Methods are used for conflict management purposes. Conflict Management

2. CONFLICT MANAGEMENT METHODS.

Many professionals involved in conflict resolution professionally believe that the process of conflict management depends on many factors, many of which are difficult to control. For example, these include: the views of the individual, the motives and needs of individuals and groups. The prevailing stereotypes, ideas, prejudices, prejudices can sometimes nullify the efforts of those who work out solutions to a conflict situation. Depending on the type of conflict, different services may be engaged in the search for solutions: the management of the organization, the personnel management service, the department of the psychologist and sociologist, the trade union committee.

Conflict resolution is the elimination, in whole or in part, of the causes that gave rise to the conflict, or a change in the goals and behavior of the participants in the conflict.

Conflict management is purposeful influence:

to eliminate (minimize) the causes that gave rise to the conflict;

to correct the behavior of participants in the conflict;

· to maintain the required level of conflict, but not beyond the controlled limits.

There are many methods for managing and preventing conflicts:

intrapersonal methods - methods of influencing an individual;

Structural methods - methods for the prevention and elimination of organizational conflicts;

interpersonal methods or styles of behavior in conflict;

· personal methods;

· negotiation;

methods of managing the behavior of the individual and bringing the organizational roles of employees and their functions into line, sometimes turning into manipulating employees;

Methods that include retaliatory aggressive actions.

2.1. Intrapersonal Methods

Intrapersonal methods consist in the ability to properly organize one's own behavior, to express one's point of view without causing a psychological defensive reaction from the other person. Some authors suggest using "I am a statement", i.e. a way to convey to another person your attitude to a certain subject, without accusations and demands, but in such a way that the other person changes his attitude and does not provoke a conflict.

This is a way to help a person maintain his position without turning the other into his enemy. "I-statement" can be useful in any situation, but it is especially effective when a person is angry, annoyed, dissatisfied.

The layout of the statement from the "I" consists of: the event, the reactions of the individual, the preferred outcome for the individual.

2.2 Structural methods.

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

Structural Methods, i.e. methods of preventing or preventing conflicts, as well as influencing mainly organizational conflicts arising from the incorrect distribution of powers, the existing labor organization, the adopted incentive system, etc. These methods include: clarification of job requirements, formation of coordination and integration mechanisms, corporate goals, use of remuneration systems.

Coordination mechanisms can be implemented using the structural units of the organization, which, if necessary, can intervene and resolve contentious issues.

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

Reward system. Stimulation can be used as a method of managing a conflict situation; with proper influence on people's behavior, conflicts can be avoided. It is important that the reward system does not encourage non-constructive behavior of individuals or groups. For example, if you reward sales executives only for increasing sales volume, then this can lead to a conflict with the target level of profit.

Elimination of the real subject (object) of the conflict - i.e. bringing one of the parties under the renunciation of the object of the conflict in favor of the other party.

2.3. Interpersonal methods (behavior styles) in conflict

When a conflict situation arises or at the beginning of the development of the conflict itself, its participants must choose the form and style of their further behavior so that this will least affect their interests. We are talking about intergroup and interpersonal conflicts in which at least two parties participate and in which each of the parties chooses the form of their behavior in order to preserve their interests, taking into account further possible interaction with the opponent. In the event of a conflict situation, a person (group) can choose one and several possible behaviors:

• active struggle for their interests, elimination or suppression of any resistance;

withdrawal from conflict interaction;

development of a mutually acceptable agreement, compromise;

Using the results of the conflict in their own interests.

The following five main styles of behavior in conflict were identified: evasion, confrontation; compliance; cooperation; compromise.

Evasion (avoidance, withdrawal). This form of behavior is characterized by individual actions and 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 behavior is possible if:

the outcome of the conflict for the individual is not particularly important;

· the situation is too complicated and the resolution of the conflict will require a lot of effort from its participants;

the individual does not have enough power to resolve the conflict in his favor;

· the outcome of the conflict for the individual is not particularly important.

Confrontation (competition) is characterized by an active struggle of an individual for his interests, lack of cooperation in finding a solution, focusing only on his own interests at the expense of the interests of the other side. The individual uses all means available to him to achieve his goals: power, coercion, various means of pressure on opponents, the use of the dependence of other participants on him. The situation is perceived by the individual as extremely significant for him, as a matter of victory or defeat, which implies a tough stance towards opponents and irreconcilable antagonism towards other participants in the conflict in case of their resistance.

Conditions for applying this style:

perception of the situation as extremely significant for the individual;

the presence of a large amount of power or other opportunities to insist on one's own;

limited time for solving the situation and the impossibility of a long search for a mutually acceptable solution;

Compliance (adaptation). The actions of the individual are aimed at maintaining and restoring favorable relations with the opponent by smoothing out disagreements at the expense of their own interests.

This approach is possible if:

the contribution of the individual is not too great: and the possibility of losing is too obvious;

the subject of disagreement is more significant for the opponent than for the individual;

maintaining good relations with the opponent is more important than resolving the conflict in one's favor;

The individual has little chance of winning, little power.

Cooperation means that the individual is actively involved in finding a solution that satisfies all participants in the interaction, but not forgetting their own interests. An open exchange of views is expected, the interest of all participants in the conflict in developing a common solution. This form requires continuous work and the participation of all parties. If the opponents have time, and the solution of the problem is essential for everyone, then with this approach it is possible to discuss the issue in a comprehensive manner, the disagreements that have arisen and develop a common solution while respecting the interests of all participants.

In a compromise, the actions of the participants are aimed at finding a solution through mutual concessions, at developing an intermediate solution that suits both parties, in which no one really wins, but no one loses either. This style of behavior is applicable provided that the opponents have the same power, have mutually exclusive interests, they do not have a large reserve of time to search for a better solution, they are satisfied with an intermediate solution for a certain period of time.

2.4. Personal methods.

This group of methods was singled out by V.P. Pugachev, focusing on the leader’s ability to actively resist conflicts, meaning the following:

· the use of power, positive and negative sanctions, encouragement and punishment directly in relation to the participants in the conflict;

Changing the conflict motivation of employees by influencing their needs and interests by administrative methods;

· persuading the participants in the conflict, holding an explanatory conversation about the importance of calm work for the entire team;

Changing the composition of the participants in the conflict and the system of their interaction by moving people within the organization, dismissal or inducement to voluntary leave;

· Entry of the leader into the conflict as an expert or arbitrator and seeking agreement through joint negotiations.

3. NEGOTIATION IS A UNIVERSAL SOLUTION METHOD

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

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

the existence of interconnectedness of the parties involved in the conflict;

the absence of a significant difference in strength among the subjects of the conflict;

Conformity of the stage of development of the conflict to the possibilities of negotiations;

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

Each conflict in its development goes through several stages (see Table 1), at some of them negotiations may not be accepted, as it is still too early or too late, and only aggressive responses are possible.

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

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

secondary groups - their interests are affected, but these forces do not seek to openly show their interest, their actions are hidden until a certain time. There may also be third forces that are also interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages in sequence:

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

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

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

Completion (exit from the emerging crisis or negotiation impasse).

Table 1

Possibility of negotiations depending on the stage of the conflict

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

In addition to collecting information, at this stage it is necessary to clearly formulate your goal and the possible results of participation in the negotiations:

What is the main purpose of the negotiations?

What options are available. In reality, negotiations are carried out to achieve results for the participants between the most desirable and acceptable;

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

· what is the interconnectedness of opponents and how it is expressed externally.

Procedural issues are also being worked out: where is it better to conduct negotiations; what kind of atmosphere is expected; whether a good relationship with an opponent is important in the future.

Experienced negotiators believe that the success of all activities depends on 50% of this stage being properly organized.

table 2

Possible goals and outcomes of participation in negotiations

The second studio of negotiations is the initial choice of position (official statements of the participants in the negotiations). This stage allows you to realize two goals of the participants in the negotiation process: to show opponents that you know their interests and you take them into account, to determine the room for maneuver and try to leave as much space as possible for yourself in it.

Negotiations usually begin with a statement from both sides about their desires and interests. With the help of facts and principled arguments (for example, “objectives of the company”, “common interest”), the parties try to strengthen their positions.

If negotiations are held with the participation of a mediator, then he must give each party the opportunity to speak and do everything possible so that the opponents do not interrupt each other.

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

There are various tactics for starting negotiations:

display of aggressiveness to put pressure on the opponent in the form of an offensive position, an attempt to suppress the opponent;

· to achieve a mutually beneficial compromise, you can use: small concessions, setting deadlines;

• to achieve a small dominance, it is possible to provide new facts; use of manipulation

Establishing positive personal relationships: creating a relaxed, friendly atmosphere; facilitating informal discussions; showing interest in the successful completion of negotiations; demonstration of interdependence; the desire not to lose "one's face";

To achieve procedural ease: search for new information; joint search for alternative solutions.

The third stage of the negotiations is to find a mutually acceptable solution, a psychological struggle.

At this stage, the parties check each other's capabilities, how realistic the requirements of each of the parties are and how their implementation will affect the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all sorts of options. Here, various manipulations and psychological pressure on the opposite side are possible, an attempt to put pressure on the mediator, seizing the initiative in all possible ways. The goal of each of the participants is to maintain balance or a little dominance.

The task of the mediator at this stage is to see and put into action possible combinations of the interests of the participants, to contribute to the introduction of a large number of solutions, to direct the negotiations towards the search for specific proposals. In the event that the negotiations begin to take on a harsh character that offends one of the parties, the mediator must find a way out of the situation.

The fourth stage is the completion of negotiations or the exit from the impasse.

By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, some kind of decision is required. A few final concessions made by both sides could save the whole thing. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work.

CONCLUSION

Each solution to the conflict involves making a forecast of the consequences of this decision and determining the necessary costs for its implementation (material, emotional, temporal). It should be noted that when a decision is made to resolve a conflict situation, the consequences of this decision for each of the parties will be different, sometimes opposite. In this regard, the consequences and costs need to be calculated separately for each of the parties involved.

There are several effective conflict management technologies, each of which involves a number of tactical methods. Researchers identify three main conflict management technologies: normative, or moral and legal, realistic, idealistic (integrative). The most common in terms of using conflict resolution methods are structural ...

In "Union" MGSU, 2003, 2 19. Shipilov A.I. Conflictology. Textbook for high schools. M.UNITI, 2005. 20. Shilo I.N. Conflict as a Subject of the Sociology of Organizations. Sotsiologicheskie issledovanija. 2003. No. 10. S. 27-30. 21. Shulgin D.B., Kortov V.S. Management of conflicts of interest in the commercialization of university technologies // University management. 2004. No. 4(32). pp. 38-43. ...

Structural conflict management methods include: clarification of job requirements; formation of coordination and integration mechanisms, corporate goals; use of reward systems.

• - Explain job requirements. One of the best management techniques to prevent dysfunctional conflict is to clarify what results are expected from each employee and department. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, as well as clearly defined policies, procedures and rules, should be mentioned here. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them and in what situation.
• - Coordination and integration mechanisms. This is an application of the coordination mechanism. One of the most common mechanisms is the command chain. In conflict management, integration tools are very useful, such as management hierarchy, the use of services that communicate between functions, cross-functional teams, task forces and inter-departmental meetings. Research has shown that organizations that maintained the level of integration they needed were more effective than those that did not. For example, a company where there was a conflict between interdependent divisions - the sales department and the production department - managed to solve the problem by creating an intermediate service that coordinates the volume of orders and sales. This service was the link between sales and production and dealt with issues such as sales requirements, capacity utilization, pricing, and delivery schedules.
• - Organizational overarching goals. Establishing corporate-wide complex goals is another structural method for managing a structural situation. The effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The idea that is embedded in these higher goals will direct the efforts of all participants to achieve a common goal.

For example, if three shifts in a production department conflict with each other, you should formulate goals for your department, and not for each shift individually. Likewise, setting clear goals for the entire organization will also encourage department heads to make decisions that benefit the entire organization, not just their own functional area. The presentation of the highest principles (values) of the organization reveals the content of complex goals. The company seeks to reduce the potential for conflict by setting out company-wide, overarching goals in order to achieve greater coherence and performance across all staff.

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

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

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

Clarification of requirements to work is one of the effective methods of conflict prevention and resolution. Each employee must clearly understand what his duties, responsibilities, rights are. The method is implemented through the development of appropriate job descriptions, regulations, documents regulating the distribution of functions, rights and responsibilities.

Use of coordination mechanisms is to involve structural divisions of the organization or officials who, if necessary, can intervene in the conflict and help eliminate the causes of the dispute between the conflicting parties. One of the most common mechanisms is the hierarchy of authority, which streamlines the interaction of people, decision making and information flows within the organization. If employees have disagreements on some issue, the conflict can be avoided by contacting the general manager with a proposal to make the necessary decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since subordinates are obliged to comply with the decisions of their leader.

Development or refinement of corporate goals allows you to unite the efforts of all employees of the organization, direct them to achieve the set goals.

Creating sound reward systems can also be used to manage a conflict situation, since fair remuneration positively affects people's behavior and avoids destructive conflicts.

Interpersonal methods of conflict management

Conflict is a normal manifestation of social ties and relations between people, a way of interaction in the event of a clash of incompatible views, positions and interests, a confrontation between two or more parties that are interconnected but pursue their own goals.

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 conflict participants in line with the established norms of relationships.

Interpersonal Methods involve the choice of the style of behavior of the participants in the conflict in order to minimize the damage to their interests. Along with the well-known styles of conflict behavior, which include accommodation (compliance), evasion, confrontation, cooperation and compromise, attention should be paid to coercion and problem solving.

Compulsion means trying to force one's point of view at any cost. The one who tries to do this is not interested in the opinions of others. The person using this approach usually behaves aggressively and uses power through coercion to influence others. The coercive style can be effective in situations where the leader has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creates a greater likelihood that some important factors will not be taken into account, since only one point of view is presented. This style can cause resentment, especially among the younger and more educated part of the staff.

Solution means acknowledging differences of opinion and willingness to get acquainted with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style does not seek to achieve his goal at the expense of others, but rather is looking for the best way to overcome the conflict situation. In complex situations, where a variety of approaches and accurate information are essential for sound decision making, conflicting opinions should be encouraged and managed using a problem-solving style.

Conflict management through problem solving is carried out in the following order.

2. Once the problem is identified, identify solutions that are acceptable to both conflicting parties.

3. Focus on the problem, not on the personal qualities of the other conflicting party.

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

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

Structural methods. Structural methods of resolving organizational conflict are based on changes in the structure of the organization and are aimed at resolving an already existing conflict. The following groups of structural methods are distinguished.

1. Methods related to the use of one's official position (legitimate authority): orders, orders, directives, clarification of work requirements, etc.
2. "Separation" of the parties to the conflict in terms of resources, goals, means of labor or a decrease in their interdependence.
3. Methods related to the creation of a certain "reserve" in the work of interdependent divisions (stocks of materials, components, etc.).
4. Methods for bringing together participants in a conflict to solve common problems: formulating a mission, setting corporate goals.
5. Creation of a structure that performs integration functions and coordinates the actions of the conflicting parties (coordinator, common leader, etc.).
6. Methods for creating reward systems. Rewards can be used as a method of managing conflict by influencing people's behavior to avoid dysfunctional consequences. It is important that the system encourages only necessary production behavior, is understandable and perceived by employees as fair.

Intrapersonal methods of conflict management. Intrapersonal conflict is a conflict of a person with himself, a discrepancy between desires and existing opportunities, dissatisfaction with himself.

This kind of conflict can have both functional consequences when a person strives for self-improvement, and dysfunctional consequences if it contributes to the emergence of other types of conflicts and worsens health.

Types of intrapersonal conflicts are listed below.

1. An orientation conflict, when, for example, in order to achieve corporate goals, it is necessary to focus on achieving success, and the person himself tends to focus on avoiding failure. Or the case requires work on a day off, and the employee promised his wife to spend this weekend in the family.
2. The conflict of facts and plans for achievements is associated with a feeling of dissatisfaction with the results obtained, which "did not reach" the planned ones.
3. Conflict of role functions (actually performed and desired or planned).
4. Conflict of goals (personal, subjectively set and externally initiated).

A prolonged intrapersonal conflict can develop into stress, and later into a state of depression.

Understanding the essence of intrapersonal conflict will allow you to choose a line of behavior that reduces the state of tension and discomfort.

Negotiation. Negotiations refer to specially prepared, regulated conversations. There are two main objectives of the negotiations:

• resolution of conflicts, disputes;
• organization of cooperation.

Figuratively speaking, in the context of a conflict, the task of negotiations is to divide the pie into parts and distribute them, and in a situation of cooperation - to create a new pie.

Types of decisions in negotiations:

1. compromise. The most common type of solutions;
2. finding a fundamentally new solution;
3. finding an asymmetric solution.

The search for a compromise is carried out in the field of vital interests, which are at the same time mutually exclusive. An important condition is the willingness of the parties to satisfy only part of the interests. One of the main issues that must be resolved during negotiations is the question of the criteria that determine the legality of certain demands or concessions. If there is a generally accepted criterion, then the time for negotiating is sharply reduced.

Finding a fundamentally new solution can remove the existing contradictions. This is possible only with a detailed study of needs, interests, values. For example, two sisters are arguing over how to share one orange. At the same time, everyone wants to get the most of it. They decide to split it in half. The decision seems fair, but it turned out that one sister needed an orange for food, and the other needed only the zest (peel) from it in order to bake a pie.

The search for a fundamentally new solution, first of all, is associated with a creative approach to the problem, with the ability to consider the problem wider than the initially given positions, and then concessions may not be required from the opposing sides at all.

If the parties do not find a "middle" solution, they can move to an asymmetric solution. In this situation, the concessions of one side significantly exceed the concessions of the other side. The degree of asymmetry can be different, almost to the point of completely ignoring the interests of one of the parties (the style of behavior in a conflict situation is coercion and adaptation).

Factors affecting the increase in the effectiveness of negotiations:

• separating the person from the problem;
• focus on interests, not positions;
• exploring options that can satisfy both parties;
• search for objective criteria;
• it must be remembered that negotiation is an interaction, not an action;
• negotiations are held with a specific goal, but each side has its own goals;
• compliance with the sequence of stages of negotiations and reflection of the negotiation process;

The main stages of the negotiation process:

1. preparation for negotiations;
2. their management process;
3. analysis of the results and implementation of the agreements reached, since the completion of one negotiations at the same time is the beginning of other negotiations with this or another partner.

Negotiations are the central moment of conflict resolution. Successful negotiation leads to dysfunctional consequences of conflict; the failure of the negotiation process exacerbates the conflict.

All-Russian State Tax Academy

Faculty of Law

Department of Criminal Disciplines

on the course "Conflictology"

Topic. Conflict management methods.

student of the Faculty of Law of the correspondence department

Magomadova M. G.

Moscow-2001

1. Conflict management

2. Methods of conflict management

2.1. Intrapersonal Methods

2.2. Structural Methods

2.4. Personal Methods

2.5. Negotiation

2.6. Personal behavior management methods

2.7. Methods that include retaliatory aggressive actions

LITERATURE

1. Conflict management

Conflict Management are targeted actions.

- to eliminate the causes that gave rise to the conflict;

- to correct the behavior of the participants in the conflict;

- to maintain the necessary level of conflict, not going beyond the controlled limits.

Let us first of all consider the behavior of a person in a conflict situation from the point of view of its compliance with psychological standards. It is believed that constructive conflict resolution depends on the following factors:

The adequacy of the perception of the conflict, that is, a fairly accurate assessment of the actions, intentions, both of the enemy and one's own, not distorted by personal predilections;

Openness and effectiveness of communication, readiness for a comprehensive discussion of problems, when participants honestly express their understanding of what is happening and ways out of the conflict situation,

Creation of an atmosphere of mutual trust and cooperation.

It is also useful for a leader to know what character traits, features of human behavior are characteristic for conflict personality. Summarizing the studies of various scientists, we can say that the following can be attributed to such qualities:

Inadequate self-esteem of one's abilities and abilities, which can be both overestimated and underestimated. In both cases, it may contradict an adequate assessment of others - and the ground for a conflict is ready;

The desire to dominate at all costs where possible and impossible;

Conservatism of thinking, views, beliefs, unwillingness to overcome outdated traditions;

Excessive adherence to principles and straightforwardness in statements and judgments, the desire to tell the truth at all costs;

A certain set of emotional personality traits: anxiety, aggressiveness, stubbornness, irritability.

How to behave as a leader with a "conflict personality"? There is only one way - "pick up the key". To do this, try to see in him a friend and the best features (qualities) of his personality, since you can no longer change either the system of his views and values, or his psychological characteristics and characteristics of the nervous system. If they could not "pick up the key to him," then there is only one means left - to transfer such a person to the category of spontaneous action.

Thus, in a conflict situation or in dealing with a difficult person, you should use an approach that is more appropriate for specific circumstances and in which you can feel most comfortable. The best advisers in choosing the optimal approach to conflict resolution are life experience and the desire not to complicate the situation and not bring the person to stress. You can, for example, reach a compromise by adapting 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. Therefore, the best way to resolve a conflict situation is to consciously choose the optimal strategy of behavior.

Before proceeding to resolve the conflict, you should try to answer the following questions:

Do you want a favorable outcome;

What do you need to do to better control your emotions?

How would you feel in the place of the conflicting parties;

Is a mediator needed to resolve the conflict;

In what atmosphere (situation) could people open up better, find a common language and develop their own solutions.

2. Methods of conflict management

Conflict Management Methods are divided into: intrapersonal; structural; interpersonal (behavior styles); personal; negotiation; methods of managing the behavior of the individual and harmonizing organizational roles and their functions, sometimes turning into manipulating employees; methods that include retaliatory aggressive actions.

2.1. Intrapersonal Methods

Intrapersonal Methods Conflict management consists in the ability to properly organize one's own behavior, to express one's point of view so that it does not cause a negative reaction, a psychological need to protect others. For example, when you arrive at work in the morning, you discover that someone has moved everything on your desk. You want to prevent this from happening again, but it is also undesirable to spoil relations with employees. You state: “When papers are moved on my desk, it annoys me very much. I would like to find everything in the future, as I leave before leaving. Being clear about why these behaviors annoy those around you helps them understand you, and when you speak without attacking them, such a reaction can push others to change their behavior.

2.2. Structural Methods

TO structural methods conflict management include: clarification of job requirements; formation of coordination and integration mechanisms, corporate goals; use of reward systems.

2.3. Interpersonal methods (management styles)

Interpersonal Methods conflict management are methods in which at least two parties take part, and each of the parties chooses a form of behavior to preserve their interests, taking into account further possible interaction with the opponent. K.U. Thomas and R.H. Kilmenn developed the main most acceptable strategies of behavior in a conflict situation. They point out that there are five basic styles of behavior in conflict: accommodation, compromise, cooperation, avoidance, rivalry or competition. The style of behavior in a particular conflict, they point out, is determined by the extent to which you want to satisfy your own interests, while acting passively or actively, and the interests of the other side, acting jointly or individually.

Style of competition, rivalry can be used by a person with a strong will, sufficient authority, power, not very interested in cooperation with the other side and striving first of all to satisfy his own interests. It can be used if:

The outcome of the conflict is very important to you, and you make a big bet on your solution to the problem that has arisen;

You feel like you have no other choice and nothing to lose;

You must make an unpopular decision and you have sufficient authority to choose this step;

You interact with subordinates who prefer an authoritarian style.

However, it should be borne in mind that this is not a style that can be used in close personal relationships, since it cannot cause anything other than a feeling of alienation. It is also inappropriate to use it in a situation where you do not have sufficient power, and your point of view on some issue is at odds with the point of view of the boss.

Collaboration style can be used if, in defending your own interests, you are forced to take into account the needs and desires of the other side. This style is the most difficult, as it requires more work. The purpose of its application is to develop a long-term mutually beneficial solution. This style requires the ability to explain your desires, listen to each other, and restrain your emotions. The absence of one of these factors makes this style ineffective. This style can be used to resolve a conflict in the following situations:

It is necessary to find a common solution if each of the approaches to the problem is important and does not allow compromise solutions;

You have a long, strong and interdependent relationship with the other party;

The main goal is to acquire joint work experience;

The parties are able to listen to each other and state the essence of their interests;

It is necessary to integrate points of view and strengthen the personal involvement of employees in activities.

Compromise style. Its essence lies in the fact that the parties seek to resolve differences with mutual concessions. In this regard, it somewhat resembles the style of cooperation, however, it is carried out at a more superficial level, since the parties are somewhat inferior to each other. This style is the most effective, both parties want the same thing, but they know that it is impossible to do it at the same time. For example, the desire to occupy the same position or the same premises for work. When using this style, the emphasis is not on a solution that satisfies the interests of both parties, but on an option that can be expressed in the words: "We cannot fully fulfill our desires, therefore, it is necessary to come to a solution that each of us can agree on" .

This approach to conflict resolution can be used in the following situations:

Both sides have equally persuasive arguments and wield the same power;

Satisfying your desire is of little importance to you;

You may be satisfied with a temporary solution, since there is no time to develop another, or other approaches to solving the problem have not been effective;

Compromise will allow you to gain at least something rather than lose everything.

Evasion Style is usually implemented when the issue at hand is not important to you, you do not stand up for your rights, do not cooperate with anyone to develop a solution, and do not want to spend time and effort on solving it. This style is also recommended in cases where one of the parties has more power or feels they are in the wrong, or believes that there is no good reason to continue contact.

The source of disagreement is trivial and unimportant to you compared to other more important tasks, and therefore you think that it is not worth wasting energy on it;

You know that you cannot or even do not want to decide the issue in your favor;

You have little power to solve the problem in the way you want;

You want to buy time to study the situation and get more information before making any decision;

Trying to solve the problem immediately is dangerous, since opening up and openly discussing the conflict can only worsen the situation;

Subordinates themselves can successfully resolve the conflict;

You've had a hard day, and solving this problem can bring additional trouble.

It should not be thought that this style is an escape from a problem or an evasion of responsibility. In fact, leaving or postponing may be a very appropriate response to a conflict situation, as it may resolve itself in the meantime, or you can deal with it later when you have sufficient information and a desire to resolve it.

Fixture Style means that you are acting in concert with the other party, but at the same time you are not trying to defend your own interests in order to smooth the atmosphere and restore a normal working atmosphere. Thomas and Kilmenn believe that this style is most effective when the outcome of the case is extremely important to the other side and not very important to you, or when you are sacrificing your own interests in favor of the other side.

The fixture style can be applied in the following most typical situations:

The most important task is to restore calm and stability, not to resolve the conflict;

The subject of the disagreement is not important to you or you are not particularly concerned about what happened;

Realize that the truth is not on your side;

Feel like you don't have enough power or a chance to win.

Just as no leadership style can be effective in all situations without exception, so none of the conflict resolution styles discussed can be singled out as the best. We must learn how to effectively use each of them and consciously make one or another choice, taking into account specific circumstances.

2.4. Personal Methods

This group focuses on the leader's ability to actively resist conflicts, meaning the following:

The use of power, encouragement and punishment directly in relation to the participants in the conflict;

Changing the conflict motivation of employees by influencing their needs and interests by administrative methods;

Persuasion of the parties to the conflict;

Changing the composition of the participants in the conflict and the system of their interaction by moving people within the organization, dismissal or inducement to voluntary leave;

The entry of the leader into the conflict as an expert or arbiter and the search for agreement through joint negotiations;

2.5. Negotiation

Of all the ways to overcome the confrontation of the parties, negotiations between them are the most effective. They are characterized by the fact that the parties are trying to achieve at least part of what they want, to make certain compromises. In order for negotiations to become possible, certain conditions must be met:

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

Lack of significant differences in strength among the subjects of the conflict;

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

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

Properly organized negotiations go through several stages:

1) Preparing to start negotiations. Before starting negotiations, it is necessary to diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the alignment of forces, clearly formulate your goal and possible results of participating in negotiations, work out procedural issues: where is it better to conduct negotiations, what kind of atmosphere is expected, whether good relationship with an opponent. According to many researchers, the success of all activities depends on a properly organized stage by 50%, and a lack of information leads to suspicion and distrust of the participants, that is, to a deepening of the conflict;

2) Initial position selection(official statements of the negotiators). This stage allows you to show your opponents that you know their interests and you take them into account, determine the room for maneuver and try to leave as much room as possible for yourself in it. There are various tactics for starting negotiations:

You can be aggressive in order to put pressure on your opponent, to suppress him;

The successful course of negotiations is facilitated by the establishment of relaxed personal relations, the creation of a friendly atmosphere, the indication of interdependence;

Minor concessions can be used to reach a mutually beneficial compromise;

Obtaining a small advantage is facilitated by the provision of new facts, the use of manipulations;

Procedural ease is achieved through collaborative information retrieval;

3) Search for a mutually acceptable solution, psychological struggle. At this stage, the parties test each other's capabilities, try to seize the initiative in every possible way. Opponents present facts that are beneficial only to them, declare that they have all sorts of options. The goal of each of the participants is to maintain a balance or a slight advantage. The task of the mediator at this stage is to direct the negotiations towards the search for specific proposals. In the event that the negotiations begin to sharply offend one of the parties, the mediator of the new one must find a way out of the situation;

4) Completion of negotiations or exit from an impasse. By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, some kind of decision is required. A few final concessions made by both sides could save the whole thing. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work. The mediator, using the power given to him, will settle the last differences and bring the parties to a compromise.

Mankind has accumulated vast experience in negotiating. In recent decades, several rules and procedures for their conduct have been defined. The parties to the negotiations, direct participants, subject, channels of mutual communication, information are determined. It has been noted that there are difficulties in developing criteria for evaluating both the course and the results of negotiations. In general, the behavior of participants largely depends on the current situation, as well as their educational and cultural level, volitional and other personal characteristics.

2.6. Personal behavior management methods

Behavior Management represents a system of measures for the formation of principles, norms of behavior of people in an organization, which allows you to achieve your goals in a given time frame at a reasonable cost. The organization, in accordance with its goals, strategy, organizational structure, specifics of activity, selects specialists for certain roles, to perform specific functions and obtain the required results, for which a certain remuneration is due. A person, having an idea of ​​himself and his capabilities, taking into account his goals, enters into a relationship with the organization, seeking to occupy a certain place in it, perform certain work and receive remuneration. The person expects from the organization: a place in the social structure, a specific interesting job, the desired reward. The organization expects from the individual: qualification and personal characteristics for the performance of work, the required results of work, recognition of accepted norms of behavior. With proper management, the expectations of the individual and the organization approach each other. The task of behavior management is to achieve compliance with the mutual expectations of the individual and the organization.

2.7. Methods that include retaliatory aggressive actions

This group of methods is used in extreme cases, when the possibilities of all previous methods have been exhausted.

Literature

1. A Brief Psychological Dictionary / Ed. A.V. Petrovsky, N.G. Yaroshevsky. - M. 1993

2. Krichevsky R.L. If you are a leader...– M.: Delo, 1993.

3. Dmitriev A. V. Conflictology. Tutorial. - M.: Gardariki, 2000

4. Gromova O. N. Conflictology. Lecture course. M.: Ekmos, 2000