on the problem, to acquaint with them and find solutions that suit both parties. This way of resolving the conflict is considered to be optimal. It does not imply the achievement of someone's goals at the expense of others and is aimed at finding ways to solve the problem that suit both parties.

I would also like to mention the Thomas-Kilmenn system in which, in addition to the considered ways of resolving the conflict, there is one more - this is competition. Competition is a competitive interaction that is not oriented towards the obligatory damage to the other side.

He depicted his graphic model of styles of behavior in the following scheme, which was called the Thomas-Kilmenn grid.

Thus, the conflict is overcome by various means, and the success of its resolution depends on the nature of the confrontation, the degree of its protractedness, the strategy and tactics of the conflicting parties.

So what action should a leader take if a conflict is evident in the organization? First of all, reveal this conflict. Assess the situation correctly. Distinguish the external cause from the real cause of the collision. The reason may not be realized by the conflicting ones themselves or be deliberately hidden by them, but it, like in a mirror, is reflected in the means and actions that everyone uses to achieve their goal. It is necessary to understand how contradictory the interests of the disputants are. For example, with all the desire it is impossible to work on one computer at the same time for two departments. This is a tough conflict, where the issue is decided "either - or". To neutralize the displeasure of the neglected, it is necessary to give him the opportunity to win in the other. Often, interests are more compatible, and it is possible through "negotiations" to find an option that partially satisfies both sides without winners and losers.

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