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

Conflict behavior - These are concrete actions of the parties to the conflict. These actions implement 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 opponents to a large extent influence each other, follow from the previous actions of the other, that is, they are mutually dependent, then in any conflict they acquire the character of interaction.

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

concentration of forces;
coordination of forces;
strike at the enemy's most vulnerable spot;
saving time and energy, etc.

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

"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 "effectiveness" of practical people contributes to the prolongation 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 and tensions in relationships. When solving problems that arise in the "leader-subordinates" system, conflict is inevitable if their relationship is defined by official instructions. The "practitioner" is less sensitive to minor innuendos, so as a result of the conflict, relations are violated 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 the 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 a change in the mood of a partner, and seeks to smooth out the contradiction that arises at its very beginning. “Interlocutors” are more open to accepting the opinion of another and are not very eager to change this opinion, initially preferring cooperation.

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

People are differently sensitive to contradictions and conflicts that affect them. So, "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. "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.

Strategy of behavior in conflict is considered as the orientation of the individual (group) in relation to the conflict, installation on certain forms of behavior in a conflict situation. The following strategies of behavior in conflict are distinguished.

Rivalry(competition) consists in imposing on the other party a preferred solution.

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

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

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

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

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

2. Ways and methods of behavior in conflict situations

2.1 Characteristics of role conflicts

A certain difficulty is created by the identification and management of role conflict, which occurs primarily when a person in an organization receives incompatible commands regarding the appropriate behavior.

"A role is what an individual must do in order to confirm his right to any particular position in the organization. The role includes attitudes and values, as well as characteristic types of behavior. In organizations, each position corresponds to a certain activity that determines represents 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 this 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 respected by group members. Thus, there are established status hierarchies and corresponding roles that, whether formal or informal, form an integral part of the organization.

Each person performs 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 certain behavior from a person in any particular 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 utmost complexity of individual behavior. Multiple roles and role outlines represent multiple concepts. The importance of a particular concept is determined by the possible difficulties of a particular role, especially in organizational outlines. This can often lead to inconsistencies in the individual's role.

Different individuals perceive role-related behavior differently. In an organizational structure, the accuracy of the perception of a role can have a certain impact on performance. But in an organization there can be three different perceptions of the same role, which can be very different and further increase the possibility of role conflict:

The 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 occupied, the power, functions and duties of this position, but all these roles, as defined by the organization, refer to position, not to any person;

Group perception - role perception develops that links individuals to the various formal and informal groups to which they belong, but over time expectations change and may or may not coincide with the organization's role perception;

The perception of the individual - any individual who occupies a certain position in an organization or group, clearly perceives his role, his perception is influenced by his past and social affiliation, as they affect the core values and attitudes with which the individual comes to the organization, and perception of their role. As a result of multiple roles and the shape of roles, an individual may find himself in a difficult situation where his performance in one role interferes with his performance in other roles. As a member of a group, the individual is under intense pressure to give up his self and obligations to himself in exchange for intra-group loyalty. When this happens, the individual is faced 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 of combining them in performance, which leads to role conflicts. Therefore, we will consider the main types of conflicts associated with the roles of the individual in the group.

"Personal-role conflict is a conflict between a person and a role. It occurs when the requirement to fulfill 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 individual labor safety rules."

Intra-role conflict. The role played by an individual is often a contradictory system, either in reality or in the perception of the individual. In the first case, the cause of the intra-role conflict is ill-conceived and unclear job descriptions, in the second case, it is a misunderstanding 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 type of conflict under discussion is close to the following type.

Interrole conflict. By playing some 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 workers who combine different 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 idea about 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 the true cause of the conflict and find an adequate way to resolve it.

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

This can be achieved both through the efforts of the opponents themselves (one-sided, coordinated or joint), and with the active participation of a third party (the leader himself or an intermediary).

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

Destructive, focused on achieving personal advantages;

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 to all.

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

1. The most typical is the style of competition, i.e. striving for unilateral gain, satisfaction in the first place of one's own interests. This results in a desire to put pressure on a partner, to impose one's interests, using power for this through coercion.

This style can be effective if the manager has a lot of power over subordinates, has to make an unpopular decision and has enough authority to choose this step; interacts with subordinates who prefer an authoritarian style. However, this style can cause resentment among educated personnel. This strategy rarely brings 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 are trying 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, using a compromise on early stage 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 in order to later appear magnanimous or give in before the other. The compromise style can be used in the following situations:

Both sides have equally binding arguments and have the same power; Satisfying the desire of one of the parties is of little importance to her; A temporary solution is possible, as there is no time to work out another; or other approaches to solving the problem were ineffective; Compromise will allow at least something to gain than to lose everything.

3. Accommodating 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 working environment. The most characteristic situations in which this style is applicable are as follows: The most important task is to restore calm and stability, and not resolve the conflict; The subject of the disagreement is not important for one of the participants; Good relations are more preferable to one's own point of view; The participant does not have enough chances to win.

It should also be remembered that with this style, as a result of "forgetting" the problem underlying the conflict, peace and quiet may ensue, but the problem will remain, and eventually an "explosion" may occur.

4. Ignoring or avoiding. 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 waste time on solving it. Style is also applicable when dealing with a conflicted personality. The conflicting party uses an evasive 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 the way she wants, and subordinates can resolve the conflict themselves

4) wants to buy time to study the situation and get 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 are involved in the conflict - rude people, complainers, whiners, etc.

If the causes of the conflict are subjective, such a strategy is favorable. It provides an opportunity to calm down, comprehend the situation and come to the conclusion that there are no foundations for confrontation, and maintain good relations in the future. If the conflict is objective, then this strategy leads to the loss of the participants, since time is dragged out, and the reasons that caused it not only persist, but may even worsen. But prolonged persistence of the situation may lead participants to seek psychological release, such as aggression against outsiders.

5.Cooperation 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 of this, joint experience and broad information are acquired for subsequent integration, and an atmosphere of cooperation is created. The parties recognize differences of opinion and are willing to explore other points of view in order to understand the causes of the conflict and find a course of action acceptable to all. The one who uses this style is not trying to achieve his goal at the expense of others, but rather looking for the best solution.

It has been established that where both parties win, they are more inclined to implement the decisions made, since they are acceptable to them and both parties took part in the entire conflict resolution process.

This style can be used to resolve a conflict in the following cases:

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

2) the main goal is the acquisition of 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 strengthen the personal involvement of employees in activities.

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

Since the losing side usually 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, there can be no gain for the other, and therefore for the organization as a whole.

But more often than not, conflicts don't "self-resolve" and, if ignored, escalate and can destroy an 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 the strategy of conflict prevention and resolution (the latter, depending on the situation, is implemented in two ways - coercion and persuasion).

7. "The conflict prevention strategy is a set of measures mainly of an organizational and explanatory nature."

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

8. "The strategy of overcoming the conflict is aimed at forcing or persuading the conflicting parties to stop hostile actions and, having begun 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."

By implementing a coping strategy, the leader takes control of the situation, shows the impossibility of achieving the desired goals through conflict, finds out the causes of its occurrence, boundaries, positions of the parties (what they insist on), interests (what the parties want to achieve in the end), what they have in common and together with participants is trying to find a way out of the current situation, at least on the basis of a compromise. If the parties do not wish to follow reasonable arguments, the manager applies administrative measures. More specific methods are used to combat intrigues. For example, people involved in intrigues 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. You should use each of them effectively and, given the specific circumstances, consciously make a choice in favor of one or another style.

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

2.3 Conflict resolution methods

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

It is important to focus on the management of those conflicts in which the leadership of the organization is drawn into due to prevailing circumstances, managerial errors or failures in work. Such conflicts should be resolved with minimal loss to the organization.

"Conflict management is a process of purposeful influence on the organization's personnel in order to eliminate the causes that gave rise to the conflict and bring the behavior of the participants in the conflict in line with the established norms of relationships."

Conflict resolution is possible at two levels:

Partial, when only conflict behavior is excluded, but deep psychological causes are not eliminated, inner urges to conflict;

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

So, if the conflict situation is transformed in such a way that the parties are forced to stop the conflict actions, but they retain the desire to achieve the original goals, then the conflict is partially resolved. Usually, by introducing administrative prohibitions and sanctions, the leader achieves only a partial resolution of the conflict.

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

Distinguish the cause of the conflict and its causes;

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

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

Determine the direction of specific actions of the participants in the conflict, bearing in mind that the means used by the parties reflect the motives for participating in the conflict.

When managing a conflict, the focus should be 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 include:

Explain job requirements. The leader brings them to subordinates so that they understand what is expected of them in a given situation; clarifies what results are expected from each employee and each unit; 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 unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows whose decision he must carry out. Of the integration tools, interfunctional groups and interdepartmental meetings are used. Such intermediate services coordinate the work of interdependent units between which a conflict has matured.

Organizational overarching goals. The effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. When setting complex goals, the efforts of all participants are directed towards achieving a common goal, there is a great coherence in the activities of all personnel.

The structure of the reward system. It should be such that, first of all, people who contribute to the achievement of organizational complex goals, helping other groups of the organization, are encouraged. Rewards can be in the form of awards, gratitude, recognition or promotion. It is also important that the reward system does not encourage non-constructive behavior of individuals or groups. Conflict management also includes interpersonal ways of resolving conflict situations based on the psychology of the participants in the conflict. These include conversation, persuasion, principled negotiation, psychotraining and psychotherapy.

In accordance with the situation, taking into account the individual psychological characteristics of the participants in the conflict, the manager uses various methods, 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 is identified, define solutions that are acceptable to all parties.

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

Create an atmosphere of trust by increasing mutual influence and information sharing.

During communication, create a positive attitude towards each other, showing sympathy and listening to the opinion of the other side.

2.4 Behavior and actions of the leader in conflict situations

There are several effective ways to manage conflict situations. They can be divided into two categories: structural and interpersonal. A simple difference in characters should not be considered the cause of conflicts, although, of course, it can cause a conflict in any 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 the contradiction, but to strive to resolve it in non-conflict ways. Conflict management includes their prevention and constructive completion."

The manager must start by analyzing the actual causes and then use the appropriate methodology. In order to avoid conflicts with employees and between employees, it is necessary:

When communicating with subordinates, use a calm tone and politeness combined with firmness, avoid 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 gets hung up on resentment and feelings;

Scolding an employee for poor-quality work only face to face, as 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, the employee, instead of correcting the mistake, will spend time worrying about the shame experienced;

Praise the employee for high-quality work with the whole team, since it is always pleasant for a person when his manager notices his efforts, and even more so when he does this with all employees; otherwise, he will begin to believe that no one needs his success, 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 must promote or demote, fine and fire employees fairly, treating all employees equally (the criterion for promotion can only be the consistently successful work of an employee, and for punishment - consistently bad), having favorites and unloved employees is unacceptable, since a well-working employee with an "uncomfortable" character is better than a poorly working sycophant;

Acting as an arbitrator, rather than a lawyer for one of the parties, is best to listen to both parties objectively, and then make an objective decision;

To be out of the conflict, not to participate in squabbles and squabbles, not to spread gossip, because being out of the conflict, it is easier to eliminate it in time;

Resolutely suppress squabbles, gossip and snitching, 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 accustomed to "speak out" on any occasion, thereby preventing others from working;

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

Managers should spend their working time resolving conflicts. Since managers inevitably work in conditions of intergroup conflicts, they are forced to settle them. Failure to do so can lead to disastrous consequences. Conflicts can cause alienation among employees, reduce performance and even lead to resignations.

The leader must 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 behavior under threat of dismissal (as in the case of the government's prohibition of strikes and lockouts in labor disputes that threaten the national interest), or it may be mediators.

Managers must be aware that, since the causes of conflicts are different, the way they are resolved also varies depending on the circumstances. The choice of an appropriate way to resolve the 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: temporary pauses and reflection before acting; confidence-building measures; efforts to understand the motives behind the conflict; listening to all stakeholders; maintaining a position of equal exchange; delicate training of all participants in the techniques of working with conflicts; willingness to admit mistakes; maintaining the equal status of all participants in the conflict.

There are no hard and fast recommendations here. Everything depends on the nature of this or that conflict, the conditions of its course. There are several solutions in 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 developed, the main thing is that it satisfies the opposing sides to the greatest extent. At the same time, it should be remembered that intervention in a conflict, even with the best intentions, certainly requires high level professionalism, otherwise you can only complicate it.

Conflict can also reduce the possibility of groupthink and submissiveness syndrome, when subordinates do not express ideas that they believe are contrary to the ideas of their leaders.

Conclusion

Summing up, we can say that in communication with people and in business contacts, hidden or obvious conflicts may arise due to a misunderstanding of the true motives of behavior. In contacts with people it is necessary to show tolerance, restraint. Very often, the motives of behavior are not at all those that can be attributed. Arrogance and arrogance can hide timidity and shyness, vulnerability. Fear and anxiety can masquerade as anger and anger. Bad mood can be explained by fatigue. If there is a conflict 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 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 representation 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 disposition and support of the other, it is necessary that someone shares his beliefs. A conflict is a signal that something wrong has happened in communications between people or some significant disagreement has appeared. Many people do not have specific conflict management skills and need guidance and appropriate practice. In the order of the main recommendations regarding behavior in conflict conditions, one can point to such guidelines as:

The ability to distinguish the important from the secondary. It would seem that something is simpler, but life shows that it is quite difficult to do this. Virtually nothing but intuition can help a person. It is necessary to analyze conflict situations, the motives of one's behavior, if one tries to understand what is really a "matter of life and death", and what is just one's own ambitions, and learn to discard the insignificant.

Inner calm. This is such a principle of attitude to life, which does not exclude the vigor and activity of a person. On the contrary, it allows you to become even more active, to react sensitively to the slightest shades of events and problems, without losing your composure even at critical moments. Inner peace is a kind of protection from all unpleasant life situations, it allows a person to choose the appropriate form of behavior;

Emotional maturity and stability - in fact, the possibility and readiness for worthy deeds in any life situations;

Knowledge of the measure of influence on events, which means the ability to stop oneself and not "pressure" or, conversely, accelerate the event in order to "own 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 consider 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, everything may seem different. It is important to be able to evaluate, compare, connect different positions;

Readiness for any surprises, the absence (or containment) of a biased line of behavior allows you to quickly reorganize, respond promptly and adequately to a changing 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 cases where everything seems to be devoid of internal logic and meaning;

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

Observation, which is necessary not only for assessing others and their actions. Many unnecessary reactions, emotions and actions will disappear if you learn to observe yourself impartially. A person who can objectively evaluate his desires, motives, motives, as if from the outside, is much easier 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 prospect of their development. Knowing "what will lead to what" protects against mistakes and wrong line of behavior, prevents the formation of a conflict situation;

The desire 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 know how or do not take the trouble to consciously put themselves in the place of others. The ability to understand (even if not accepting) the opposite point of view helps to anticipate the behavior of people in a given situation;

The ability to extract experience from everything that happens, i.e. "learn from mistakes", and not only from your own. This skill - to consider the causes of past mistakes and failures - helps to avoid new ones.

In doing so, you should always remember: Do not expand the conflict zone; Offer positive solutions; Do not use categorical forms; Reduce the number of claims; Sacrifice the secondary; Avoid insults.

Bibliography

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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, which will 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 a way to solve the problem acceptable to all parties, which allows to involve a wide range of people in this process and eliminate difficulties in implementing decisions;

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 evaluation are developed;

Real study of the problem in execution even before the start of the implementation of the solution.

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

Dissatisfaction, increased employee turnover and reduced productivity;

Limited degree of cooperation in the future;

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

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

Representation of one's goals as positive, and about the goals of another as negative;

Restriction of interaction and communication between the parties;

Giving more importance to "winning" the conflict than solving the real problem.

There are five levels of conflict in an organization:

Inside the personality (related to the contradictions between “I want”, “I can” and “I need” in a person),

Between individuals (on professional, industrial, social and emotional grounds),

within the group,

Between the groups

Within the organization.

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

Sources of conflict can be:

Lack of resources

Unequal contribution to the cause,

Unfulfilled expectations

management inefficiency,

lack of independence, etc.

Features of conflict situations

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

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

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

A conflict is a confrontation for the sole 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”.

Especially vulnerable in conflict situations are people of a creative mindset, educated and emotional. But they are usually the most valuable, irreplaceable asset for the company. The independence of mind characteristic of creative people, a certain skepticism towards the opinion of the majority can set the team against them.

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

Decisions made in a conflict situation are characterized by:

lack of time;

Finality of decisions, since subsequent clarification is often not possible;

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 attribute non-existent qualities and intentions to the other side.

In conflicts, the aggressiveness of the participants also increases. Basically, this is aggression directed at others (approximately 75% of cases).

Conflict Management Methods

Ensuring the harmonious functioning of the organization is very important. If you find a good management formula, then the organization will act like a well-oiled mechanism. 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 that prevent dysfunctional conflicts is to clarify the requirements for the results of the work 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 observance of the principle of one-man command facilitates the management of large groups and prevents the emergence of "conflict situations", since the subordinate knows whose orders he is obliged to carry out. 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 conflict;

Establishment of common goals, formation of 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;

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

Conflict 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,

Conducting negotiations in order to find an acceptable solution to the problem.

Each of these possibilities presupposes appropriate strategies for the behavior of the participants in the conflict.

Behavior of a manager in a conflict situation

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

1. Perseverance (compulsion). The one who adheres to this option is trying 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 relationships with the staff, or simply does not think about the consequences. This style is associated with aggressive behavior. Coercive power is used here to influence other people. This style can be effective if 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 worsening relationships.

2. Care (avoidance). A manager who adheres to this variant of behavior seeks to move away from the conflict. This is appropriate if the subject of disagreement is not of great value to the organization, if the situation is able to resolve itself, if now there are no conditions for a “productive resolution” of the conflict, but after a while they may appear.

3. Adaptation (compliance). It implies the manager's refusal of his own interests, the readiness 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 gain” is guaranteed in case of a tactical loss. If this behavior becomes dominant for the manager, then he most likely will not be able to effectively manage subordinates.

4. Compromise. This style is characterized by taking 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 managerial decisions is highly valued, as it reduces hostility and allows relatively quickly to overcome the conflict.

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

5. Collaboration (problem solving). This style is based on the conviction of the participants in the conflict that the divergence of views is the 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 causes of disagreements and jointly find a way out acceptable to all. The one who relies on cooperation does not try to achieve his goal at the expense of others, but seeks a solution to the problem that suits everyone: “not you against me, we are together against the problem.”

In accordance with the situation, taking into account the individual psychological characteristics of the participants in 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 leader (administrator, manager) to resolve conflicts.

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

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

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

· encourages the leader to search for the truth, and not the normalization of human relations;

making a decision in favor of one of the parties causes the other party to have negative reactions to the arbitrator;

decision-making by the head fixes his responsibility for the implementation of this decision.

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

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

The role of the arbiter is optimal in situations where:

one of the parties is clearly wrong;

The conflict escalates rapidly

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

No time for lengthy litigation

The conflict is small and short-lived.

The role of an intermediary for the leader is appropriate in situations:

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

long, complex, hostile relationships between the parties;

lack of clear criteria for solving the problem;

Opponents have positive communication skills.

General requirements to the manager acting as an intermediary:

he is independent or relatively independent of the parties to the conflict;

· emphatically neutral in his actions;

he organizes and conducts negotiations;

· from a position of neutrality, he should be beyond all suspicion;

The mediator is the servant of the conflicting parties. Negotiations, their periodicity, 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 differences;

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

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

· The mediator should not push the discussion participants: usually the negotiators have a negative attitude to this.

Mediation features:

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 the administrative power to work out solutions to resolve the conflict;

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

The mediator's power is inherent in his ability to call on 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 able to play the role of intermediaries. These activities require specially trained personnel.

· This role is performed by ombudsmen at UK enterprises, who occupy the positions of independent managers in the corporation, providing informal assistance to the administration and employees in the field of work.

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

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

For myself to understand . The role of the leader as mediator in resolving the conflict 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 deployment, usually acts as a 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 the opponents of their own interests and preferences of the person performing the intermediary functions. A neutral person is also not suitable, in which, behind external impartiality, like behind a screen, there may be an internal position - it is not known in what way she will manifest herself and whose side she will take. It is bad if the mediator turns out to be a “peacemaker at any cost”, ready for an external settlement of the conflict and an imaginary agreement to “give up principles”, a meaningful compromise. Preferably in a mediating role, a realist in his inner warehouse is a person who soberly distinguishes and evaluates the positions of the participants in the conflict; full of sincere and disinterested desire to settle the confrontation, not missing even a small chance to bring the conflicting parties to peace.

The leader often acts as an intermediary, because, according to his status and role position, he cannot get away from real problems that await solutions, which, moreover, cause sharp disputes, contradictions and divergences. The mediator-leader must necessarily 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 inflame passions or, on the contrary, are a deterrent. Both underestimation and overestimation of the significance of this conflict will not bring benefit; it must be understood as it really is. Studies conducted in Japan and the United States have shown that managers spend 25-30% of their working time on conflict resolution. In Russia, this takes no less of a working time. It turns out that personnel management is largely reduced to conflict resolution activities.

Conflict management, as well as personnel management in general, must take into account 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 superiors 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, and serve as the basis for constructive resolution of conflicts that arise in the course of work. The mentioned relations represent a real possibility of predicting conflict situations, developing conflict resolution technologies using both organizational and administrative and socio-psychological methods of influencing conflict behavior, and optimal ways of conflict resolution. In view of the foregoing, it should be noted that personnel management, including conflict resolution, is not limited to giving orders, commanding people; it is more a concern for the rational use of the human resource from the point of view of both the organization and each employee individually. We must proceed from the fact that the staff is an association of individuals, interacting individuals. It is important for a leader to know his subordinates and partners, to have an idea of their interests and preferences; be as aware as possible of family circumstances and life difficulties, as well as other features, in order to more meaningfully support labor enthusiasm among people connected by a common cause, instill in them confidence in success, and prevent them from being distracted by unimportant, secondary 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 prudence, prudently, but always consistently and persistently. The conflict must be resolved jointly, with the indispensable participation of the opposing sides, active mobilization and coordination of their own capabilities. That is why the following simple rules are quite appropriate in the commandments of a leader who finds himself in the role of an intermediary:

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

◦ be able to analyze conflict situations, determine the true causes of emerging conflicts, the goals and behavior of the warring parties;

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

◦ comprehensively evaluate 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, stated: “The ability to communicate with people is a commodity that can be bought in the same way as we buy sugar or coffee. I'll pay more for that skill than 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 trusting partnerships, which is convincingly confirmed by domestic experience. AT 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 Contracts 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 and the development, conclusion and implementation of collective agreements in organizations and various kinds of agreements in order to promote the contractual settlement of social and labor relations and the harmonization of the socio-economic interests of employees and employers. Within the framework of this law, measures of disciplinary responsibility and penalties are provided for those leaders, through whose fault conciliation procedures are hidden, the conditions of the contractual process and agreements 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 a business discussion of the problem that caused it, to clarify and eliminate the causes of discrepancies in assessments, intentions, and actions. Only in this way, acting purposefully and constructively, it is possible to mitigate the negative consequences of the conflict and extract the maximum positive results from it.

1. Confrontation (actively defends his position)

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

3. Adaptations (trying to work out a solution that satisfies both parties)

4. Collaboration (Looking for a common solution to a problem that satisfies both parties)

5. Compromise (seeks solutions that are grounded in mutual actions) The results of the study show that most often managers give preference

compromise and cooperation; also tend to shy away from conflict and avoid confrontation. But they are all comfortable with collaborating on problem solving, accommodation, and more or less compromise.

The main purpose of this study 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 further work of managers on themselves, another method is proposed - assessment
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

Assessing the Effectiveness of Using Conflict Resolution Styles

Using this form, the manager himself can 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, etc.).

Conflicts can be prevented by knowing the main groups of causes and by carrying out preventive work at different levels. Primary conflict prevention associated with psychological enlightenment, popularization of psychological knowledge. Employees must gain an understanding of the essence of the conflict, the causes that give rise to it, as well as the consequences; know how the stages of conflict unfold.

In the process of this work, recommendations are given on conflict-free communication, the rules of behavior in a conflict situation are assimilated, individual and group consultations are provided from 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 one's own) , the degree of adequacy of doi.

At a higher level of prevention, as a rule, active teaching methods are used: group discussion, business and role-playing games, psychodrama. For risk groups (conflict groups) communication training is organized. Psycho-correction work is aimed at removing negative states (frustration, stress), at building self-confidence and the ability to independently resolve conflicts.

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

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

test

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

Five methods of conflict resolution are used.

ü Avoidance is, in essence, avoiding conflict. This form of behavior is chosen when an individual does not want to defend his rights, cooperate to develop a solution, refrains from expressing his position, avoids a dispute. This style suggests a tendency to avoid responsibility for decisions. This method may be appropriate if the subject of disagreement is not of great value to a person, if the situation can resolve itself, or if there are no conditions for a productive conflict resolution, but after a while they will appear. In other cases, in my opinion, this style of behavior can lead to increased confrontation.

b Smoothing - the rejection of self-interest. The reason for this behavior may be the desire to win the location of a partner in the future. This kind of consent can be partial and external. It is rational to do this when the subject of disagreement is of less value to a person than the relationship. This behavior often has nothing to do with solving the problem that is the source of the conflict. On the contrary, problems, like emotions, are driven deep and accumulate in this form, and become a source of conflict in the future, moreover, even more destructive. For effective leadership of subordinates, this strategy should not be dominant.

ü Coercion - a way to eliminate the conflict through the use of power. The conflicting party in this case is suppressed by the power of power. Often coercion is accompanied by aggressive behavior, ignoring the opinions of others, 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 deterioration in relationships. Effective in a situation that threatens the existence of the organization or prevents it from achieving its goals.

Compromise - accepting to a certain extent the point of view of the other side. 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 ill will and allows relatively quick resolution of the conflict, but after some time, dysfunctional consequences of a compromise solution may appear, for example, dissatisfaction with "half-way solutions". In addition, a conflict in a somewhat modified form may arise again, since the problem that gave rise to it has not been fully resolved.

ü Problem solving - a way to resolve the conflict, which implies the willingness of the conflicting parties to recognize the existence of different points of view on the problem, to acquaint them with them and find solutions that suit both parties. This way of resolving the conflict is considered to be optimal. It does not involve achieving one'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 methods of resolving the conflict, there is another one - this is competition. Competition is a competitive interaction that is not focused on the obligatory damage to the other side.

He depicted his graphical model of behavior styles 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 actions should the leader take if conflict in the organization is obvious? First of all, open this conflict. Correctly assess the situation. Distinguish the external reason from the real cause of the collision. The reason may not be realized by the conflicting parties themselves or consciously hidden by them, but it, as 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 for two departments to work on the same computer at the same time. This is a tough conflict, where the issue is resolved "either - or." In order to neutralize the displeasure of the bypassed, it is necessary to give him the opportunity to win in another. Often the 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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1. Confrontation (actively defends his position)

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

3. Adaptations (trying to work out a solution that satisfies both parties)

4. Collaboration (Looking for a common solution to a problem that satisfies both parties)

5. Compromise (seeks solutions that are grounded in mutual actions) The results of the study show that most often managers give preference

The main purpose of this study 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.

Table 3.3

Assessing the Effectiveness of Using Conflict Resolution Styles

The market attitude is changing views on the nature, role, essence and meanings of the leader's work. Independence, initiative, enterprise, creative thinking, readiness for smart risk are put forward in the first place. Production activity must be changed in such a way that it can satisfy individual needs, ensure the interest of workers in the highest final results with the simultaneous regulation of commodity-money relations, and the widespread use of the achievements of scientific and technological progress.

Introduction... 3

The relevance of research. Conflicts are one of the most important phenomena of modern social and political life. Everyone is well aware that the life of a person in society is complex and full of contradictions, which often lead to a clash of interests of both individuals and large and small social groups.

Conflict (from the Latin "confluctus") means a clash of parties, opinions, forces.

In entrepreneurial activity, conflict resolution, that is, resolving the clash of opposing interests, views and aspirations, is of great importance. Serious disagreements between businessmen, sometimes a sharp dispute that leads to a fight - all this can cause undesirable phenomena in entrepreneurial activity.

The confrontation and contradictions between the forces operating in business, especially at its early stage, are due to the nature of the activity and the circumstances accompanying this activity, spheres of influence and opposition of opposition forces.

However, the leader or manager has to resolve conflicts not only in a business form, but also in the personal-emotional sphere. When resolving them, other methods are also used, since, as a rule, it is difficult to single out the object of disagreement in them, there is no conflict of interest. How to behave as a manager with a "conflict personality"? There is only one way - "pick up the key." To do this, the manager needs to try to see in him a friend and the best features (qualities) of his personality, since it is no longer possible to change either the system of his views and values, or his psychological characteristics and characteristics. nervous system. If they could not "pick up the key to him", then there is only one means - to transfer such a person to the category of spontaneous action.

In a conflict situation or in dealing with a difficult person, one should use an approach that is more appropriate for specific circumstances and in which the manager can feel most comfortable. The best adviser in choosing the optimal approach to conflict resolution is life experience and the desire not to complicate the situation and not bring the person to stress. You can, for example, reach a compromise, adapt to the needs of another person (especially a partner or loved one); persistently pursue their true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; use a collaborative style to serve the most important interests of both parties. So the best way conflict resolution is a conscious choice of the optimal strategy of behavior, as well as the creation of mutual trust and cooperation. This can be facilitated by the manifestation of trust in the subordinate through the willingness to open the desire for agreement and mutual understanding, unwillingness to use weak and vulnerabilities subordinate.

The purpose of the study: to consider the behavior of a manager with subordinates in a conflict situation and conflict management.

Object of study: management activities.

Subject of research: strategies and styles of conflict interaction.

Research objectives:

To study various approaches to the strategy of conflict interaction;

To study the behavior styles of a manager in a conflict situation between subordinates;

Analyze the relationships in the group for fruitful work.

Research methods: study and analysis of scientific literature on the problem of strategy and styles of conflict interaction.

The practical significance of this work is due to the fact that its materials can be used by managers of various enterprises in resolving and managing conflict situations between subordinates.

Research structure: the work consists of an introduction, two chapters, a conclusion and a bibliography.
...

Chapter 1. Theoretical aspects of the study of conflict interaction ... 6

1.1. Ways to resolve conflicts... 6

Chapter 2 Conflict Management... 8

2.1. Causes of conflicts and conflict management... 8

2.2. Structural Methods and Interpersonal Styles of Conflict Resolution... 12

Conclusion... 18

Based on the analysis of scientific literature, it was revealed that researchers have different points of view about conflict management, strategies and styles of conflict interaction, and ways to resolve conflicts. It was put forward that in order to resolve a conflict, it is important to have different approaches at your disposal, be able to use them flexibly, go beyond the usual patterns and be sensitive to opportunities and act and think in a new way. At the same time, conflict can be used as a source of life experience, self-education and self-education.

It has been proven that every manager must have the ability to effectively resolve disputes and disagreements so that the fabric of social life does not tear with every conflict, but, on the contrary, grows stronger due to the growth of the ability to find and develop common interests. The main styles of behavior of a manager in a conflict situation between subordinates include: determination by the parties of the desire to positively resolve the conflict situation; support and maintaining in balance the power relations that have developed in this situation; a solution to the problem is possible only after a thorough study of specific complaints and opinions of both parties; providing conditions conducive to the development of openness; ensuring reliable communication.

Conflicts can also be made into excellent learning material if the manager then takes the time to remember what led up to the conflict and what happened in the conflict situation. Then you can learn more about yourself, about the people involved in the conflict, or about the surrounding circumstances that contributed to the conflict. This knowledge will help you make the right decision in the future and avoid conflict.

As a result, it was revealed that for fruitful work in a group, cooperation is necessary, and not competition between group members. It is very important for a manager to take into account the personal properties of a person, which always manifest themselves more clearly in an unusual, non-standard environment, which naturally affects interpersonal relationships.
...

Bibliography... 20

1. Albastova L. N. Effective management technologies, 2001.
2. Antsinova D. Ya., Shapilov A. I. Conflictology, 2003.
3. Antsupov A-ya., Shipilov d "I. Conflictology. Textbook. Unity, 2002.
4. Borodkin F.M., Koryak P.M. Attention: Conflict. - Novosibirsk, 2000.
5. Boulanger M. Development of personnel at the enterprise, 2001.
6. Vesnin V. R. Fundamentals of management - Moscow 2000.
7. Voikunsky D. I say, we say: Essays on human communication. - M: Progress, 2003.
8. Gerasimov B. N., Chumak V. G., Yakovleva N. G. Personnel management - Rostov - On - Don, 2004.
9. Karmin A.S. Conflictology. Textbook. - Peter, 2002.
10. N.I. Leonov. Conflicts and conflict behavior. Study Methods: Study Guide
-2005 year

Price: 10 points

Any leader is interested in the fact that the conflict that has arisen in his organization or unit is suppressed as quickly as possible, since its consequences can bring considerable moral or material damage. Therefore, he must carry out all possible actions for this. First of all, it is necessary to recognize the existence of a conflict, accepting the situation as it is, and try to show opponents that conflict is a common life phenomenon, although not always desirable, and that it can and should be overcome, or at least look for ways to this. This process can take place both without its direct participation by the forces of the parties themselves, and with active intervention and management.

Conflictologists have developed and continue to develop ways to prevent, prevent conflicts and methods for their "painless" resolution. Ideally, it is believed that the manager should not eliminate the conflict, but manage it and use it effectively.

The conflict can be resolved as a result of three types of actions: unilateral carried out by each of the participants at their own peril and risk; mutually agreed, resulting in a compromise; joint, or integrative. They can be based on the concurrence of the opinions of the participants, the superiority of one of them or the intervention of a third force.

As a result, three models of participants' behavior are formed. One of them - destructive; another - conformal associated with unilateral or mutual concessions and the third - constructive, involving a joint search for a solution that is beneficial to all parties.

The first step in conflict management is to understand its sources. The manager should find out: this is a simple dispute about resources, a misunderstanding on some problem, different approaches to the value system of people, or is it a conflict that arose as a result of mutual intolerance, psychological incompatibility. After determining the causes of the conflict, it should minimize the number of participants. It has been established that the fewer people involved in the conflict, the less effort will be required to resolve it.

In the process of conflict analysis, if the manager himself is not able to understand the nature and source of the problem being solved, then he can involve competent persons for this. The opinion of experts is often more convincing than the opinion of the immediate supervisor. This is due to the fact that each of the conflicting parties may suspect that the manager-arbiter, under certain conditions and for subjective reasons, may take the side of his opponent. In this case, the conflict does not “fade out”, but intensifies, since the “offended” side needs to fight against the manager.

There are three perspectives on conflict:

1) the manager believes that the conflict is not needed and only harms the organization. Since conflict is always bad, it is up to the manager to eliminate it in any way;

2) Conflict is an undesirable but common by-product of an organization. In this case, it is believed that the manager must eliminate the conflict, wherever it arises;

3) conflict is not only inevitable, but also necessary and potentially useful. For example, it can be a labor dispute, as a result of which truth is born. No matter how the organization grows and manages, conflicts will always arise, and this is quite normal.

Depending on the point of view on the conflict, which the manager adheres to, the procedure for overcoming it will depend. In this regard, there are two large groups of conflict management methods: pedagogical and administrative.

Of particular difficulty for a manager is finding ways to resolve interpersonal conflicts. In this sense, there are several possible behavioral strategies and corresponding options for the manager's actions aimed at eliminating the conflict.

The behavior of a manager in a conflict situation has two independent dimensions:

1) assertiveness, perseverance - characterize the behavior of the individual, aimed at realizing their own interests, achieving their own, often mercantile goals;

2) cooperativeness - characterizes behavior aimed at taking into account the interests of other persons in order to meet the satisfaction of his needs.

End of work -

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The nature of socio-economic conflict

Introduction .. the nature of socio-economic conflict the concept of socio-economic conflict the consequences of the conflict its practical use ..

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1. "Practical management" manual on personnel work 2. V.R. Vesnin, M.: JURIST, 1998 3. "Management" V.E. Grebtsova, Rostov-on-Don: PHOENIX, 2000 4. "Os