Resolution of conflict situations in the organization. Conflicts in the organization: types, causes and ways of resolution

The concept of conflict does not have one single definition. This phenomenon causes tension, which can be viewed from three positions: negative, positive and neutral. In most cases, conflict is perceived as a negative phenomenon.

For example, if two people do not agree, this does not mean that one of them is wrong. This conflict that is not emotionally colored in any way can become negative in the future. There are different ways to resolve conflicts in an organization.

Reasons for disputes

The causes of conflicts may relate to the following aspects:

1. Limited resources. They can be human, capital, material (equipment, tools).
2. Habit to the old way within the organization. For example, some innovations can cause a wave of negative emotions in the team.
3. Failure to achieve the set goals. If a person expected something from the organization, for example, a promotion, but did not receive it, then he may be disappointed in the company.
4. "Disordered" cooperation. Here we can say that in many respects the success of the company depends on maintaining the team spirit of the team. If everyone works harmoniously, then the company develops successfully.
5. Different goals of departments and (or) employees individually. This situation can arise if the company grows, and control over it is gradually lost.
6. If people's values ​​differ, then, most likely, conflicts cannot be avoided either. Everyone's opinion will be built on the basis of his life experience, philosophy of life and value system. From here comes the manner of behavior, conversation.
7. Bad communication. Incorrect or misunderstood information can be a source of tension in an organization.

There is a broad classification of conflicts. For example, there are constructive and destructive conflicts. The former are beneficial, the latter destroy the relationship.

Also, according to the degree of spread of tension in the company, the following conflicts are distinguished:

• Intrapersonal (concerns one person, his inner world, which is trying to resist the external environment).
• Interpersonal arises for any of the above reasons.
• Intra-group involves the opposition of the entire team to one of its representatives. The reasons may be the same.
• Intergroup. When the goals, values ​​and beliefs of one and the other group do not coincide.
• General tension within the organization. It can occur vertically (between management at different levels), horizontally (for example, between subordinates) and in parallel (between managers and specialists in certain areas).
• The company's conflict with the external environment.

Solutions

To resolve a tense situation in an organization, one must be able to choose the right method that would become effective. All methods are divided into structural and interpersonal. The first relate to the establishment of order in the company, and the second - the relationship between management and employees.

Structural methods include:

• coordination mechanisms. This is about subordination. Each of the employees must clearly understand who he is, who his leader is (and vice versa).
• integration mechanisms. Thanks to such mechanisms, all elements of the organization are connected, which makes the work harmonious.
• Reward system. For the interest shown in the problem, it is necessary to encourage employees. A financial reward or promotion would be a great gift.
• Setting goals and explaining the tasks of work for each employee.

Definition of the specific purpose of the organization. This method allows you to direct the forces of the entire labor collective in one direction to achieve a common goal.

Interpersonal methods are:

• Evasion. With this behavior, a person avoids controversial situations. He tries to behave in such a way that his behavior does not cause negative manifestations on the part of the company or department.
• Smoothing. This method, like the first one, does not solve the problem. Through various persuasions, an opinion is imposed on a person.
• Compulsion. This method also cannot be called effective. With this method, it turns out that a person is forced to accept the point of view of another person. Coercion always causes negative emotions.
• Compromise. Here we are talking that one participant in the conflict voluntarily accepts, in whole or in part, the side of the other participant.

Solution

Thus, the most common interpretation of the conflict is the disagreement of each of the parties with the opinion of the other. There is a clear confrontation, accompanied by evidence based on their experience or available information.

Video

What if the relationship in the team does not add up? A business coach will give advice.

Introduction

3. Research and analysis of conflict situations in the organization

4. Develop a conflict resolution strategy

Conclusion

List of used literature

Introduction

"Conflict" is a Latin word meaning collision. In management, conflict is understood as a temporary emotional change in mood in connection with the receipt or non-receipt of information, causing a specific idea of ​​the object of interest, leading to a lack of agreement between individuals, groups and a violation of the normative activities of these individuals or groups. At the same time, the same information in different people causes a different reaction, generating or not generating a conflict.

The conflict is determined by the fact that the conscious behavior of one of the parties (individual, group or organization) causes a disorder in the interests of the other party, which gives rise to its opposition. As a result, there are negative consequences in joint activities.

In recent years, the public life of our country has been characterized by a significant increase in political and social tension, an aggravation of contradictions that explode into sharp conflicts at all levels of the social structure.

The need for a fundamental analysis of the system of economic and social contradictions and social and labor relations of production entities at the enterprise level, the study of the patterns of occurrence, course and resolution of labor conflicts, and in particular, their extreme forms - strikes, the identification of reserves of social partnership in limiting and overcoming their negative consequences determine the relevance of the topic.

The purpose of this work is to study conflicts and negotiations as a way to resolve conflict situations. The main objectives of the work are: the study of conflicts, their types, stages and methods of their prevention; research and analysis of conflict situations in the organization; development of a conflict resolution strategy.

1. Conflicts in the organization - typology, main stages, methods of conflict prevention

The conflict is a very complex and psychological phenomenon, the success of the study of which largely depends on the quality of the initial methodological and theoretical premises, the methods used.

In social psychology, there is a multivariate classification of conflicts depending on the criteria that are taken as a basis.

In relation to a separate subject, conflicts are internal and external. The former include intrapersonal conflicts; to the second - interpersonal, between the individual and the group and intergroup. All types of conflicts are closely related.

So, intrapersonal conflict can cause a person to act aggressively towards others and thereby cause interpersonal conflict.

In terms of the organizational levels to which the parties belong, conflicts can be divided into horizontal and vertical components. The first type can be attributed to the conflict between individual areas of activity in the organization. The second type includes conflicts between different levels of the hierarchy.

According to the sphere of origin and development, conflicts can be divided into business, related to the official activities of a person, the performance of official duties, and personal, affecting informal relations.

According to the distribution of losses and gains between the parties, conflicts are divided into symmetrical and asymmetric. In the first case, they are distributed equally; in the second, some gain or lose significantly more than others.

While the conflict is not yet "ripe", it is hidden, which makes it difficult to manage or resolve it. Otherwise, the conflict is considered open. An open conflict is under the control of the management, so it is less dangerous for the organization, while a hidden conflict quietly undermines its foundations, although outwardly it may seem that everything is fine.

Hidden conflicts often develop in the form of intrigue, which refers to the dishonest entanglement of leaders and colleagues in order to force them into certain actions that benefit the initiators and harm those against whom the intrigue is directed. The instrument of intrigue is distorted information disseminated through "third parties", with the help of which people and their actions are "denigrated" or "whitewashed".

Conflicts can be constructive or destructive in their consequences. Constructive conflicts imply the possibility of rational transformations in the organization, as a result of which their object itself is eliminated, and, therefore, can bring great benefits to it, contribute to its development. If the conflict does not have a real basis, then it becomes destructive, because it first destroys the system of relations between people, and then introduces disorganization into the course of production processes.

Let us give a brief description of the main stages of the conflict:

A conflict situation arises (the first stage of the conflict), i.e. a state of affairs in which the interests of the parties objectively come into conflict with each other, but there is still no open clash. It can arise both "at the initiative" of the parties, and without their participation, including being passed on to them "by inheritance";

The incident, which is the second stage of the conflict, may arise purposefully or occur accidentally due to circumstances and be both objective and subjective, based on a misunderstanding, i.e. exist only in the imagination of the parties;

The third stage in the development of the conflict is the crisis and the rupture of relations between opponents. This phase, in turn, consists of two stages - constructive and destructive. Within the framework of the constructive stage, the possibility of joint activities, although in specific forms, remains. Therefore, opponents can still be put at the negotiating table. At the destructive stage, no cooperation is possible anymore: the opponents lose their self-control, and they must be separated;

At the fourth stage of the development of the conflict, its completion occurs. An objective conflict ends with the cessation of the existence of its object, both as a result of liquidation (self-liquidation), and because of the loss of significance for the parties due to changed circumstances. Another way to end such a conflict is to leave the object with one of the opponents while eliminating the rest. If neither one nor the other happens and the confrontation drags on, then various psychological mechanisms begin to work, turning an objective conflict into a subjective one.

The main types of conflicts, their causes and methods of resolution are grouped in Table. 1.

Table 1 Types of conflicts, their causes and methods for their resolution

Types of conflicts	Causes of conflicts	Conflict resolution methods
Intrapersonal	Mismatch of external requirements and internal positions, mismatch between different kinds of interests	Getting out of discomfort by changing your thoughts, dispositions, values ​​and behavior and by getting more information about the problem
interpersonal	Conflict of interests (discrepancy of characters, personal views or moral values)	Resolving conflict by force; conflict resolution through cooperation (taking into account the interests of each party); avoidance of conflict (lack of personal perseverance and desire to cooperate), style of compromise (moderately takes into account the interests of each side, quick resolution of the conflict)
Intragroup	Mismatch of norms of behavior (change of leadership, appearance of an informal leader)
Intraorganizational	Struggle for spheres of influence within the organization

2. Negotiations - certain concepts, stages

Conflict resolution is a joint activity of its participants, aimed at stopping opposition and solving the problem that led to the collision. Conflict resolution involves the activity of both parties to transform the conditions in which they interact, to eliminate the causes of the conflict. To resolve the conflict, it is necessary to change the opponents themselves, their positions, which they defended in the conflict.

Conflict resolution is a multi-stage process that includes the analysis and assessment of the situation, the choice of a way to resolve the conflict, the formation of an action plan, its implementation, and an assessment of the effectiveness of one's actions.

The main conflict resolution strategies are competition, cooperation, compromise, accommodation and avoidance.

Rivalry consists in imposing on the other side a preferred solution.

Compromise consists in the desire of opponents to end the conflict with partial concessions.

Adaptation, or concession, is seen as a forced or voluntary refusal to fight and surrender of one's positions.

Dealing with a problem or avoidance is an attempt to get out of the conflict at a minimum cost.

Cooperation is considered the most effective conflict resolution strategy. It presupposes the orientation of opponents to a constructive discussion of the problem, considering the other side not as an adversary, but as an ally in search of a solution.

Depending on the strategies chosen, it is possible to resolve the conflict by forceful suppression of one of the parties or through negotiations.

Negotiation is the process of finding an agreement between people through the harmonization of their interests.

When preparing for a negotiation, there are a number of things to consider:

Time of negotiations;

Introduction 2

Conflicts in organizations.3

1 What is conflict.3

2 Causes of conflicts.4

3 Causes of conflict in an organization6

4 Types of conflicts in an organization8

Conflict resolution.11

1 Methods permissions conflicts in the organization11

2 Examples of conflict management in an organization.17

Conclusion. 22

Bibliography 24

Introduction

Relevanceof this topic is that at present in organizations, leaders of many levels lack knowledge about conflicts and ways to prevent them. Many leaders simply do not know how to get out of a conflict situation, they do not know that there are peaceful and constructive methods. Conflict is part of the process of interaction between people. This paper discusses: what is a conflict, what conflicts are, the causes of conflicts, methods of conflict resolution. All people are different. We all perceive different situations differently. Which leads to the fact that we simply do not agree with each other. Conflicts in organizations arise not only during negotiations, but also during any business and personal contacts. There are a lot of reasons for conflicts, but the main one is the wrong attitude of managers with subordinates or the psychological incompatibility of people.

Of course, most conflicts will negatively affect the activities of the organization. But sometimes the conflict benefits the company. It can stimulate more effective and constructive problem solving, and it can also identify alternatives for resolving various contentious issues. It can also encourage employees to express their ideas and suggestions.

Taskscourse work is as follows:

· Find out what is conflict, causes and types of conflict situations.

· Give a detailed description of the methods of resolving conflict situations.

It is possible to lead without conflict if one learns such management, in which everything destructive is eliminated in purposeful cooperation with others. This is very difficult task. But today we have the knowledge and experience to get closer to the goal.

1. Conflicts in organizations

1.1 What is conflict

conflict dispute psychological organization

What is conflict? It is a process in which one individual, group of people, or department of a firm interferes with the plans of another. The concept of conflict is often associated with negativity, quarrels, threats, warriors, and the like. There is an opinion that conflict is an undesirable phenomenon that should be avoided.

Conflict (from lat. conflicts) - clash, struggle, hostile attitude. Conflict situations are studied by conflictology.

The subject of the conflict is the imagined or existing problem underlying the conflict.

The subject of the conflict is an active party capable of creating a conflict situation and influencing the conflict.

The object of the conflict can be a material or spiritual value, the possession or use of which is sought by both parties to the conflict.

An organization is a complex whole that includes not only individuals with different statuses, social attitudes and interests. But also various social formations, striving to take a higher place in the structure of the organization, to change the existing norms of activity or the system of relations within the organizational structure.

Organizational conflict. Who among us has not experienced this, which has a bad effect on every person in the firm? Who has not been drawn at least once into the cycle of intrigue, corporate conspiracies, sidelong glances, whispered conversations behind their backs? Any employee of the company, regardless of rank, can become a victim of conflicts. Moreover, if the company is rapidly fluttering, the more conflicts appear.

At the heart of any conflict is a situation that includes:

1.Contradiction of the position of the parties to any pretext.

2.Different goals or means of achieving them.

.Or a mismatch of interests, desires.

In textbooks on conflictology, you can find that conflicts are necessary and useful. We can highlight the positive features, such as:

Ø Informational and educational. This function has two sides: signaling and communicative. The signaling side is that the administration pays attention to intolerable working conditions, various abuses. The communicative side is that opponents need to have information that allows them to draw conclusions about the strategy and tactics of their opponent, the resources that he has. Any conflict gives a signal to the manager that there is a problem that needs to be solved. Allows you to know it, because the totality of facts perceived by people is revealed.

Ø Integrative. Conflict tends to bring people together in groups against another group or person in the same firm. This effect can operate in the most different situations. As a result, a boundary is established between those people who, according to some criteria, are considered to be their own or others.

Ø The function of stimulating adaptation to a changing environment.

1.2 Causes of conflicts

We are all different and it is quite natural that we differ in opinions, assessments, goals and methods of achieving them. All these disagreements contribute to the development of conflicts.

Conflict is a very complex and psychological phenomenon, the study of which depends on the quality of the methods used.

In psychology, conflict is defined as a collision of oppositely directed, incompatible tendencies, a single episode in consciousness, in interpersonal interactions or interpersonal relationships of individuals or groups of people associated with negative emotional experiences.

The cause of the conflict is an event, situation, facts, phenomena that precede the conflict and cause it under certain conditions of activity of the subjects of social interaction.

The emergence and development of conflicts is due to the action of four groups of factors:

1.objective

2.Organizational - managerial

.Socio - psychological

.Personal.

The first two groups are objective, while the third and fourth are subjective.

Objective reasons are those circumstances of social interaction of people, leading to a clash of their thoughts, interests, values.

The subjective causes of the conflict are due to individual psychological characteristics and direct interaction of people during their unification into social groups.

The most important thing is to find out the cause of the conflict - this is the very first step in resolving the conflict. There are five main reasons for the conflict situation.

1.different life values. This may lead to a collision. For example, for you the family is the most important thing, and for your manager the success of the company is more important. The conflict arises when the manager asks you to work more than the norm, thereby you spend less time with your family.

2.Wrong assumptions can cause conflicts. For example, a husband, having come after work, assumes that a warm dinner is waiting for him at home, and his wife has not cooked food and has not cleaned the house, this can lead to a quarrel.

.Expectation. We expect other people to know what we think and what we want. These expectations give rise to resentment, quarrels, misunderstandings. Therefore, we must forever remember that we cannot read each other's thoughts. What is clear to us today may be completely incomprehensible to others. If we expect some certain actions from another, this absolutely does not mean that the other thinks the same way.

.Different upbringing. Our upbringing, religions, status in society, age, gender, nationality, skin color can cause conflicts. For example, a man behaves confidently and sometimes aggressively at work, then this is considered in the order of things, but if a woman behaves this way, then she will be condemned.

.The difference in goals desires and of course the inability to compromise. For example, you want to go to the theater and your friend wants to go to the cinema. A conflict may arise if everyone insists on their own version. In this situation, you need to be able to find a compromise.

1.3 Causes of conflict in the organization

According to research, a manager spends approximately 25% of his time on conflict resolution. Naturally, conflict in the workplace has a bad effect on team productivity. There are two typical reactions to conflict: avoiding conflict or fighting. Of course, both options lead to the desired results. It is very important to learn how to resolve disagreements. Disagreements, with the right approach to them, can contribute to the development of mutual understanding and mutual assistance in order to more effectively solve the problem. But first you need to find out the cause of the conflict. The reasons may be different. Let's highlight these reasons:

1.Allocation of resources - the need to share resources almost always leads to various types of conflict. For example, unfair assessment of the work of personnel and also remuneration, undeserved privileges of some and underestimation of other employees.

2.The interdependence of tasks on another person or group. Certain types of organizational structures increase the potential for conflict. For example, the matrix structure of the organization, where the principle of unity of command is specifically violated.

.Poor communication can act as a catalyst for conflict, making it difficult for individuals or groups to understand a situation or the point of view of others. For example, an inaccurate job description.

.Various life principles and values. For example, a leader will forgive a subordinate to do something that is at odds with their moral principles.

.conflicting goals. For example, when managers set a goal for employees, opposite each other. One manager says that the most important thing is to make a plan in a short time, and another says that the most important thing is the quality of work.

Fig.1 Scheme of the development of the conflict.

1.4 Types of conflicts in the organization

There are four main types of conflicts: intrapersonal, interpersonal, between an individual and a group, intergroup.

Consider the types of conflicts in the organization. intrapersonal conflict. The participants are not people, but various psychological factors. Intrapersonal conflicts associated with work in the organization, they can take various forms. One of the most common is role conflict, when different roles of a person make conflicting demands on him. Internal conflicts can arise in production, this can happen due to work overload or, on the contrary, lack of work.

Interpersonal conflict. The most common type of conflict. Conflict manifests itself in organizations in different ways. Many managers assume that the reason is the dissimilarity of characters. Indeed, due to differences in character, attitudes, behaviors, it is very difficult to get along with each other. But a deep analysis shows that the foundations of such conflicts are, as a rule, objective reasons. Conflicts occur between the subordinate and the leader. For example, when a subordinate is convinced that the leader makes exorbitant demands on him, and the leader believes that the subordinate does not fulfill the norm.

Interpersonal conflicts can be divided into the following types:

· Conflicts between employees;

· Management-level conflicts, that is, a conflict between leaders of the same rank.

Conflict between the individual and the group. They are mainly due to the discrepancy between individual and group norms of behavior. Anyone who does not perceive them becomes in opposition, risks being left alone.

Intergroup conflict. The organization consists of many formal and informal groups, between which, one way or another, conflicts arise. For example, between informal groups within departments, between managers and subordinates, between employees of different departments, between the administration and the trade union.

The whole set of conflicts, one way or another, is connected with the method of managing the organization. Since management is nothing more than an activity to resolve conflicts for the sake of those goals and objectives that determine the essence of the organization. The manager must resolve conflicts that arise in the organization between departments, between managers and subordinates, between producers and consumers of products, suppliers and manufacturers and suppliers in the name of the more general interests of the organization, which he considers as the goals of his management activities.

Also, conflicts are classified according to the degree of manifestation: hidden and open.

Hidden conflict usually involves two people who, for the time being, try not to show the appearance that they are in conflict. But as soon as one of them loses his nerve, the hidden conflict turns into an open one. There are also random, spontaneously arising and chronic, as well as deliberately provoked conflicts. As a kind of conflict, intrigue is also distinguished. Intrigue is understood as a deliberate dishonest action, beneficial to the initiator, who is forced by the collective or the individual to certain negative actions and this causes damage to the collective and the individual. Intrigues, as a rule, are carefully thought out and planned, have their own storyline.

The main types of conflicts, their causes and methods of resolution Table 1

Types of conflicts Causes of conflicts Methods for resolving conflicts Intrapersonal Mismatch of external requirements and internal positions, a mismatch between various kinds of interests Getting out of a state of discomfort by changing one's thoughts, dispositions, values ​​and behavior and by obtaining more information about the problem Interpersonal Clash of interests (mismatch of characters, personal views or moral values) Conflict resolution by force; conflict resolution through cooperation (taking into account the interests of each party); avoidance of conflict (lack of personal perseverance and desire to cooperate), style of compromise (interests of each side are moderately taken into account, quick resolution of the conflict)

2. Conflict resolution

2.1 Conflict resolution methods in the organization

Currently, experts have developed many different recommendations regarding various aspects of people's behavior in situations of conflict. Selection of appropriate strategies and means of their resolution, as well as their management.

Conflict resolution is the activity of the participants aimed at ending opposition and solving the problem that led to the disagreement. Conflict resolution involves the active participation of both parties to transform the conditions in which they interact, to eliminate the causes of the conflict.

The resolution of conflicts that arise in the organization may be part of the overall management process in the team, and then they are included in the responsibilities of the leader. The leader has the ability to use his power to resolve conflicts, and this allows him to influence the conflict and take timely measures to resolve their relationship. But at the same time, the leader cannot be objective enough.

Conflict resolution is a multi-stage process that includes the analysis and assessment of the situation, the choice of a way to resolve the conflict, the formation of an action plan, its implementation, and the evaluation of the effectiveness of their actions.

The main conflict resolution strategies are competition, cooperation, compromise, accommodation and avoidance.

· Rivalry consists in imposing a preferred solution on another opponent.

· A compromise consists in the desire of the parties to end the conflict with partial concessions.

· Adaptation, or concession, is seen as a forced or voluntary refusal to fight and surrender of one's positions.

· Avoidance or avoidance is an attempt to get out of a conflict situation at a minimum cost.

· Cooperation is considered the most effective strategy for conflict resolution. It implies the direction of the parties to a constructive discussion of the problem, considering the other opponent not as an adversary, but as an ally in the search for a solution.

Conflict management is a targeted impact on arranging the causes of the conflict, or on correcting the behavior of the participants in the conflict.

There are many methods of conflict management. Several groups, each of which has its own scope:

1.intrapersonal methods.

2.Structural methods.

.interpersonal method.

.Negotiation.

.retaliatory aggressive action. This method is used in extreme cases, when the possibilities of all previous groups have been exhausted.

Intrapersonal methods consist in the ability to correctly organize one's own behavior, express one's point of view without causing a defensive reaction from the other person. Several authors suggest using the “I am a statement” method, that is, a way of conveying your attitude to another person to a certain subject, without negativity, but in such a way that the other opponent changes his attitude.

This method helps a person to hold his position without turning the opponent into his enemy, "I - statement" can be used in any situation, but more effectively when a person is aggressive.

Structural method, affects mainly organizational conflicts that arise at the organizational level, arising from the incorrect distribution of responsibilities. These methods include:

1.Clarification of requirements;

2.Use of coordination and integration mechanisms;

.Creation of a reward system.

Clarifying job requirements is one of the popular methods of managing and preventing conflicts. Each specialist must clearly understand what results he should provide, what his duties, responsibilities, limits of authority, stages of work are. The method is implemented in the form of compiling the corresponding job descriptions, distribution of rights and responsibilities by management levels.

Coordination and integration mechanisms.

This is another method. It is one of the most common mechanisms - it is a hierarchy of authority. Which regulates the interaction of people, decision-making and information flows within the organization. If two workers have disagreements, on any issues, you need to contact the manager to resolve the conflict.

Interpersonal conflict resolution styles.

Interpersonal method - the choice of the style of the participants in the conflict, to minimize the damage to their interests. These include:

Evasion or withdrawal. This style means that a person tries to get away from a conflict situation with minimal losses. One way to resolve conflicts is to avoid situations that provoke conflict. Evasion is aimed at getting out of the situation without yielding, but also without insisting on one’s own, not expressing one’s opinion, transferring the conversation in a different direction.

Smoothing. This style is characterized by behavior that is dictated by a belief that is aimed at preserving or restoring good relations, to ensure the interests of the other party through concessions. Such a "slicker" tries not to let the conflict out, appealing to the need for solidarity. But at the same time, you can forget about the very problem underlying the conflict. In this case, peace may come, but the problem remains. This leads to the fact that eventually there will be an "explosion" of emotions, and the conflict will again become relevant.

Compulsion. Within the framework of this style, attempts to force people to accept their point of view at any cost predominate. A person who tries to apply this style is not interested in the opinion of other people, behaves aggressively. This style is effective where the leader has power over subordinates. But this style suppresses the initiative of subordinates.

Compromise. The essence of this style is that the parties seek to resolve differences by partial concessions. It is characterized by the rejection of part of the requirements that were put forward earlier, to accept the claims of the other side, and the willingness to forgive. The style is effective in cases where the opponent understands that the opponents have equal opportunities, the presence of mutually exclusive interests, satisfaction with a temporary solution, the threat of losing everything.

Solution to the problem. This style is considered the most effective strategy for dealing with conflict. This style is an acknowledgment of differences of opinion and a willingness to listen to other points of view in order to determine the causes of the conflict and find a solution for all parties. The one who operates with this style does not seek to achieve his goals at the expense of others, but rather seeks the best option solutions. This style is most effective in solving organizational problems.

The main positive method of conflict resolution is negotiation. Negotiation is a broad aspect of communication, covering many areas of human activity. Negotiation is the process of finding an agreement between people through the satisfaction of their interests. This method of conflict resolution is a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

The use of negotiations to resolve the conflict is possible under certain conditions:

· The existence of interdependence of the parties involved in the conflict.

· Lack of significant development in the capabilities of the subjects of the conflict.

· Correspondence of the stage of development of the conflict with the possibilities of negotiations.

· Participation of the parties who can actually make a decision in the current situation.

The main function of negotiations is the joint discussion of the problem and the adoption of a decision. The decision taken can be constructive, entailing a change in the situation for the better.

There are two types of negotiations:

1.Positional.

2.Rational.

The subject of positional negotiations is the identification of the position of the parties, that is, the discussion of the subjective views of the parties on the solution of the problem. Positional negotiations can take place in soft and hard forms. The essence of the soft form is that the parties are ready for the sake of reaching an agreement and maintaining relations. Tough negotiations represent insisting on one's own at any cost, most often ignoring the interests of other parties.

The subject of rational negotiations is the deep interests of the parties, and not the positions they occupy. The goal of rational negotiation is to find the optimal solution.

Negotiation methods.

Here are some negotiation methods:

· variational method.

· integration method.

· best alternative method.

· Position balancing.

· Step by step method to reach an agreement.

The variational method lies in the fact that partners are offered pre-developed solutions, which are based on the idea of ​​​​the optimal solution to the problem in combination with the others.

The integration method puts the interests of the parties at the forefront, which pushes the negotiating partners to unite them. The main emphasis is on the existing points of contact. Opportunity to obtain mutual benefit with a reasonable combination of efforts.

The best alternative method is that any negotiation can end unsuccessfully, not be effective as expected. Therefore, it is always necessary to have alternative solutions.

The method of balancing positions is a careful study of the views of opponents. If they are acceptable, then on their basis a working solution to the problem is developed, which is proposed for discussion by the partner.

In difficult situations, the refusal to negotiate entails great losses, and the method of reaching an agreement in stages can be used. The essence of this method is to achieve agreement in the conditions of a gradual complete or partial review of requirements, depending on the emergence of new circumstances and the discovery of new opportunities.

In practice, there are many different ways in which managers resolve conflicts between subordinates.

2.2 Examples of conflict management in an organization

· Between employees as a result of receiving false information.

· Between buyers and sales managers.

· between subordinates and leaders.

· between firm and suppliers.

· Between the firm and the city administration.

· Between the firm and competitors.

· Between the company and the tax office.

This company specializes in the sale of sugar. It has been on the market for 11 years. It also exports its products to such countries as Holland, Japan, Morocco, Uzbekistan, Latvia, Estonia. Its products are considered one of the environmentally friendly food products that do not include chemical additives. In 2012, it delivered more than 3,500 tons of sugar. It can be concluded that this company maintains its reputation at a high level for many years.

In order to resolve the conflict, the manager or mediator must know or have an idea about psychological portrait each employee of the company, that is, to know his strengths and weaknesses. Thus, to anticipate his possible behavior in the conflict.

Let us briefly characterize the personnel of this company in terms of behavior in conflict situations and the way out of them.

The head of the company Inkov Alexander Anatolyevich is quite patient and restrained for the head of the company. It's very hard to get him out of it. It rarely comes into conflict. If there is no way to avoid conflict, the leader tries to quickly and constructively find a way out of the conflict situation, using various methods of resolution. Alexander Anatolyevich always tries to find a compromise solution. He gets along well with people, gets into the situation of others and is always ready to help. The team tries to create a favorable environment. But, like any living person, he can break down as a result of any troubles at work and in his personal life.

Deputy Head Maykov Oleg Evgenievich. He is very responsible, strict, likes everything to be done as he wants, likes to find fault, but at the slightest failure he starts to panic and develop a conflict. He is sensitive to the words of others. Starts up fast, but goes off just as fast. In a conflict with subordinates, he tries in every possible way to impose his opinion.

Seller Baskakov Maxim Nikolaevich. The best seller of the company. Purposeful in work, a professional in his field. Always communicates well with people, very kind. But it has one negative trait, like spinelessness. With such a person it is easy to resolve conflicts and disagreements if they arise.

Sales Manager Tretyakov Eduard Romanovich. A very complex person, likes to argue, to insist on his own, even if he is not right. This employee always has conflicts with clients, but despite this, Tretyakov does an excellent job with his duties and always fulfills the set plan. When working with clients, he does not tolerate rudeness and disrespect for himself. In the event of a conflict, it “explodes” strongly and it is very difficult to stop it, you have to resort to the participation of a third party.

Consider the conflict that arises in the company between employees in the course of their activities.

· Lack of funds leads to conflict. The head undeservedly accuses the sales manager of the shortage, later it turned out that the head made a mistake in the calculations.

· The director of the company very often travels on business trips, respectively, his powers are performed by the deputy. In the absence of the leader, the deputy gives his instructions to subordinates, not paying attention to the fact that the director has given other instructions.

· The sales manager is fond of basketball, as a result, he often asks for a day off, if the manager leaves earlier, he also leaves workplace shifting authority to other workers. In this case, a conflict occurs.

As a result, for normal operation, the head took the following measures:

One of these measures is to get rid of idlers, as they themselves do not bring benefits to the enterprise and set a bad example for other workers. The manager oversees the work of the staff, if during the work it turns out that the person does not have the desire to work efficiently and efficiently, he is fired.

The next condition for preventing conflicts in the firm is concern for fairness. The leader treats employees fairly, without punishing the innocent, before doing something, thinks through well what the consequences may be.

The manager is very fair in paying wages as well as prizes. Pays only those who really did a good job. There is a rule in the company: the work that is done qualitatively and on time is well paid. Salary is based on % of total sales.

There is an agreement in the firm to make all decisions collectively. All amendments are all negotiated together with everyone.

The relationship between buyer and seller is very complicated. A trading company always makes concessions to the client, as a result, the company suffers, since the decision made or some kind of agreement is always violated by the buyer.

The client purchased a consignment of goods and took over the transportation. But as the goods arrived at the warehouse, the buyer makes a claim for the quality of the goods. Although the product is of good quality, the company strictly monitors this. Accordingly, a conflict arises between the firm and the client. There are three versions of low-quality goods:

· Bad transportation.

· Storage in the warehouse is not up to standard.

· Lab error requested by the customer.

The client ordered a batch of the product, but when the goods arrived at the warehouse, it turned out that all the goods did not match the weight and type of the product. Although the company says that this is the product that the client ordered. The situation is exacerbated by the fact that the production of the buyer depended on that order, and due to the fact that the order was not fulfilled, production was suspended. Reasons put forward:

· Misinformation within the firm.

· Poor communication within the client firm.

· Bad connection.

The manager takes action to check all storage facilities for compliance with the standard; rechecking, confirmation of orders.

Preventing conflict within a firm is always easier than outside it. To prevent conflict in the company, the principle of objectivity and compliance is used. The principle of clarity and benevolence is also used.

If there were disagreements in the process of activity, then, first of all, it is necessary to analyze the situation critically in order to present the main and initial positions, both one’s own and one’s opponent. Employees analyze the position of the enemy. As a result, misunderstandings may appear, and the conflict will lose its basis. This will avoid erroneously attributing a hostile position to your opponent, as well as neutralize the situation.

To resolve the conflict between the client and the seller, the following techniques are used:

separation of conflicting parties.

This option is effective in the conflict between the client and the sales manager. In these cases, a hidden disconnect is used. A manager who cannot cope with the situation is replaced by one of the employees of the enterprise, who does not annoy the opponent.

A variety of factors and ways of resolving conflicts are used in the course of a trading company. The resolution of the conflict begins with the fact that the opponents stop seeing each other as an adversary. To do this, you need to analyze your own positions and actions. Admitting one's own mistakes reduces the negative perception of the opponent. Also, the opponent tries to understand the interests of the other. This expands the idea of ​​the opponent, making it more objective. In any person there is something positive that you can rely on when resolving a conflict. Then employees reduce negative emotions.

Then the optimal style of conflict resolution is chosen: evasion, smoothing, coercion, compromise, problem solving.

Conclusion

Conflict can be understood as a temporary emotional change in mood, due to non-receipt or receipt of information, leading to a lack of agreement between individuals, groups and a violation of the normative activities of these individuals and groups.

Conflict can be beneficial for employees and the organization as a whole, and not beneficial, reducing productivity, personal satisfaction and liquidating cooperation between employees of the organization.

Having considered the causes of the conflict situation, it should be noted that in certain situations, the leader himself can be the source of the conflict. Many unwanted conflicts are generated by the personality and actions of the leader himself, especially if he allows himself personal attacks, incorrectness, publicly shows his likes and dislikes. Incontinence, the inability to correctly assess the situation, cannot find the right way out of it, the inability to take into account and understand the way of thinking and feel other people and give rise to a conflict situation.

Conflict in an organization can be managed. The manager always has the opportunity to anticipate the conflict and intervene, make adjustments and optimally resolve the conflict situation. The leader must first find out the cause of the conflict, find out the goals of the conflicting parties, and find the best solution. It is important to remember that just as no leadership style can be effective in all situations, so no one style of conflict resolution (be it evasion, compromise, smoothing, problem solving, coercion) can be singled out as the most best.

In my opinion, the most effective way to resolve conflicts is through negotiations. This is a very constructive way. An effective negotiation strategy is, first of all, a strategy of consent, the search for common interests and the ability to combine them so as not to subsequently cause a desire to violate agreement reached.

In life, leaders often simply lack knowledge and experience, negotiation skills, and the desire to communicate with conflicting parties. Therefore, it is necessary to study conflict situations based on the experience of specialists. The ability to manage conflicts in an organization is the key to the success of a leader in his activities.

Bibliography

1. Kozyrev G.I. Fundamentals of conflictology: textbook. G.I. Kozyrev 2nd ed.; revised and additional -M.: Publishing house "Forum": INFRA-M, 2010. - 240s.

2.Psychology from A to Z [electronic resource] , freelance author (date of access: 2.05.2013).

Shevchuk D.A.; "Conflict Management. All about conflict situations at work, in business and personal life ”M: GrossMedia, 2010 - 440s.

Sheinov V.P.; "Conflict Management. Theory and practice "M: Harvest, 2010. - 912s.

Kabinova A.Ya. Personnel management of the organization: Textbook. Moscow: Infra-M, 2010 - 695s.

Luashevich V.V. Fundamentals of personnel management. Textbook M: KNORUS, 2010 - 114s.

Psychological library [electronic resource]. http://bookap.info, free access (date of access: 20.04.2013).

Platonov Yu.P. psychology of conflict behavior. St. Petersburg: Speech 2009 - 544 p.

Among the control actions in relation to the conflict, its resolution occupies a central place. Not all conflicts can be prevented. Therefore, it is very important to be able to constructively get out of the conflict. The complexity and multivariate development of the conflict imply ambiguity in the ways and forms of its completion. The main forms of the end of the conflict: resolution, settlement, attenuation, elimination, escalation into another conflict.

Conflict resolution is a joint activity of its participants, aimed at stopping opposition and solving the problem that led to the collision. Conflict resolution involves the activity of both parties to transform the conditions in which they interact, to eliminate the causes of the conflict. To resolve the conflict, it is necessary to change the opponents themselves (or at least one of them), their positions, which they defended in the conflict. Often conflict resolution is based on a change in the attitude of opponents to its object or to each other.

One of the most popular and widely used both in business and in the negotiation sphere is the Thomas-Killman concept, which highlights such basic strategies or styles of human behavior in a conflict situation as:

• 1. avoidance;
• 2. rivalry;
• 3. fixture;
• 4. compromise;
• 5. cooperation.

As can be seen from the levels of organizational interaction given in the previous question, interpersonal conflicts and conflict between the leader and the subordinate took place in this organization. The sources of conflict can be a lack of resources, unequal contributions to the cause, unfulfilled expectations, orthodoxy of management, lack of independence, etc. Ways to resolve conflicts can be force, power, persuasion, avoiding conflict, agreeing to give in, attracting a third force, playing a game, etc.

Interpersonal conflict involves two or more individuals if they perceive themselves as being in opposition to each other in terms of goals, dispositions, values, or behavior. This is perhaps the most common type of conflict. Individuals who have entered into interpersonal conflict have five possible ways exit permission. Based on two variables (interest in oneself and interest in others), we will build a matrix. By measuring "interest" as either low or high in each case, interpersonal conflict resolution styles can be identified.

The style that involves avoiding conflict is associated with a lack of personal perseverance and a desire to cooperate with others to resolve it. Usually in this case, a person tries to stand aside from the conflict, strives to become neutral. The use of such a style may signify the individual's decision to let the conflict develop. This style can also be associated with an aversion to tension and frustration. IN individual cases trying to avoid conflict can reduce its intensity. However, ignoring disagreement can cause even more dissatisfaction. With this approach to the conflict, both sides lose.

Problem avoidance, or avoidance, is an attempt to get out of a conflict at a minimum cost. It differs from a similar strategy of behavior during a conflict in that the opponent switches to it after unsuccessful attempts to realize their interests with the help of active strategies. Actually, the conversation is not about resolving, but about attenuating the conflict. Withdrawal can be a completely constructive response to a protracted conflict. Avoidance is used in the absence of strength and time to resolve the contradiction, the desire to gain time, the presence of difficulties in determining the line of one's behavior, and unwillingness to solve the problem at all.

The style of conflict resolution by force is characterized by great personal involvement and interest in conflict resolution, but without taking into account the positions of the other side. This is a win-lose style. To use this style, you must have power or physical advantages. This style can in some cases help to achieve individual goals. However, as in the previous case, others get an unfavorable impression of the individual using this style.

Forceful suppression is a continuation of the application of the strategy of competition. In this case forte achieves its goals, achieves from the opponent the rejection of the initial requirements. The yielding party fulfills the demands of the opponent, or apologizes for the admitted shortcomings in activity, behavior or communication. If the parties understand that the problem is important for each of them and it is worth solving it taking into account mutual interests, then they use the path of negotiations.

The collaborative style is characterized by both a high degree of personal involvement in it and a strong desire to join forces with others to resolve interpersonal conflict. With this approach, each side wins. People who use this style usually have the following characteristics:

• - They view conflict as a normal event that helps and even, if properly managed, leads to a more creative solution;
• - At the same time, they show trust and frankness towards others;
• - They recognize that with such a mutually satisfying outcome of the conflict, all its participants, as it were, assume an obligation within the framework of a common solution;
• - They believe that each participant in the conflict has equal rights in its resolution and the point of view of each has the right to exist;
• - They believe that no one should be sacrificed in the interests of all.

Cooperation allows the search for a solution that would satisfy both parties.

Cooperation is considered the most effective strategy for dealing with conflict. It presupposes the orientation of opponents to a constructive discussion of the problem, considering the other side not as an adversary, but as an ally in search of a solution. Most effective in situations: strong interdependence of opponents; the tendency of both to ignore differences in power: the importance of the decision for both parties; participants' open-mindedness.

In situation No. 1, Maria Ivanovna used the style of avoiding the conflict, and Veronika Petrovna used the style of resolving the conflict by force.

The style of resolving interpersonal conflict, inducing to enter into the position of the other side, is a behavior based on the desire to cooperate with others, but without introducing one's strong interest into this cooperation. This win-win style certainly has altruistic tinge. This style can express a long-term strategy for developing in others an orientation towards cooperation in resolving interpersonal conflict. This style helps in striving to realize the desires of others. The owners of this style are generally evaluated positively by others, but at the same time they are perceived by others as weak natures, easily amenable to other people's influence. The application of this style is based on lowering one's aspirations and accepting the opponent's position.

Adaptation, or concession, is seen as a forced or voluntary refusal to fight and surrender of one's positions. Various motives force the opponent to adopt such a strategy: the realization of one's wrong, the need to maintain good relations with the opponent, strong dependence on him; the insignificance of the problem. In addition, such a way out of the conflict is caused by significant damage received during the struggle, the threat of even more serious negative consequences, the lack of chances for a different outcome, and pressure from a third party. In some situations, with the help of a concession, the principle of "Three D" is implemented: Give Way to the Fool.

The style of compromise consists in such behavior during the resolution of interpersonal conflict, which moderately takes into account the interests of each of the parties. The implementation of this style is associated with negotiations, during which each of the parties makes certain concessions. Compromise is widely used in conflict resolution, and those who use it are generally viewed favorably by others. Unlike the collaborative style, there is no mutual satisfaction in compromise, but there is also no dissatisfaction on either side. This is a no-win-no-win style. In many situations, the style of compromise allows you to achieve a quick resolution of the conflict, especially in cases where one of the parties has clear advantages. Compromise involves mutual concessions in something important and advantageous for each of the parties.

Compromise consists in the desire of opponents to end the conflict with private concessions. It is characterized by the rejection of part of the previously put forward demands, the willingness to recognize the claims of the other side as partially justified, and the willingness to forgive. Compromise is effective in the following cases: the opponent understands that he and the opponent have equal opportunities; existence of mutually exclusive interests; satisfaction with a temporary solution; threats to lose everything. Compromise is the most commonly used conflict ending strategy today.

Conflict management should be aimed not only at regulating its course, not allowing it to turn into a squabble with all its destructive consequences, but also at finding the most appropriate measures to resolve the conflict, choosing the time and method of applying these measures. .

Intra-group conflict is more than the simple sum of interpersonal conflicts. This is usually a collision between parts or all members of the group, affecting the group dynamics and the results of the group as a whole. Production, social and emotional processes within the group influence the emergence of causes and ways to resolve intra-group conflicts. Often, an intra-group conflict arises as a result of a change in the balance of power in a group: a change in leadership, the emergence of an informal leader, the development of grouping, etc. Intergroup conflict is a confrontation or clash between two or more groups in an organization. Such a confrontation can be professional-production (designers - production workers - marketers), social (workers and management) or emotional ("lazy" and "hard workers") foundations. Usually such conflicts are of an intense nature and, if they are not properly managed, do not give any of the groups a gain. The transition of an intergroup conflict to a sensual-emotional stage has a destructive effect not only on the groups involved in it, but also on the organization as a whole and on each individual participant separately. development within the group conflict leads to intra-organizational conflict.

It is sometimes very difficult to distinguish between these two types of conflict. Intraorganizational conflict, however, is most often associated with opposition and clashes over how individual jobs or the organization as a whole were designed, as well as over how power is formally distributed within the organization. There are four varieties of this conflict: vertical, horizontal, linear-functional, role-playing. In real life, these conflicts are closely intertwined with each other, but each of them has its own rather distinct features. So, vertical conflict is a conflict between levels of management in an organization. Its emergence and resolution is due to those aspects of the life of the organization that affect the vertical links in the organizational structure: goals, power, communications, culture, etc. Horizontal conflict involves parts of the organization that are equal in status and most often acts as a conflict of goals. The development of horizontal links in the structure of the organization greatly helps to resolve it. Linear-functional conflict is more often of a conscious or sensual nature. Its resolution is associated with improving the relationship between line management and specialists, for example, through the creation of task forces or autonomous groups. A role conflict occurs when an individual performing a certain role receives a task that is inadequate to his role.

In the practice of managerial activity, in addition to the above, other extremely various ways, with the help of which the leader resolves conflicts between his subordinates.

Of course, not all conflicts in an organization are necessarily resolved with the help of superiors. Everywhere there are traditions - in some cases encouraging turning to the manager for help in resolving the conflict, in others condemning this and requiring employees to resolve their differences themselves.

In the organization we studied, there were different ways of resolving conflicts. So in situation No. 1, the conflicting parties did not turn to the leader for help, they preferred to resolve it themselves, while one side simply left the organization. In situation No. 2, the leader was involved in the conflict resolution. As a result, the conflict was resolved to the benefit of all parties: both conflicting parties and the organization itself. In addition, we managed to avoid further escalation of the conflict and restore a positive psychological climate in the team.

For a leader, it is extremely important that the socio-psychological climate in the team has a beneficial effect on the quality of people's joint activities. Therefore, the management of conflicts that arise in the organization is an integral part of the overall management process in the team and is included in the circle of concerns of its leader. Often the head of the organization is a mediator in resolving the conflict.

The activity of the leader as a mediator includes the analysis of the situation and the resolution of the conflict. Analysis of the conflict situation is as follows: obtaining information about the conflict; collection of data about him; analysis of the received information; verification of its authenticity; assessment of the conflict situation. The settlement process includes the choice of a method of conflict resolution, the type of mediation, the implementation of the chosen method, the clarification of information and decisions, the removal of post-conflict tension in the relations of opponents, the analysis of the experience of conflict resolution.

The leader receives information about the conflict through various channels. He himself may be a witness to the conflict between employees of the organization. One or both of the participants may contact the leader to ask for help in resolving the problem. Information can come from the closest environment of opponents. Finally, information about the need to resolve the conflict between subordinates can come from higher management. If the information received indicates a dangerous development of the conflict, then the leader stops the confrontation of opponents or limits their interaction.

The collection of data on the conflict occurs in the course of the entire analytical work. This is information about the contradiction underlying the conflict, its causes, the positions of the participants, the goals defended, their relations. Sources of information are opponents (the leader talks in turn with each of the parties separately, taking measures to reduce their negative emotions towards each other), their leaders or subordinates, informal leaders of the team, their friends, witnesses of the conflict, members of their families.

It is important to abandon the initially negative attitude towards the conflict in general and towards one of the opponents in particular. It is necessary to be objective so as not to distort the perception and understanding of the information received.

When analyzing a conflict situation, the leader needs to understand the essence of the problem, what is the contradiction between the opponents, what is the object of the conflict. The leader assesses at what stage of development the conflict is, what damage has been done by the opponents to each other. It is important to identify the causes of the conflict. Usually conflicts arise as a result of several reasons, one or two of them are dominant. It is important to identify all the causes and cause of the conflict.

Analyzing the positions of the participants in the conflict, it is necessary to determine the goals and interests of the parties, what their needs are not satisfied and generate conflict behavior. It is important to assess the ability of opponents to master the object of the conflict. Sometimes it is better for one of the opponents to immediately abandon their intentions, since the object is unattainable for him. It is also necessary to find out the pre-conflict relations of the opponents and their current state, to assess who supports each of the parties, the attitude of others towards the conflict. It is necessary to clarify the socio-demographic data, the individual psychological characteristics of opponents, their formal and informal status in the team.

It is necessary to constantly check the reliability of the information received, to clarify and supplement it, using personal observations and meetings with different people.

In parallel with the analysis of the conflict situation, the manager evaluates it. The degree of correctness of the opponents, the possible outcomes of the conflict and its consequences for various development options are assessed. The leader assesses his ability to resolve the conflict. Opportunities of opponents and the public are determined.

The effectiveness of conflict resolution is influenced by the leader's choice of a way to resolve it. Possessing power in relation to subordinates, the leader can implement any of the considered types of mediation (arbitrator, arbitrator, mediator, assistant, observer). There are two approaches to understanding the role of the leader in conflict resolution. The first is that it is expedient for the leader to focus on the role of a mediator in the conflict, and not an arbiter. It is believed that arbitration has a number of features that reduce its effectiveness when used in resolving interpersonal conflicts, namely:

• - the need to make a decision encourages the leader to search for "truth", which is an inadequate approach to the problem of human relations;
• - making a decision “in favor” of one of the parties causes negative reactions in the other side towards the “arbiter”;
• - the decision-making by the head fixes his responsibility for the implementation and consequences of this decision;
• - the solution of the problem by the leader affects the subject of the struggle, but not the relationship of the parties, therefore there is no complete resolution of the conflict, which implies an agreement between the participants.

The second approach is that the leader needs to be able to apply all types of mediation flexibly. The main roles for the leader are the roles of arbiter and mediator, and the additional roles of arbitrator, assistant and observer. The arbitrator model is optimal in situations where:

• * the leader is dealing with a rapidly escalating conflict;
• * one of the parties is clearly wrong;
• * the conflict takes place in extreme conditions(emergency, combat situation);
• * official duties determine his actions precisely as an arbiter (for example, in the conditions of the Armed Forces, etc.);
• * no time for detailed investigation;
• * the conflict is short-lived and insignificant.

It is expedient for a leader to use the role of an arbiter in regulating conflicts vertically, especially if the opponents are separated by several steps of the hierarchical pyramid.

The leader can act as an intermediary in resolving conflicts in situations:

• - equality of official status of the participants in the conflict;
• - long, hostile, complex relationship between the parties;
• - Opponents have good communication and behavioral skills;
• - lack of clear criteria for solving the problem.

The implementation of the chosen method includes separate conversations with opponents, preparation for a joint discussion of the problem, joint work with opponents and fixing the end of the conflict. With the consent of the opponents, the leader can bring the problem to a team meeting or a meeting of experts, involve informal leaders or friends of opponents in mediation.

The post-conflict period is characterized by the experiences of the participants, the comprehension of their behavior. There is a correction of self-esteem, claims, attitudes towards a partner. In order to relieve tension after a conflict, it is advisable for a leader to help opponents carry out a self-critical analysis of what happened in order to prevent the formation of negative attitudes in relations, bias. We need a sincere, objective and constructive analysis of the conflict with the definition of prospects for further development of interaction.

It is important to control the behavior of opponents and correct their actions in order to normalize relations.

The formed negative attitude can persist for a certain time and a person will involuntarily experience antipathy towards his former opponent, involuntarily express a negative opinion about him and even act to his detriment.

The analysis of the experience gained allows the leader to comprehend his actions in the conflict, to optimize the algorithm for regulating conflicts among subordinates.

For permission organizational conflicts the so-called structural methods of conflict management within the organization are widely used. These methods are associated with the use of changes in the structure of the organization to resolve conflicts that have already developed. They are aimed at reducing the intensity of the conflict. The group of these methods includes:

• - methods related to the use by the head of his position in the organization (order, order, directive, etc.);
• - methods related to the "breeding" of parts of the organization - participants in the conflict ("breeding" them in terms of resources, goals, means, etc.) or reducing their interdependence (differentiation and autonomization of the unit);
• - methods related to the creation of a certain "backlog" in the work of interdependent units (stock of materials and components);
• - methods related to the introduction of a special integration mechanism for conflicting units (common deputy, curator or coordinator, etc.);
• - methods associated with the merger of different departments and endowing them with a common task (for example, combining the department of labor and wages and the personnel department into a personnel development department, designed to develop each individual employee in terms of his growth, and not just accounting and accounting functions).

Conflicts in the organization and methods for their resolution

conflict cause overcoming

Introduction

Chapter I. Theoretical review of the problem under study

1 The concept of conflict

2 Variety of conflicts

Chapter I Conclusions

Chapter II. Conflict: types, stages of flow, methods of resolution

1 Types of conflicts

3 Methods and techniques used to resolve conflict situations

Chapter II Conclusions

Chapter III. Ways to improve the resolution of conflict situations on the example of Praktika LLC

1 Emerging conflicts

2 Causes of conflicts

3 Ways to overcome conflicts

Chapter III Conclusions

Conclusion

Introduction

The relevance of research. Conflicts are an integral part human life, since they arise only in the process of communication between people. And to some extent, they can be called one of the ways of communication and interaction.

The word "conflict" is translated from Latin as "collision". And these collisions are observed in Everyday life both at home and at work. But still, most of the time a person spends at work, interacting with superiors and subordinates, communicating with colleagues, building joint activities with company partners. With such close communication, there are many reasons why people do not quite understand each other correctly, which leads to disputes and conflicts. And in the conditions of modern unstable economic life and constantly developing technologies, each company strives to achieve the highest result and maximize profits. And for this it is necessary to fulfill several conditions: firstly, an established workflow, secondly, a well-chosen team and, thirdly, the absence of disagreements and psychological tension in the team. That is why it is so important to prevent or minimize the occurrence of conflict situations in the organization. But in most cases, existing conflicts are either ignored or not fully resolved. In addition, conflict can be used for good as a management tool, if used wisely. In my opinion, every company should employ a person who will deal with the resolution of conflicts that have already arisen and the prevention of conflict situations in the future.

It seems to me that the degree of study and elaboration of the problem of the emergence of conflicts is still not very high. Since the attention of leaders and managers is directed to solving other problems. Although a lot of literature has been written on this topic, but basically all this is theory, and in practice the recommended tips are rarely used. Plus, the list of emerging conflicts and their causes is not limited to those described in books, but is constantly growing and requires constant monitoring and new solutions. Therefore, the study of this problem is limitless.

The purpose of this course work is the study of the theoretical foundations of the conflict and on the basis of the studied material, the development of ways to overcome conflict situations in a particular organization.

The objectives of the course work include: a reflection of the theoretical aspects of the concept of "conflict", a description of the forms of work with conflicts. And also, using the example of the company in which I work, display existing conflict situations, analyze the causes of conflicts, and suggest ways to overcome them. Since the existing conflict situations, in recent times, have been very hampering in labor activity, and at times even slow down the labor process.

For the most successful solution of the goal of this thesis - the study of methods for resolving the socio-psychological characteristics of conflicts - I have to solve the following tasks:

) find out the causes of intra-organizational and interpersonal conflicts

) outline the main areas of work and ways to resolve conflicts

The object of research in the work is the existing conflict situations in Praktika LLC.

I. THEORETICAL REVIEW OF THE STUDY PROBLEM

1 The concept of conflict

Probably, each of us had to deal with conflict situations. Everyday life is literally permeated with them. The practice of organizations' activities shows that modern leaders need deep knowledge and skills in managing conflicts and predicting them. A manager, as a person who constantly works with people, must be able to prevent the emergence of a conflict, bring people out of a state of hostility, and resolve disputes.

modern science management recognizes that conflict is an integral part of the life of the organization. What is conflict?

Like many concepts in theory, sociology and psychology of management, conflict has many different definitions and interpretations. Many experts give it the following definition: “Conflict - (from lat. conflictus - clash) - a clash of parties, opinions, forces, the development of a conflict situation into an open clash; struggle for values ​​and claims to a certain status, power, resources, in which the goals are neutralization, damage and destruction of the opponent. (10)

But here the conflict is associated with enmity and confrontation. Meanwhile, conflict is not necessarily a negative phenomenon. Many sociologists and political scientists believe that society cannot exist without conflicts. This approach is most clearly presented in the works of G. Simmel, R. Dahrendorf, L. Koser.

Domestic sociologist I.D. Ladanov believes that conflict helps participants in the labor process, when they find themselves in conflict situations, to better understand the goals of the organization, turn to their untapped reserves and do a lot for what seems impossible under normal conditions. According to K.A. Radugin's conflict is not an anomaly or dysfunction in the activities of organizations, but the norm of relations between people, a necessary element of life, giving way to socio-psychological tension and generating changes in the activities of the organization. Therefore, there are two theoretical approaches to the concept of conflict.

Conflict is a clash, contradiction, struggle, opposition (of personalities, forces, interests, positions, views). Accordingly, a social conflict is an attempt to achieve a reward by subjugating, imposing one's will, removing or even destroying an adversary seeking to achieve the same reward. Thus, supporters of this approach describe conflict as a negative phenomenon. Most of the works on the technology of working in conflict within the framework of this approach give recommendations on manipulation, which is called "conflict management", "conflict situation management". The main goal of such management is to eliminate the conflict with the maximum benefit for themselves.

A conflict is a system of relations, a process of development and interaction, given by the differences of the subjects participating in it (according to interests, values, activities). Supporters of this approach consider conflict to be a natural condition for the existence of interacting people, a tool for the development of an organization, any community, although it has destructive consequences, but in general and over a long period is not as destructive as the consequences of the elimination of conflicts, their informational and social blockade.

The second approach assumes the impossibility of managing the conflict and optimizing the interaction, theoretically substantiating the development of the conflict as a self-regulating mechanism. Instead of "solution", "resolution" and other similar terms, the term "overcoming" is used, implying that the conflict is not eliminated, but ensures development, strengthening differentiation in the organization, primarily professional, and in society - social stratification, which underlies social and organizational stability. It transforms into other conflicts, less destructive, in other spheres, other social dimensions. This approach does not deny the possibility and even constructiveness of political and administrative manipulation in the initial phases of the conflict, but is based, first of all, on ensuring the information completeness of the interaction of subjects and the necessary risk.

Conflictology has developed two models for describing conflicts: procedural and structural. In the procedural model, the emphasis is on the dynamics of the conflict, the emergence of a conflict situation, the transition of the conflict from one phase to another, the forms of conflict behavior, the outcome of conflict interaction. The structural model describes the conditions underlying the conflict, determines its parameters and main features.

Most sociologists agree that conflict is the lack of agreement between two or more parties. The subjects of conflict interaction in the organization are both individuals and social groups. They are usually referred to as "opponents". At the same time, each of the parties strives to ensure that its point of view or its goal is accepted, preventing the other side from doing the same.

A conflict is a special type of interaction between the subjects of an organization (opponents), a clash of opposing positions, opinions, assessments and ideas that people try to resolve with the help of persuasion or actions against the background of the manifestation of emotions. The basis of any conflict is the accumulated contradictions, objective and subjective, real and apparent.

The presence of serious reasons does not mean at all that a conflict will occur. Usually it does not occur if the parties believe that the benefits of the conflict are less than the possible costs and shocks. But when a conflict occurs, different methods have to be applied to resolve it, which usually depends on the cause of the conflict.

The most conflictogenic in social interactions is the sphere of management and managerial relations. In the process of exercising managerial functions in various areas of social reality, conditions are manifested in which conflicts are formed objectively and subjectively. Management as one of the most complex types of social relations is associated with a large number of problems and contradictions that create a system of prerequisites for conflict in this area. The objective prerequisites for the emergence of conflicts in the sphere of management are rooted in the subjective differences in the perception of social norms by people, in their individual uniqueness of attitudes towards the processes of purposeful, coordinated work and joint work. In the process of such relations, the motivation and interests of the subjects of management do not always coincide, they are often opposite and differently understood. This leads to the formation of conflict.

So, conflicts should be understood as conflicts that arise in the systems of social interaction between subjects and objects of management. The sources of any conflicts in the field of management are contradictions that turn into conflict as soon as certain conditions and opportunities are formed for this, an incident will occur. Each type and type of conflict has its own specific contradictions. These contradictions, ultimately, are due to the structure and content of social interaction - the specifics of management.

1.2 Variety of conflicts

IN modern conditions every sphere public life strikes its own specific types of social conflicts. As the basis for the classification of conflicts, one can assume their causes, but it must be taken into account that the socio-cultural characteristics of conflicts in Russia do not make it possible to strictly classify them and predict the possibilities for their development. This makes it difficult to resolve them. Nevertheless, the following main types of conflicts can be distinguished.

Personal conflict. This zone includes conflicts occurring within the personality, at the level of individual consciousness. Such conflicts can be associated, for example, with excessive dependence or role tension. This is a purely psychological conflict, but it can be a catalyst for the emergence of group tension if the individual seeks the cause of his internal conflict among the members of the group.

Interpersonal conflicts. This zone includes conflicts that occur between two or more members of the same group or groups. In this conflict, individuals stand "face to face" and still connect individuals who do not form groups. The factor that protects (or, conversely, pushes) a person from conflict with others is his self-esteem (or assessment of his activities, status, prestige, social significance). “The world collapses completely for a person when the inner world collapses, when a person begins to have a bad attitude towards the inner “I”, when he is in captivity of a steadily low self-esteem.” If, on the other hand, relationships with colleagues and the perception of one's share of participation in the common work are of a high degree of significance, then an internal positive attitude towards constructive activity within the framework of this collective, group, and society will remain.

labor conflicts. In personal and intergroup relations, there is social tension, which is the opposite of interests and is understood as a level of conflict that changes over time. Social tension is the result of three interrelated factors: dissatisfaction, ways of its manifestation and mass character. Taking into account all the factors, tools have been developed - indicators for detecting and measuring the level of growth of social tension. To detect social tension, it is proposed to assess the degree of satisfaction of a person in such social needs as housing, labor maintenance, wages, living and sanitary conditions at work, recreation opportunities, according to a special scale.

Labor conflicts can either contribute to the preservation of the existing socio-economic system, or contribute to its destruction. The evolution of social and labor conflicts in Russia from actual labor conflicts to political ones indicates that they have become part of the process of disintegration of the administrative-command system, to a certain extent a catalyst for this disintegration. Social tension expresses the need for renewal, change in the existing life activity, and conflict becomes a means of such a change. Therefore, it is necessary to intensify research in such a branch of sociological, political science, psychological, cultural knowledge as conflictology. Now such developments are being carried out, for example, by the Kaluga Institute of Sociology on Problems of Social Conflicts.

Intergroup conflict. A certain number of individuals forming a group (that is, a social community capable of joint coordinated action) come into conflict with another group that does not include individuals from the first group. This is the most common type of conflict, because individuals, starting to influence others, usually try to attract supporters to themselves, to form a group that facilitates actions in the conflict. There are three types of social relations that can lead to conflicts, for example, among different groups of city dwellers: relations between those employed in the state and non-state sectors of the economy; the relationship between the managerial stratum and state trade, on the one hand, and those "workers" to whom the majority of those employed outside the state sector adjoin, on the other; between a part of the indigenous townspeople and persons of non-indigenous nationalities. Moreover, the most important object of the ripening conflicts is the desire of people to acquire a high social status and achieve better living conditions. Since social differentiation will intensify in the future, one can expect that the background of tension will constantly persist and manifest itself in dull discontent and condemnation not only of the “rich”, but also more prosperous fellow citizens, in sudden short clashes between representatives of different strata, etc.

Ownership conflict. Such a conflict occurs due to the dual belonging of individuals, for example, when they form a group within another, larger group, or when an individual enters simultaneously into two specific groups pursuing the same goal.

International conflicts. Caused by reasons related to socio-economic development, living standards in different regions of Russia, the political situation in them. The problems of this level are analyzed by the staff of the Institute for Socio-Political Research of the Russian Academy of Sciences. It is rightly noted that ignoring the cultural specifics of peoples, and even more so repression and discrimination, increased internal discontent and protest. Constantly postponing the resolution of accumulated problems increased the potential for future conflicts. Researchers emphasize that in interethnic conflicts there is a lot of spontaneous, explosive, associated with the impulsive behavior of large masses of people united by one idea, mood, aspiration. The rejection of people of a different nationality in difficult socio-economic conditions of growing shortages, inflation, unemployment is a "time bomb" that can lead to a sudden aggravation of conflicts. Socio-psychological tension is also cultivated by the low culture of interethnic communication, and the violation of individual rights, which discriminates against the national minority, and protectionism. To resolve interethnic conflicts, a set of measures is needed - from legal to socio-psychological.

Social conflicts in different social structures. They can manifest themselves as interethnic, social, labor and political conflicts and are most often caused by the consequences of economic and political reforms. Their analysis covers the following aspects: the economic roots of social tension in society; political aspects, social and ethnic situation; criminogenic situation associated with the reaction of part of the population to ongoing changes, to their inability to adapt to them. On the basis of such an analysis, one can draw a conclusion about the nature of the crisis in which the society found itself, and about the need for a systematic approach to the study and forecasting of social conflicts. As evidenced by the results of studies and the forecasts made on their basis, social tension will continue for a long time in Russian society.

Conflict with the external environment. The individuals that make up the group are under pressure from outside (primarily from cultural, administrative and economic norms and regulations). Often they come into conflict with the institutions that support these norms and regulations.

political conflict. This is a conflict over the distribution of power, dominance, influence, authority. This conflict can be covert or open. One of the brightest forms of its manifestations in modern Russia is the conflict between the executive and legislative authorities in the country as a whole, as well as in individual republics and regions, lasting throughout the entire time after the collapse of the USSR. It should be noted that there is nothing unnatural in the confrontation between the executive and legislative branches. According to the very conditions of their existence, certain contradictions of goals and interests are laid between them. However, this contradiction turns into a conflict only with a certain combination of objective and subjective factors. So far, the socio-economic situation in Russia favors a conflict scenario. It is important to understand the presence of this trend and strive to mitigate the conditions for the flow of conflicts, to prevent them from escalating into violent actions of one side or the other.

Socio-economic conflicts. These are conflicts over the means of subsistence, the level of wages, the use of professional and intellectual potential, the level of prices for various benefits, and real access to these benefits and other resources.

Socio-economic conflicts in modern Russia have an objective basis. They are stimulated by the transition National economy countries on a market footing and the related struggle for the redistribution of property between various social groups of the population, the impoverishment of large sections of the population, the restructuring of the economy and the associated hidden or open mass unemployment, etc. The subjective factor also plays a significant role in this conflict: distortions in the implementation of reforms, mistakes in tax policy, bureaucratic perversions in government institutions, and so on.

3 Causes of conflicts

Most modern experts distinguish the following types of causes of conflicts.

Having opposite orientations. Each species and social group has a certain set of value orientations in relation to the most significant aspects social life. They are all different and usually opposite. At the moment of striving to satisfy needs, in the presence of blocked goals, opposite value orientations come into contact and can cause a conflict. For example, different groups of the population have different attitudes towards property. Some groups believe that property should be collective, others prefer private property, others strive for cooperative property. Under certain conditions, supporters of different forms of ownership may come into conflict with each other. The conflict over different attitudes to work is also very indicative, when one group of workers believes that it is impossible to work under the given conditions, while the other insists on continuing to work (any strikes belong to such conflicts).

Conflicts due to opposite value orientations are extremely diverse. They can arise due to different attitudes towards love, family and marriage, behavior, art, sports, and also because of opposite orientations towards any social institutions. The most acute conflicts appear where there are differences in culture, perception of the situation, status or prestige. Conflicts caused by opposite orientations can occur in the spheres of economic, political, socio-psychological and other value orientations.

ideological reasons. Conflicts that arise on the basis of ideological differences are a special case of a conflict of opposite orientations. The difference between them is that the ideological cause of the conflict lies in the different attitudes towards the system of ideas that justify and legitimize the relationship of subordination, domination and fundamental worldviews among different groups of society. In this case, the elements of faith, religious, socio-political aspirations become a catalyst for contradictions.

The causes of the conflict are various forms of economic and social inequality. This type of causes is associated with a significant difference in the distribution of values ​​(income, knowledge, information, elements of culture, etc.) between individuals and groups. Inequality in the distribution of values ​​exists everywhere, but conflict arises only when such inequality is regarded as very significant by one of the social groups, and only if such a significant inequality leads to the blockade of important social needs in one of the social groups. The social tension that arises in this case can serve as a cause of social conflict. It is due to the emergence of additional needs in people, for example, the need to have the same number of values.

The causes of conflicts lie in the relations between the elements of the social structure. Conflicts arise as a result of the different places that structural elements occupy in a society, organization or ordered social group. The conflict for this reason can be associated, firstly, with different goals pursued by individual elements. For example, one region (administrative unit) of the state strives for independence, while another (for example, the administrative center), on the contrary, tries to prevent independence.

On this basis, a conflict can develop between the center and the periphery. Secondly, the conflict for this reason is associated with the desire of one or another structural element to take a higher place in the hierarchical structure. For example, a division of an organization seeks to become more influential and take a higher place in the structure of the organization in order to receive a greater share of resources. Conflict occurs when other units strive for the same goal with limited resources.

Any of these reasons can serve as an impetus, the first stage of a conflict only if certain external conditions are present. For example, people often have opposing values ​​and a desire to take a higher place in the status hierarchy. However, conflicts, despite the presence of reasons and even people's dissatisfaction with the current situation, do not always occur. What must happen for a conflict to arise, so that the corresponding cause is actualized? Obviously, in addition to the existence of the cause of the conflict, certain conditions must develop around it, serving as a breeding ground for the conflict. Therefore, it is impossible to consider and evaluate the cause of the conflict without taking into account the conditions that affect the state of relations between individuals and groups that fall within the scope of these conditions to a different extent.

P.A. Sorokin pointed out the connection between the conflict and the satisfaction of people's needs. In his opinion, the source of conflicts lies in the suppression of basic human needs, without which he cannot exist, primarily the needs for food, clothing, housing, self-preservation, self-expression, creativity, freedom, etc. At the same time, he emphasized that it is not the needs in themselves that are important, but also the means of satisfying them, access to the relevant types of activities, which is due to the social organization of society. It is in this connection that the question arises not only of equality and inequality in the level of well-being, but also of comparing the life chances of various social groups.

So, the main subjects of the conflict are large social groups. Since their needs, interests, goals, claims can only be realized through the use of power, such political organizations as the state apparatus, parties, parliamentary factions, “pressure groups”, etc., are directly involved in conflicts. It is they who are the spokesmen for the will of large social groups and the main carriers of social interests. Ultimately, social conflict usually takes the form not of a conflict of large social groups (the masses take to the streets only at rare moments of the highest aggravation of the situation), but of political, ethnic and other leaders who act on the basis of mechanisms formed in a particular society.

At the same time, it should be noted that a social conflict is always a struggle generated by a confrontation between public and group, but not individual, interests. R. Dahrendorf refers to the subjects of the conflict three types of social groups.

Primary groups are direct participants in the conflict who are in a state of interaction regarding the achievement of objectively or subjectively incompatible goals.

Secondary groups that seek to be uninvolved directly in the conflict, but contribute to fueling the conflict. At the stage of aggravation of the conflict, they can become the primary party.

Third forces interested in resolving the conflict. Many conflictologists believe that society and its individual components develop as a result of evolutionary changes, i.e. in the course of continuous improvement and the emergence of more viable social structures based on accumulated experience, knowledge, cultural patterns and the development of production, and therefore suggest that social conflict can only be negative, destructive and destructive.

But there is a group of scientists, consisting of supporters of the dialectical method. They recognize the constructive, useful content of any conflict, since as a result of conflicts new qualitative certainties appear. According to the supporters of this point of view, any finite object of the social world from the moment of its inception carries its own negation or its own death. Upon reaching a certain limit or measure as a result of quantitative growth, the contradiction that carries negation comes into conflict with the essential characteristics of the given object, in connection with which a new qualitative certainty is formed. So, the main position of G. Simmel's theory of conflict is that the conflict, although it is one of the forms of disagreement, at the same time is a socializing force that unites the opposing sides and contributes to the stabilization of society. L. Koser in his classic work “The Functions of Social Conflicts” emphasized that the conflict carries not only a destructive function, it has a great positive potential. L. Koser singles out the main functions of the conflict, which, in his opinion, have a beneficial effect on the current state of society and contribute to its development:

a) group formation, establishment and maintenance of normative and physical group boundaries;

) establishing and maintaining a relatively stable structure of intragroup and intergroup relations;

) socialization and adaptation of both individuals and social groups;

) creating and maintaining a balance of power and, in particular, power;

) obtaining information about environment(signals about certain problems and shortcomings);

) stimulation of rule-making and social control;

) contributing to the creation of new social institutions.

So, there are two extreme, polar points of view on the consequences of the conflict. Avoiding extreme judgments, let us assume that in every conflict there are both disintegrative, destructive, and creative, integrative moments that determine its consequences. First of all, it should be noted that conflict can destroy social communities. Many social conflicts are highly destabilizing events in social systems. Strikes can leave thousands of people inactive and cause serious damage to businesses and organizations; marital conflicts interfere with the unification of spouses and mutual understanding between them; national conflicts disrupt the relationship between peoples. And, finally, an atomic conflict threatens to destroy all of humanity.

Speaking about the integrative, positive aspects of the conflict, it should be noted that a limited, private consequence of the conflict may be an increase in group interaction. Since interests and points of view within the group change from time to time, new leaders, new policies, new intra-group norms are needed. As a result of the conflict, new leadership, new policies and new norms can be quickly introduced. Conflict may be the only way out of a tense situation. If injustice is manifested in the group, the rights of the individual are infringed, generally accepted norms are violated, then often only the conflict leads to the achievement of balance and the removal of tension in the group. Thus, society enters into conflict situations with criminal groups or individuals with deviant behavior, and this is recognized by everyone as fair.

Thus, there are two types of consequences of conflicts.

Disintegrative consequences that increase bitterness, lead to destruction and bloodshed, to intra-group tension, destroy normal channels of cooperation, divert the attention of group members from pressing problems.

Integrative consequences that determine the way out of difficult situations, lead to the resolution of problems, strengthen group cohesion, lead to the conclusion of alliances with other groups, lead the group to understand the interests of its members.

Scientists also divide conflicts into: objectively and subjectively determined, they are clearly displayed in the following diagram:

The emergence of a conflict in a complex contradictory situation in which people find themselves is considered objective. Poor working conditions, unclear division of functions and responsibilities - such problems are among the conflict ones, i.e. objectively turn out to be the ground on which a tense situation easily arises. If people are placed in such conditions, then regardless of their mood, characters, moods prevailing in the team and calls for mutual understanding and restraint, the likelihood of a conflict is quite high. It is possible to eliminate conflicts caused by such reasons only by changing the objective situation. In these cases, the conflict performs a kind of signal function, indicating trouble in the life of the team.

The emergence of a conflict in connection with the personal characteristics of those in conflict, with situations that create barriers to satisfying our aspirations, desires, and interests will be subjective. The decision made seems wrong, the assessment of work is wrong, the behavior of colleagues is unacceptable.

But all conflicts have several causes. Each of us remembers something of his own, situations in which he himself was either a witness or a victim. It hurts and hurts when:

gets for the fact that you are not responsible;

you are not asked when solving issues in which you are competent;

the rewards for what you have done go to others.

you are considered incapable of doing something on your own, the task goes to another.

you put forward ideas and suggestions, someone passes them off as their own.

tempting prospects are drawn in front of you in order to attract to this work, but in the end, when you agree, it turns out that the work looks completely different.

Similar examples can be continued ad infinitum. But this is how intrigues arise and mutual trust collapses, almost everyone is subject to this.

The first conflictogen often appears situationally, against the will of people, and then the escalation of conflictogens comes into play, and now the conflict is evident.

Most conflictogens can be attributed to one of three types:

striving for excellence;

manifestation of aggressiveness;

manifestation of selfishness.

All these types are united by the fact that conflictogens are manifestations aimed at solving psychological problems or at achieving some goals.

Let's take a brief look at conflictogens of each type.

Striving for Excellence:

direct manifestations of superiority: orders, threats, remarks or any other negative assessment, criticism, accusation, ridicule, sarcasm;

condescending attitude, i.e. display of superiority, but with a touch of benevolence;

boasting, i.e. an enthusiastic story about his successes, a desire to "put in place" a braggart;

categoricalness is a manifestation of excessive self-righteousness, self-confidence and implies its superiority and subordination of the interlocutor. This includes any statements in a categorical tone, for example, “I believe”, “I am sure”; imposing their advice.

There is a rule:

Give advice only when asked for it. The adviser, in essence, takes a position of superiority;

Manifestation of aggressiveness:

natural aggression. A person with increased aggressiveness is conflict, is a "walking conflict generator". A person with below average aggressiveness runs the risk of achieving much less in life than he deserves. The complete absence of aggressiveness borders on apathy or spinelessness, because it means a refusal to fight. Situational aggressiveness arises as a response to internal conflicts caused by the circumstances. These can be troubles (personal or at work), bad mood or well-being, as well as a response to the resulting conflictogen.

Expression of selfishness

the word "egoism" has its root in the Latin word "ego", meaning "I". All kinds of manifestations of egoism are conflictogenic; for the egoist achieves something for himself (usually at the expense of others), and this injustice, of course, serves as a ground for conflicts.

All causes of conflicts can be grouped into five groups in accordance with the factors that cause them:

information;

structure;

values;

relationships;

behavior.

Many conflicts are based on information that is acceptable to one side and unacceptable to the other. These may be incomplete and inaccurate facts, rumors that misinform communication partners: suspicions of deliberate concealment of information; doubts about the reliability and value of sources of information; contentious issues legislation, rules of procedure, etc.

Structural factors in the emergence of conflicts are usually associated with the existence of formal and informal organizations of a social group. This may include issues of property, social status, authority and accountability, various social norms and standards, traditions, reward and punishment systems, distribution of resources, goods, services, income.

Value factors are those principles that we proclaim or reject. These are public, group or personal systems of beliefs, beliefs and behavior (preferences, aspirations, prejudices, fears), ideological, cultural, religious, ethical, political, professional values ​​and needs.

Relationship factors are associated with a sense of satisfaction from the interaction, or lack of it. At the same time, it is important to take into account the basis of the relationship (voluntary or forced), their essence (independent, dependent), mutual expectations, the duration of the relationship, the compatibility of the parties in relation to values, behavior, personal and professional goals and personal compatibility, differences in educational level, life and professional experience. .

Behavioral factors inevitably lead to conflicts if interests are infringed, self-esteem is undermined, there is a threat to security (physical, financial, emotional or social), if conditions are created that cause negative emotional states, if selfishness, irresponsibility, injustice are manifested in people's behavior.

Such a grouping of the causes of conflicts contributes to their understanding and analysis, but it should be remembered that real life richer than any scheme, and it is possible to single out many other reasons for the emergence of contradictions, as well as to identify the close interweaving of various factors in a particular conflict.

Chapter I Conclusions

The conflict should be perceived as a completely normal social phenomenon, a property of social systems, a process and a way of human interaction. The conflict appears as an awareness at the level of an individual, a social group or a wider community of the inconsistency of the process of interaction and relationships, differences, and even incompatibility of interests, value assessments and goals, as a meaningful confrontation. The most conflictogenic in social interactions is the sphere of management and managerial relations. In the process of exercising managerial functions in various areas of social reality, conditions are manifested in which conflicts are formed objectively and subjectively. Management as one of the most complex types of social relations is associated with a large number of problems and contradictions that create a system of prerequisites for conflict in this area. The objective prerequisites for the emergence of conflicts in the sphere of management are rooted in the subjective differences in the perception of social norms by people, in their individual uniqueness of attitudes towards the processes of purposeful, coordinated work and joint work. In the process of such relations, the motivation and interests of the subjects of management do not always coincide, they are often opposite and differently understood. This leads to the formation of conflict.

The division of conflicts into types is rather arbitrary and in practice conflicts arise: organizational, vertical, interpersonal, horizontal, etc.

Considering the causes of conflicts, it is impossible not to notice that the opinions of conflictologists differ markedly, but at the same time, scientists divide all the causes of conflicts into five groups in accordance with the factors that determine them:

information; structure; values; relationships; behavior.

II. CONFLICT: TYPES, STAGES OF PROCESS, METHODS OF RESOLUTION

1 Types of conflicts

The typology of socio-psychological conflict depends, first of all, on the chosen criterion. For example, depending on the resolvability of a conflict contradiction, fully resolvable conflicts, partially resolvable and unresolvable conflicts, which can only be regulated, are singled out. By the number of subjects, conflicts are classified into interpersonal, intergroup. The intrapersonal conflict is highlighted. The structure of personality is quite complex and contradictory. Among intrapersonal conflicts, pathogenic, positive, leading to reassessment and reorientation, and others can be distinguished. The decision-making process for an individual in many cases is quite complex and conflicting.

Intergroup conflicts are the structural basis of conflicts of various content, in particular, political, interethnic, economic, etc. The criterion in this typology is a specific sphere of society. Each of the listed types of conflicts can be classified, for example, as political: inter-party, governmental, intra-party, etc. Researchers of social conflicts have come to the conclusion about the existence and recognition of many typologies. So, when classifying conflicts, a systematic approach, quantitative and qualitative criteria, analysis of contradictions, motives, etc. are used.

In the scientific literature, there are various classifications of conflicts:

intrapersonal, interpersonal, intergroup;

business (industrial), emotional (personal);

paired, group, general;

short-term, long-term; protracted;

spontaneous, planned; managed, poorly managed and unmanaged;

justified, unjustified;

mobilizing, disorganizing;

tactful, tactless;

acceptable, unacceptable; horizontal, vertical;

spontaneously terminated, terminated under the influence external forces, in my opinion, the most optimal is the division on the following grounds: by volume, by duration, by direction, by importance for the organization, by the degree of openness of conflict interactions.

By volume, conflicts are divided into:

intrapersonal;

interpersonal;

between the individual and the group;

intergroup.

Intrapersonal conflicts - arise as a result of the fact that production requirements are not consistent with the personal needs or values ​​​​of the employee, as well as in response to work underload or overload, conflicting requirements. Here, the participants in the conflict are not people, but various psychological factors of the inner world of the individual (needs, motives, values, feelings, etc.)

Interpersonal conflict - involves two or more individuals who perceive themselves as being in opposition to each other with respect to goals, dispositions, values, or behavior. This is perhaps the most common type of conflict. At the heart of such conflicts, as a rule, are objective reasons. Most often, this is a struggle for limited resources, material resources, etc. In interpersonal conflicts, one worker acts as the initiator. The other chooses his own line of behavior:

respond boldly and aggressively and engage in conflict;

smooth out the conflict without humiliating self-esteem;

to remain silent, which, in principle, is tantamount to defeat;

pretend that “didn’t notice”, “didn’t hear”;

agree with all the accusations against you.

Such conflicts arise between a leader and a subordinate, for example, when the subordinate is convinced that the leader makes exorbitant demands on him, and the leader believes that the subordinate does not want to work at full strength.

The conflict between the individual and the group - manifests itself as a contradiction between the expectations or requirements of the individual and the norms of behavior and work that have developed in the group. This conflict arises because of the inadequacy of the leadership style to the level of maturity of the team, because of the mismatch between the competence of the leader and the competence of the team's specialists, because the group does not accept the moral character and character of the leader.

Intergroup conflicts are conflicts within the formal groups of the collective (for example, the administration and the trade union), within informal groups, as well as between formal and informal groups. Usually such conflicts are of an intense nature and, if they are not properly managed, do not give any of the groups a gain.

According to the duration of the course, conflicts can be divided into: short-term and protracted. The former are most often the result of mutual misunderstanding or mistakes that are quickly recognized. The latter are associated with deep moral and psychological traumas or with objective difficulties. The duration of the conflict depends both on the subject of contradictions and on the nature of the people involved. Prolonged conflicts are very dangerous, because conflicting personalities consolidate their negative state in them. The frequency of conflicts can cause deep and lasting tensions in relationships.

By direction, conflicts are divided into:

horizontal (persons subordinate to each other are not involved);

vertical (persons who are subordinate to one another participate);

mixed (represented by both "vertical" and "horizontal" components).

Conflicts of a "vertical" nature are the most undesirable for a leader, since his actions are considered by all employees through the prism of this conflict. And even in the case of complete objectivity of the leader, in any of his steps they will see intrigues in relation to his opponents. And since subordinates often lack information or competence in order to competently evaluate the actions of the leadership, the misunderstanding is usually compensated by speculation. The most common conflicts are vertical and mixed, they average 70-80% of all others.

According to their importance for the organization, conflicts are divided into: constructive and destructive.

Constructive conflict occurs when opponents do not go beyond ethical standards, business relations and reasonable arguments. The reasons are usually shortcomings in the organization of activities and management. The resolution of such a conflict leads to the development of relations between people and the development of the group. The consequences of such a conflict are functional and lead to an increase in the effectiveness of the organization.

A destructive conflict arises when one of the parties firmly insists on its position and does not want to take into account the interests of the other party or the entire organization as a whole, or when one of the opponents resorts to morally condemned methods of struggle, seeks to psychologically suppress the partner. The consequences of such conflict are dysfunctional and result in reduced personal satisfaction, group cooperation, and organizational effectiveness.

According to the degree of openness of conflict interactions: open and hidden forms of conflict.

Open conflicts develop in the form of open confrontation. Here all the interactions of the opposing sides are indicated and predictable. Both the top management of the organization and any of its employees are aware of such conflicts. Conflict interactions manifest themselves in the form of direct protests, indirect actions (incitement), open mutual accusations, open passive resistance (failure to complete tasks or absenteeism), etc. Depending on the situation, the opponent's reaction may be open or covert.

Hidden conflicts make up the bulk of conflict interactions. These are smoldering conflicts, they are not directly visible, as rivals try to suppress each other or impose their will, using the factors of surprise or uncertainty.

2 The structure of the flow of conflicts

The structure of the conflict includes:

· subjects of the conflict

· the subject of the conflict

· conflict relationship,

· conflict situations,

· contradictions and causes of conflict.

Subjects are participants in the interaction, which can be represented by individuals, a group of individuals, a pedagogical organization.

The subject of the conflict is specific material and spiritual resources, unsatisfied needs, desires, interests of the subjects of interaction, i.e. what caused the conflict.

Conflict relations - the form and content of interaction between subjects, their actions to end the conflict.

A conflict situation is the development of a conflict in a specific time period.

Conflict contradictions are the main points of disagreement between the subjects of the conflict, their opposing interests, aspirations, and needs.

The causes of the conflict are those conditions that led to the aggravation of contradictions, the emergence of a conflict.

Each conflict has spatial and temporal characteristics, which are presented in the following table:

Table 1. Spatial and temporal characteristics of conflicts.

Spatial characteristics of the conflict Temporal characteristics of the conflict Spheres of occurrence and manifestation of the conflict Duration of participation in the conflict of each of the subjects Conditions and reasons for the occurrence Frequency Specific forms of manifestation Repetition of the conflict Result of the conflict Duration Means and actions Time parameters of each of the stages of the development of the conflict.

Each conflict has its own dynamics of development, which includes the following stages

stage - pre-conflict relations, accumulation of problems, their unresolved, the appearance of tension in relations;

stage - aggravation of contradictions, a stable negative psychological background in relationships; constant negative, sometimes aggressive confrontation;

stage - conflict situation, open conflict between subjects, lack of mutual understanding;

stage - conflict resolution;

stage - post-conflict stage, situation, new content of relations between the parties to the conflict.

Usually, there are four main stages in a conflict: pre-conflict, conflict, conflict resolution and post-conflict. In turn, each of these stages can be divided into a number of phases, let us consider them more specifically.

pre-conflict stage. No social conflict arises instantly. Emotional stress, irritation and anger usually accumulate over time, so the pre-conflict stage sometimes drags on so much that the root cause of the conflict is forgotten.

A characteristic feature of every conflict at the moment of its inception is the presence of an object, the possession of which (or the achievement of which) is associated with the frustration of the needs of the two subjects drawn into the conflict. This object must be fundamentally indivisible or appear as such in the eyes of the opponents.

It happens that this object can be divided without conflict, but at the moment of its inception, the rivals do not see the path to this and their aggression is directed at each other. The indivisible object is called the cause of the conflict. The presence and size of such an object must be at least partially realized by its participants or opposing sides. If this does not happen, then it is difficult for the opponents to carry out an aggressive action and, as a rule, there is no conflict.

The pre-conflict stage is the period in which the conflicting parties evaluate their resources before deciding to act aggressively or retreat. Such resources include material values ​​that can be used to influence an opponent, information, power, prestige, connections, etc. At the same time, there is a consolidation of the forces of the opposing sides, the search for supporters and the formation of groups participating in the conflict.

Initially, each of the conflicting parties is looking for ways to achieve goals, avoid frustration without influencing the opponent. When all attempts to achieve the desired are in vain, the individual or social group determines the object that hinders the achievement of goals, the degree of his "guilt", the strength and the ability to counteract. This moment of the pre-conflict stage is called identification. In other words, it is a search for those who interfere with the satisfaction of needs and against whom aggressive social actions should be used.

It happens that the cause of frustration is hidden and difficult to identify. Then it is possible to choose an object for aggression, which has nothing to do with blocking the need. This false identification can lead to an impact on a foreign object, a response and a false conflict. Sometimes false identification is created artificially in order to divert attention from the true source of frustration. For example, a government in a country tries to avoid dissatisfaction with its actions by shifting the blame to national groups or individual social strata. False conflicts, as a rule, do not eliminate the causes of collisions, but only exacerbate the situation, creating opportunities for the spread of conflict interactions.

The pre-conflict stage is also characterized by the formation of a strategy or even several strategies by each of the conflicting parties. Moreover, the one that best suits the situation is used. Strategy is understood as the vision of the situation by the participants in the conflict, the formation of a goal in relation to the opposing side, and, finally, the choice of a way to influence the enemy.

In turn, several stages and phases are distinguished in the development of a pre-conflict situation. I will consider them in turn (stages):

Determination of the causes of the conflict, when members of the organization determine who is blocking their needs and what is the share of their participation in this process. So, the leader can determine which of the subordinates opposes his orders, what is the degree of their cohesion, whether there are opportunities for joint action.

Assessing the resources and capabilities of rivals (for example, group members learn that their rivals have strong ties to the leadership of their organization or to a higher level organization). Evaluation is important for the development of the entire conflict, since in the event of an unfavorable assessment of the opponent's capabilities, a social group or individual may refuse to confront, retreat.

Search for supporters and allies in the conflict. In an organization characterized by fairly close ties between structural units, the search for supporters occurs in almost any conflict. This is because the person involved in the conflict seeks support or sympathy from the members of the organization regarding his situation or his actions.

4. Hidden conflict interactions, which include disguises, provocations and other ways of psychologically influencing opponents.

In the pre-conflict stage, sociologists distinguish two phases. The initial phase is characterized by the formation of a conflict situation - the accumulation and aggravation of contradictions in the system of interpersonal and group relations due to the sharp divergence of interests, values ​​and attitudes of the subjects of conflict interaction that has appeared. At this stage, we can talk about the latent (latent) phase of the development of the conflict.

The second phase begins with an incident or occasion, i.e. some external event that sets the conflicting parties in motion. At this phase, the conflicting parties become aware of the incentive motives, i.e. the opposites of their interests, goals, values, etc. In the second phase of the first stage, the conflict from the latent stage passes into the open one and is expressed in various forms of conflict behavior.

The pre-conflict stage is of scientific and practical interest for both scientists and managers, since with the right choice of strategy and methods of action, conflicts can be prevented.

A sign of the transition of the hidden stage of the conflict to the open one is the transition of the parties to conflict behavior.

Conflict behavior (directly conflict) characterizes the second, main stage in the development of the conflict. Conflict behavior is actions aimed at directly or indirectly blocking the achievement by the opposing side of its goals, intentions, interests. The actions that make up the incident are divided into two groups, each of which is based on the specific behavior of people. The first group includes the actions of rivals in the conflict, which are open in nature. It can be verbal debate, economic sanctions, physical pressure, political struggle, sports competition, etc. Such actions, as a rule, are easily identified as conflict, aggressive, hostile. Since an open "exchange of blows" is clearly visible from the side during the conflict, sympathizers and just observers can be drawn into it. Active open actions usually expand the scope of the conflict, they are clear and predictable. The second group includes the hidden actions of rivals in the conflict. It is known that during conflicts, opponents most often try to disguise their actions, confuse, deceive the rival side. This hidden, veiled, but nevertheless extremely active struggle pursues the goal of imposing an unfavorable course of action on the opponent and at the same time revealing his strategy. The main mode of action in a hidden internal conflict is reflexive control. According to the definition formulated by V. Lefebvre, reflexive control is a method of control in which the grounds for making a decision are transferred from one of the actors to another. This means that one of the rivals is trying to convey and introduce into the consciousness of the other such information that makes the other act in a way that is beneficial to the one who transmitted this information. To enter this phase, it is necessary not only to realize one's goals and interests as opposed to the other side, but also to form an attitude towards the struggle, psychological readiness for it. The formation of such an attitude is the task of the first phase of conflict behavior. The conflict of interests at this phase takes the form of sharp disagreements, which individuals and social groups not only do not seek to resolve, but also exacerbate in every possible way, continuing to destroy the former structures of normal interconnections, interactions and relationships. In the emotional sphere, this phase is characterized by an increase in aggressiveness, a transition from prejudice and hostility to outright hostility, which is mentally fixed in the "image of the enemy." Thus, conflict actions sharply exacerbate the emotional background of the conflict, while the emotional background, in turn, stimulates conflict behavior. In modern conflictology, much attention is paid to the concept of "strength" of the participants in the conflict. Strength - the ability of the opponent to realize his goal against the will of the interaction partner. It includes a number of heterogeneous components.

physical strength, including technical means used as an instrument of violence.

An information-civilized form of the use of force, requiring the collection of facts, statistical data, analysis of documents, study of expert examination materials, etc. in order to ensure the completeness of knowledge about the essence of the conflict, about your opponent in order to develop a strategy and tactics of behavior, use materials that discredit the opponent, etc.

Social status, expressed in socially recognized indicators (income, level of power, prestige, etc.).

Other resources - money, territory, time limit, number of supporters, etc.

The stage of conflict behavior is characterized by the maximum use of the strength of the participants in conflicts, the use of all the resources at their disposal.

Of no small importance for the development of conflict relations is the surrounding social environment, which determines the conditions in which conflict processes take place. The environment can act either as a source of external support for the participants in the conflict, or as a deterrent, or as a neutral factor. The first stage of conflict behavior generates a tendency to intensify the conflict, but it can stimulate its participants to find ways to resolve the conflict. The looming turning point in the development of the conflict is characteristic of the second phase of conflict behavior. At this phase, a kind of “revaluation of values” takes place. The fact is that before the conflict began, the parties had a certain image of the conflict situation, ideas about the opponent, his intentions and resources, about the reaction of the external environment, etc. It is this image, i.e. the ideal picture of the conflict situation, and not the reality itself, is the direct psychological reality of the conflict behavior of the parties. But the course of conflict interaction could significantly change the perceptions of the parties about themselves and about each other and about the external environment. It may also be that the conflicting parties, or one of them, have exhausted their resources. All this, like many other things, serves as an incentive to develop a decision on the strategy and tactics of further behavior. Consequently, the phase of "revaluation of values" is at the same time the phase of "choice".

Conflicting groups can choose the following programs of behavior.

Achieving one's goals at the expense of another group and thereby bringing the conflict to a higher degree of tension.

Reducing the level of tension, but maintaining the conflict situation itself, translating it into a hidden form due to partial concessions to the opposite side.

Finding ways to completely resolve the conflict.

If the third program of behavior is chosen, the third stage in the development of the conflict begins - the stage of resolution.

Conflict resolution. An external sign of conflict resolution may be the end of the incident. This means that between the conflicting parties ceases conflict interaction. It is a completion, not a temporary cessation. The resolution of the conflict is carried out both through a change in the objective situation, and through a subjective, psychological restructuring, a change in the subjective image of the situation that has developed with the warring party. Partial or complete resolution of the conflict is possible. Complete resolution means the end of the conflict at the objective and subjective levels, a radical restructuring of the entire image of the conflict situation. In this case, the "image of the enemy" is transformed into the "image of a partner", and the psychological attitude to fight is replaced by an orientation towards cooperation. With a partial resolution of the conflict, only the external conflict behavior changes, but the internal incentives to continue the confrontation remain, restrained either by strong-willed, reasonable arguments, or by the sanction of a third party. Elimination, termination of the incident is a necessary but not sufficient condition for resolving the conflict. Often, having stopped active conflict interaction, people continue to experience a frustrating state, to look for its cause. And then the conflict that was extinguished flares up again.

Conflict resolution is possible only when the conflict situation changes. This change can take many forms. But the most effective change in the conflict situation, which allows to extinguish the conflict, is considered to be the elimination of the cause of the conflict. In a rational conflict, the elimination of the cause inevitably leads to its resolution.

However, in the case of high emotional tension, the elimination of the cause of the conflict usually does not affect the actions of its participants in any way, or it does, but very weakly. Therefore, for an emotional conflict, the most important moment in changing a conflict situation should be considered a change in the attitudes of rivals relative to each other. Emotional conflict is fully resolved only when the opponents stop seeing each other as an enemy.

It is also possible to resolve the conflict by changing the requirements of one of the parties: the opponent makes concessions and changes the goals of his behavior in the conflict. For example, seeing the futility of the struggle, one of the rivals concedes to the other, or both simultaneously make concessions. A social conflict can also be resolved as a result of the depletion of the resources of the parties or the intervention of a third force that creates an overwhelming preponderance of one of the parties, and, finally, as a result of the complete elimination of the rival. In all these cases, a change in the conflict situation will certainly occur.

The normal development of the conflict assumes that each of the parties is able to take into account the interests of the opposing side. This approach creates the possibility of a relatively peaceful development of the conflict through the negotiation process and making adjustments to the previous system of relations in the direction and scale acceptable to each of the parties.

However, it often happens that the party initiating the conflict proceeds from a negative assessment of the previous state of affairs and declares only its own interests, without taking into account the interests of the opposite side. In this case, the opposing side is forced to take special measures to protect its interests, which are perceived and interpreted by the initiator of the conflict as a desire to protect the "status quo". As a result, both sides may suffer some damage, which is attributed to the opposing side in the conflict.

Such a situation is fraught with the use of violence: already at the initial stage of the conflict, each of the parties begins to demonstrate force or the threat of its use. In this case, the conflict deepens, since the impact of force necessarily meets with opposition associated with the mobilization of resources to resist the force.

The greater the desire to use force in a conflict, the more difficult its resolution, i.e. access to new parameters of social relations. Violence creates secondary and tertiary factors of deepening the conflict situation, which sometimes displace the original cause of the conflict from the minds of the parties.

Each of the parties develops at this phase its own interpretation of the conflict, the indispensable elements of which are the idea of ​​the legitimacy and validity of their own interests and the actions taken in their defense and the accusation of the opposite side, i.e. creating an image of the enemy. At this stage, therefore, the ideological design of the conflict is created, which for each of its participants acts as a certain amount of criteria that divide the entire social world into friends and foes, into those who either support or do not support this particular side. Forces that are neutral, conciliatory, are perceived in this case as allies of the opposite or hostile side.

This is the way to the emergence of a new phase of the conflict - a deadlock. It means practically paralysis of actions, ineffectiveness of the decisions made, since each of the parties perceives proposals and actions aimed at overcoming the crisis as a unilateral gain for the opposite side.

An impasse tends to self-destruct. The way out of it can be found only on the path of a radical revision of the current situation and the rejection of the tactics of struggle on the principle of "all or nothing". As a rule, such a revision is associated with a change of leaders, first of one and then of the other conflicting parties, who revise the ideological justifications for conflicts that have developed at previous stages, revealing their mythological content and the absence of sociological realism.

This opens up new opportunities for the negotiation process, which should be based on redefinition, a new awareness of one's own interests, based on the experience of deploying a conflict situation and understanding the common losses incurred by the parties at the stage of aggravation of the conflict, its ideologization and impasse.

Modern conflictology has formulated the conditions under which a successful resolution of social conflicts is possible. One of the important conditions is a modern and accurate diagnosis of its causes. And this involves the identification of objectively existing contradictions, interests, goals. An analysis carried out from this point of view makes it possible to outline the "business zone" of the conflict situation. Another no less important condition is the mutual interest in overcoming contradictions on the basis of mutual recognition of the interests of each of the parties. To do this, the parties to the conflict must strive to free themselves from hostility and mistrust towards each other. It is possible to achieve such a state on the basis of a goal that is significant for each group and at the same time unites opposing groups in the past on a broader basis. The third indispensable condition is the joint search for ways to overcome the conflict. Here it is possible to use a whole arsenal of means and methods: direct dialogue between the parties, negotiations through an intermediary, negotiations with the participation of a third party, etc.

During negotiations, priority should be given to discussing substantive issues.

The parties should strive to relieve psychological and social tension.

The parties must show respect for each other.

Negotiators should strive to turn a significant and hidden part of the conflict situation into an open one, publicly and convincingly revealing each other's positions and deliberately creating an atmosphere of public equal exchange of views.

All negotiators must be willing to compromise.

A compromise is a way of resolving a conflict when the conflicting parties realize their interests and goals through either mutual concessions, or concessions to a weaker party, or to the party that managed to prove the validity of its claims to the one who voluntarily renounced part of his claims.

The final post-conflict stage is of great importance. At this stage, efforts must be made to finally eliminate conflicts of interests, goals, attitudes, socio-psychological tensions must be eliminated, and any struggle must be stopped. A settled conflict contributes to the improvement of the socio-psychological characteristics of both individual groups and intergroup interaction. It promotes group cohesion, increases the level of identification of its members with common goals and satisfaction in the group. At the same time, it develops a respectful attitude towards former opponents, allows you to better understand their interests, goals and motivations.

Anticipating possible scenarios for the development of events creates the conditions for the effective management of individual social and labor conflicts, which will be effective if carried out at the early stages of the emergence of contradictions. The earlier a problem situation is discovered, the less effort is needed to resolve it constructively.

The main preventive managerial influences on individual social and labor conflicts in organizations are their diagnosis, forecasting, prevention and prevention.

Early detection of conflict contradictions, the development of which can lead to individual social and labor conflicts, is provided by forecasting, that is, a reasonable assumption about their possible future occurrence or development. It is based on studies of individual social and labor conflicts in organizations.

The main measures for the implementation of effective forecasting of individual social and labor conflicts in organizations should be applied as follows:

knowledge and analysis of the early symptoms of a hidden conflict, while it is necessary to limit relationships, choose an official form of communication;

working with leaders in departments;

analysis of public opinion;

study of individual psychological characteristics of employees.

The use of these measures will allow us to assume that an individual social and labor conflict will arise in the future, and therefore it is necessary to collect information about it.

The starting point for effective treatment of individual social and labor conflicts is their diagnosis, which involves the collection and analysis of versatile information about them. Important aspects of the conflict diagnosis are: the causes (sources) of the conflict, the nature and parties of the conflict, the attitude of the parties to the conflict, formal and informal relationships and positions of the parties.

Methods for correct and timely diagnosis are:

regular and business communication with employees;

making a management decision that can eliminate the cause of the conflict;

inducement of potential participants in the conflict to mutual concessions, etc.

Every modern leader must know the state and prospects for the development of his organization, methods and means of working with personnel, financial, tax and labor legislation. Must be able to identify and analyze problems, determine the degree of their significance, predict the consequences of decisions made, while taking responsibility. Must have an idea about financial condition its competitors, market development prospects, scientific and technical processes and new technologies. Must be proficient in modern methods of working with a team, methods of selection, evaluation and placement of personnel.

2.3 Methods and techniques used to resolve conflict situations

The complexity of management is due to the following factors. On the one hand, the emergence of new tasks peculiar only to this mode of development. On the other hand, the aggravation of problems, their acquisition of a different quality compared to the stationary mode of operation. Speaking of conflict as a necessary attribute, it is necessary to note the qualitative difference of this phenomenon. A frequently encountered pattern of the development of a disputable situation is as follows: the parties to the conflict begin to strengthen the existing differences, ignore the presence of points of contact, which leads to a further deepening of the crisis. The situation is also complicated by the fact that the parties to the conflict evaluate the same facts in different ways. The conflict is deepened by the fact that there is a sharp reduction in contacts between workers, contributing to the aggravation of the situation. The model for resolving this problem recommended in the specialized literature is to bring the conflicting parties to a joint discussion of the problem. To do this, the leader must act as a neutral organizer of the meeting, who will direct the discussion into the mainstream of a scientific search for a solution to the problem and contribute to the establishment of a dialogue. Demonstration of non-aggressive intentions, looking like a gesture of goodwill, not weakness, will help mitigate the negative perception of the parties to each other. In general, to effectively solve this problem, a combination of various approaches, methods, and actions is recommended. However, such simple ways of resolving conflicts in practice cause great difficulties. Another recommendation usually consists in "not hushing up" the conflict, its immediate resolution. In a conflict, it is important to show interest and concern for employees. Never put off resolving disagreements until later, it is necessary to actively support cooperation within the organization. Analyzing conflicts, the author considers it appropriate "to pay attention to the parties to the conflict, to the intermediate and final goals of the participants in the conflict, and to the conditions under which it should be expected that this conflict may lead to an aggravation of the situation." At the same time, it is recognized that simple conflict resolution schemes are not always effective, and often even exacerbate it, transferring it from the category of rapidly developing and short-term ones to a sluggish current, systematically escalating without visible outlines of the period of its full resolution. In many ways, this situation is due to the manager's misunderstanding of the nature of a particular conflict and the use of inappropriate tools. So, according to E. Popova, in our time, conflicts are not only possible, but also desirable. The whole problem, according to the author, is the ability to manage them. The problem of conflict is contained in what position the leader takes in it, whether he knows the strengths and weaknesses of the enterprise. The biggest mistake a manager makes in managing this situation is to ignore the problem. The author says that conflicts can develop in different ways, therefore, various methods of overcoming them are possible (for example, structural and interpersonal).

To resolve the conflict, it is important to know all its hidden and obvious causes, to analyze the various positions and interests of the parties, and to focus on the interests, because they are the solution to the problem. What is important here is a fair attitude towards the initiator of the conflict, a reduction in the number of claims, awareness and control of the leader of his actions.

Of course, there are no universal ways to overcome the conflict. For his "solution" the only possible is full involvement in the situation. Only by “getting used to” the situation that has developed in the company can one study the problem of conflict and give recommendations on optimal strategy behavior and methods of overcoming it, which the manager needs to know.

In this regard, it is necessary not only to know the classification of conflict situations, but also methods for their effective resolution.

Moreover, this knowledge is necessary for the manager not only for his activities, but also for the formation of requirements for specialists in the psychological and sociological service of the enterprise personnel.

So, for example, it is expedient to develop and implement in the activities of the organization the “Code of Conduct in Conflict”. This document establishes a standard of conduct in conflict resolution. For example, it is necessary to provide an opportunity for conflicting parties to calmly substantiate their claims, formulate the desired end result and problem, and offer their thoughts on solving the problem. The rights of the conflicting parties should be formulated, the possibility of expressing opinions and positions on the subject of the conflict should be created. It is also important to determine the forms of behavior during this period that ensure the perception of the personal positions of the conflicting parties. Creation of such a standard of conduct, training of managers of all levels of management of the enterprise, control over its observance is one of the main tasks of forming a corporate culture. The latter is the result of a long systematic work of top managers. However, corporate culture, its level, as experience shows, serves as the basis for effective management in enterprises. The role of such standards leads to an increase in the requirements for psychologists in a modern organization or enterprise.

It is known that at enterprises many characteristics of the conflict change qualitatively, which does not give positive results when using traditional approaches to the analysis of disputable situations. The way out of this methodological impasse can be found in the approach to the analysis of conflict from the standpoint of organization theory.

An analysis of crisis phenomena at enterprises from the standpoint of organization theory shows that a crisis essentially represents a stage in the development of an organization. In this regard, a constructive approach to finding effective ways to resolve conflict situations will be a qualitatively different view of the organization as a whole, as opposed to an approach based on the study of only the characteristics of each of the stages of development of the organization.

Various factors and ways of resolving conflict situations are used in the course of the enterprise's activity. The resolution of the conflict begins with the fact that the conflicting parties cease, if possible, to see the enemy in the opponent. To do this, an analysis of their own positions and actions is carried out. Recognition of one's own mistakes reduces the negative perception of the opponent, and opponents also try to understand the interests of the other - this expands the idea of ​​​​the opponent, makes him more objective. Constructive beginnings in the behavior and intentions of the opponent are highlighted. In every person there is something positive that you can rely on when resolving a conflict. Then employees reduce the negative emotions of the opposite side in the following ways:

readiness to go for rapprochement of positions;

a positive assessment of some actions of the other party;

be critical of yourself and balance behavior.

After that, the optimal strategy for resolving the conflict situation is chosen: avoiding the conflict, forceful methods, style of cooperation, the desire to enter into the position of the other side, the desire for compromise (diagram 1):

Scheme. 1. Ways to manage conflicts.

I will consider them in more detail, based on the experience gained:

) The style of competition or rivalry - this style is most typical for behavior in a conflict situation. It can be used if there is a big bet on your solution to a problem that has arisen, since the outcome of the conflict is very important to you:

Feel that you have no other choice and you have nothing to lose;

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

However, it should be said that this strategy rarely brings long-term results, since the losing side may not support a decision made against its will. In addition, the one who lost today may refuse to cooperate tomorrow.

Many consider this strategy to be flawed for solving problems, since it does not provide an opportunity for the opponent to realize his interests. However, life gives many examples when rivalry is effective, for example, in resolving conflicts between a leader and subordinates.

) Accommodating style means that you work with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working environment. In this case, you sacrifice your own interests in favor of the other side. But that doesn't mean you have to give up your interests, you just have to sort of put them aside for a while.

Various motives force the opponent to adopt such a strategy:

-awareness of one's wrong;

-the need to maintain good relations with the opponent;

-strong dependence on him;

-the insignificance of the problem.

In addition, this way out of the conflict leads to:

-significant damage received during the struggle;

-the threat of even more serious negative consequences;

-no chance of a different outcome;

-third party pressure.

In some situations, with the help of a concession, the principle of "Three D" is implemented: "Give Way to the Fool."

) The style of compromise - its essence lies in the fact that the parties are trying to resolve differences by making mutual concessions. This style is most effective when both parties want the same thing. When using this style, the emphasis is not on a solution that satisfies the interests of both parties, but on an option that everyone could agree on.

Compromise consists in the desire of opponents to end the conflict with partial concessions. It is characterized by:

-rejection of part of the previously put forward requirements;

-readiness to recognize the claims of the other party as partially justified;

-readiness to forgive.

Compromise is effective in cases:

-understanding by the opponent that he and the opponent have equal opportunities;

-existence of mutually exclusive interests;

-satisfaction with a temporary solution;

-threats to lose everything.

Compromise is the most commonly used conflict resolution strategy today, and at my place of work, this strategy smoothes out disagreements between guests and employees, as well as between management and employees.

) Evasion style - usually implemented 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 interests.

Dealing with a problem or avoidance is an attempt to get out of the conflict at a minimum cost. It differs from a similar strategy of behavior during a conflict in that the opponent switches to it after unsuccessful attempts to realize their interests with the help of active strategies. Here the conversation is not about the resolution, but about the attenuation of the conflict. Withdrawal can be a completely constructive response to a protracted conflict. Avoidance is used in the absence of strength and time to resolve the contradiction, the desire to gain time, the presence of difficulties in determining the line of one's behavior, or unwillingness to solve the problem at all.

) Cooperation - the most difficult of all styles, but at the same time the most effective in resolving conflict situations. Its advantage is that the most acceptable solution for both sides is found and partners are made from opponents. This style requires the ability to explain your decisions, listen to the other side, and restrain your emotions. The absence of one of these factors makes this style ineffective.

Cooperation involves the orientation of opponents to a constructive discussion of the problem, considering the other side not as an adversary, but as an ally in search of a solution. Most effective in situations:

-strong interdependence of opponents;

-tendencies on both sides to ignore differences in power;

-the importance of the decision for both parties;

-participants' open-mindedness.

For the most part, I have seen this strategy applied in conflict resolution between employees and management, management and suppliers, guests and staff, and just between employees.

The following information helps to most clearly distinguish between situations in which compromise is preferable and situations in which cooperation would be most effective:

CompromiseCooperationThe problem is relatively simple and clear The subject of the dispute is clearly complex and requires detailed discussion and compromise solution There is not much time to resolve the conflict or there is a desire to resolve it as quickly as possible Both parties are willing to spend time choosing hidden needs and interests It would be better to reach a temporary agreement, and then return to to this problem and re-analyze its hidden causes For both sides, their interests are very important and compromise is unacceptable for them CompromiseCooperationThe problem and its solution are not too important for both sidesThe parties are friendly to each other, ready to listen and respect the opposing point of viewFailed to achieve a solution using cooperation or you failed to get your way using your own power Both parties want a long-term agreement, not a temporary one, and do not want to delay it

The combination of strategies is determined by how the contradiction underlying the conflict is resolved. It is most likely that a compromise will be used, since the steps towards which at least one of the parties makes, allow reaching an asymmetric (one side yields more, the other less) or symmetrical (the parties make approximately equal mutual concessions) agreement.

The value of a compromise is that it can be achieved when the parties choose different strategies.

Depending on the strategies chosen, it is possible to resolve the conflict by forceful suppression of one of the parties or through negotiations. Forceful suppression is a continuation of the application of the strategy of competition. In this case, the strong side achieves its goals, achieves the opponent's refusal from the initial requirements. The yielding party fulfills the demands of the opponent, or accepts an apology for the admitted shortcomings in activity, behavior or communication. If the parties understand that the problem is important for each of them, and it is worth solving it taking into account mutual interests, then they use the path of negotiations.

In the ideal case, the conflict itself tells us the style of behavior. It is important to understand that each of these styles is effective only in certain conditions and none of them can be singled out as the best. The best approach will depend on the specific situation, as well as the nature of the participants in the conflict.

Chapter II Conclusions

Organization as a joint activity of people to achieve their goals can be viewed as a network of interdependent organizational units, effective management is understood as the skillful management of this interdependence. Relations between organizational units have a major impact on the interaction of these units. Researchers of social conflicts have come to the conclusion about the presence and recognition of many typologies that always overlap.

Usually, there are four main stages in a conflict: pre-conflict, conflict, conflict resolution and post-conflict. But the conflict does not always go through all these stages: latent (hidden), open and permissive. Thus, an objectively existing conflict situation may not be noticed, not realized by those whose interests it has infringed. Then the conflict will not start. The conflict will not start either if, after the appearance of its objective causes, they are immediately eliminated. The main preventive actions on individual social and labor conflicts in organizations are diagnostics, forecasting, prevention and prevention.

At the same time, it is at the pre-conflict stage that conflict prevention can be effective; a pre-conflict situation usually arises gradually, and here it is especially important to correctly orientate yourself and apply the necessary technique, make the necessary move.

The combination of strategies is determined by how the contradiction underlying the conflict is resolved. It is most likely that a compromise will be used, since the steps towards which at least one of the parties makes, allow reaching an asymmetric (one side yields more, the other less) or symmetrical (the parties make approximately equal mutual concessions) agreement. The value of a compromise is that it can be achieved when the parties choose different strategies.

But at the same time, cooperation is an equally effective way to resolve conflicts. One of the significant advantages of this method is that its application is possible both in vertical conflicts (“vertical negotiations”: the head - a group of workers; the workforce - the administration of the enterprise), and in horizontal ones (“horizontal negotiations”: the head of the department - the head of the department ; group of workers - group of workers).

With the mutual desire of the parties to remove the tension that has arisen, mutual concessions and restoration of cooperation, the conflict enters the stage of resolution and completion.

Partial resolution of the conflict is achieved when the external conflict behavior of the parties stops, but the internal, intellectual and emotional sphere that gave rise to the conflict behavior has not yet been transformed. Thus, the conflict is not resolved completely, only at the behavioral level, when, for example, administrative sanctions are applied to both sides of the conflict, and the objective cause of the conflict is not eliminated.

Complete resolution of the conflict is achieved when both components of the conflict situation are transformed - both at the external and internal levels. Such a result is achieved, for example, by satisfying all the just demands of the conflicting party or both parties by finding additional resources.

III. WAYS TO IMPROVE THE RESOLVATION OF CONFLICT SITUATIONS ON THE EXAMPLE OF Praktika LLC.

1 Emerging conflicts

Praktika LLC was founded in 2002. The main activity is wholesale and supply of office furniture.

The company has 42 employees, including:

Senior managers - 1 person

Middle managers - 1 person

Accountants - 1 person

Coordinator - 1 person

Sales managers - 5 people

Designer - 1 person

Courier - 1 person

Driver - 1 person

Furniture assemblers - 3 persons

Loaders - 2 people

The age of the staff varies from 21 to 49 years.

Salaries of employees differ depending on the work performed. Time wages (salary) are carried out for most employees, except for the sales department. There are also lump-sum payments for overfulfillment of the plan. A reward system has been developed.

Over the past six months, with the arrival of a new employee to the position of deputy director, the psychological microclimate in the team has changed. The number of conflict situations has increased, both on professional grounds and on a personal level. A separate place is occupied by conflicts based on dissatisfaction with the existing system of remuneration.

So, the list of conflict situations in Praktika LLC:

Situation #1.The sales department is located in a small room, there is not enough computer for each employee. The activity of employees is connected with the constant maintenance of a database in a computer, and the lack of jobs leads to constant disputes. Working conditions in general to the discontent of the people.

Situation #2.Some employees are always late for work for 15-20 minutes, this is not punished in any way. Other employees are very unhappy with this.

Due to the unstable economic situation in our country and the recent economic crisis, sales volumes have fallen. This led to a number of conflicts:

Situation #3.The decision was made to lay off staff. But who exactly will be laid off was not mentioned, this process lasted about 4 months.

The workers were in constant psychological stress.

Situation #4.The wage system has been revised. On average, it was reduced by 15%. Motivation of employees has dropped sharply, and the mood too.

Situation #5. Wage arrears began. The terms of non-payment reached 2 months. The working staff, dissatisfied with wages, begin to sort things out with their superiors.

Situation number 6.With the arrival of a new employee in the organization, the microclimate in the team has changed. In human terms, the new employee is not pleasant to the whole team, he is very rude towards the rest, does not take into account the opinions of employees and puts himself above all employees. Quarrels began to arise frequently, and communication with him, basically, takes place in raised tones. Moreover, the specialist does not particularly show themselves from a professional point of view, and therefore the dissatisfaction of the team becomes even greater.

Here are the most basic conflict situations in the company. In addition to the conflicts described above, so-called micro-conflicts arise on the basis of personal hostility of individual employees. But in general, such conflicts do not have any impact on the work of the organization.

2 Causes of conflicts

Consider the causes of conflicts in the situations described.

Situation #1.

1) Non-compliance with sanitary and hygienic standards.

) Shortage in providing the necessary facilities and equipment.

) Low organization of labor and the labor process in general.

) The reluctance of management to open their eyes to existing problems.

There are logistical, organizational, sanitary and hygienic factors.

Situation #2.

In the described situation, the main reason is the low level of labor discipline. It seems to me that employees do this on purpose, arguing that the management does not treat them with respect.

Situation #3.

1) The greatest influence was exerted by external factors that do not depend on the activities of the management (the decline of the economy in Russia).

) But this conflict situation could be smoothed out or minimized, with a timely response and quick organizational decisions.

) There were no professionals in the company who could offer fresh solutions to get out of this situation.

Situation #4.

In this case, the conflict was influenced by whole line factors:

) Management factors - the imperfection of the organizational structure of the enterprise. A large number of leadership positions for a small number of staff.

) Organizational factors:

the vagueness of tasks given to subordinates, which makes it difficult to choose the means of their implementation, leads to uncertainty in actions and to procrastination;

lack of publicity. All attempts of employees to make any suggestions are immediately suppressed by these employees.

) Professional factors - the imperfection of the system of selection and placement of personnel. Perhaps, with a more thorough selection system, these employees would not have received a place in our company, they would have revealed signs of a conflict personality.

The following reasons relate to several conflict situations that have arisen at once:

) Imperfection of the system of remuneration and bonuses.

) Delays in pay.

) Misunderstanding by the authorities of the consequences of the policy pursued.

For example, if the manager came out with an appeal to employees about the current situation, explained the reasons, apologized and promised at least something, the employees would perform their duties with a different mood. Because they would know that they are remembered and are doing everything to stabilize the situation.

In general, we can conclude that there are a lot of factors in the company that lead, and I think, will lead to conflicts in the future. And in order to avoid this, a system of measures to prevent conflicts should be developed.

3.3 Ways to overcome conflicts

In order for the existing conflict situations to be resolved in the company, the following measures are necessary:

1.Establishing contact between the team and management. The desire of the leadership to dialogue with their subordinates. Management must gain the trust of the workforce.

2.Management should develop an improved system of labor organization.

.In order to avoid being late for work and other violations of labor discipline, it makes sense to introduce a provision on fines and penalties for violation of labor discipline.

.The recruitment system should be improved. The best option is to introduce the position of a recruiting manager. Develop a series of tests for the psychological type of a person and for his professional skills.

.It is necessary to allocate funds and organize workplaces for employees, provide them with the necessary equipment. If the company is not ready to allocate funds for the organization of new jobs, then you can create a kind of schedule for working at computers. For example, to schedule the hours of using computers among employees by day of the week. Let unemployed employees go home earlier so that everyone does not crowd into a small room, and there is no nervous stop.

.A system for monitoring the market in which the company operates should be organized. Or a special person has been adopted who will monitor changes in this market. This will prevent sudden changes associated with economic shocks.

.There is no doubt that the existing wage system should be revised.

.Increase the level of staff motivation by developing a system of bonuses and incentives, as well as providing the employee with the opportunity to move up the career ladder and improve professional skills.

.Raising the corporate spirit is a mandatory event.

To do this, it is necessary to arrange joint events:

trainings;

seminars;

training;

sports events;

field trips, etc.

Theoretical research and practical work with individual social and labor conflicts play a special role not only in improving the relationship between the manager-subordinate link, but also in the effective development of the restaurant itself.

Today, conflicts in organizations and enterprises are an everyday reality, therefore, in order to effectively solve emerging problems, a manager needs to have theoretical knowledge and practical skills of behavior in conflict situations.

Conflicts in organizations are inevitable, and therefore should be considered as a natural part of human life. Of course, this is not the best form of human interaction, but we must stop perceiving it as some kind of pathology or anomaly. This type of conflict does not always lead to destruction, on the contrary, it is one of the main processes that serve to preserve the whole. It seems that the general idea of ​​the positive effect of individual social and labor conflicts boils down to the following: "The productivity of confrontation stems from the fact that conflict leads to change, change leads to adaptation, adaptation leads to survival."

The value of individual social and labor conflicts, for example, lies in the fact that they prevent the ossification of the organization system, open the way for innovation, it is a stimulus for change, a challenge that requires a creative response. But it is very important that they be managed, and in such a way as to minimize their negative, destructive consequences and enhance their constructive capabilities.

All causes of individual social and labor conflict in organizations and enterprises Catering, its forms of manifestation and methods of regulation are understandable only on the basis of a deep understanding of the nature of the organization and especially the person, the laws of social relations and the interaction of people.

So that individual social and labor conflicts in organizations and public catering establishments “do not spoil our lives”, you need to know:

how to prevent them, so as not to "destroy" peace and good relations between the leader and his subordinates, not drag them into an endless series of squabbles, intrigues that are dangerous not only for the health of team members, but also for the normal functioning of the organization;

how to behave during an individual social and labor conflict in order to reduce its intensity and make the experiences associated with it less painful;

how to end an individual social and labor conflict with the least losses, and perhaps with some gain from its successful resolution.

If one type of relationship between individuals involves interaction on the basis of mutual consent, cooperation, the absence of problems on issues, primarily the distribution of material and spiritual resources, the realization of the needs of aspirations, desires, then another type of relationship between individuals (conflict) arises under the condition of a limited amount of resources , the presence of their deficit and therefore the satisfaction of the needs, desires, aspirations of individuals will be associated with tension, competition, rivalry.

Conflict is, first of all, a form of relations between subjects regarding the resolution of acute contradictions that have arisen in the process of their interaction and, of course, without knowledge of conflictology, any leader (including, of course, our director of Pushkin Confectionery) will remain on his post until the first incident, after which he will never again be allowed to control other people.

A person lives among people and realizes his goals, aspirations, needs, desires in interaction with other people.

Interpersonal relations have become a field of constant clash and coordination of interests, an arena of self-affirmation. Interpersonal conflict is one of the forms of relationships between individuals. However, not everyone and not always can achieve success in the process of interpersonal communication.

Conflict situations arise, which are accompanied by alienation, tension and discomfort in relationships. In a number of cases, subjects move on to a long, protracted "positional war."

Conflicts in interpersonal relationships also take on a constructive and destructive character.

The contradictions that have arisen, for example, in a group, indicate the ongoing changes. Due to the presence of contradictions, the members of the group move to a new level of functioning, or, on the contrary, the group can end its existence, since all its possibilities will be exhausted.

A conflict in interpersonal relations in a restaurant team occurs when the interaction is based on incompatible, opposing interests, needs, values, and their simultaneous satisfaction is difficult. For the participants in the conflict, it is characteristic that they have an external and internal position in the conflict.

The external position is the demands, attitudes, description of the situation openly presented to the opponent. The outer position may or may not be the same as the inner position.

The internal position contains the true motives, values, needs that forced the individual to enter into conflict. The internal position can be hidden not only from opponents, but also for the individual himself, it can be at an unconscious level. In some cases, awareness of intrinsic motivation helps to successfully resolve the conflict.

The internal and external positions of the individual in the conflict by no means exhaust all models of behavior, and the latter are largely determined by the socio-psychological activity of the individual, which is influenced by the cognitive, emotional, volitional potentials of a person, conscious or unconscious by him. Interpersonal conflict is derived from the mental state of individuals, their behavior, the situation itself. The situation is a complex of variables, which includes the type of activity of the subjects, their relationship and the type of relationship. As well as the place, time, forms of communication, the availability of resources for activities and satisfaction of needs, the influence of others, the presence of a choice of solutions or their absence.

It should be noted that there are no “bad” and “good” individual characteristics. As they say, our shortcomings are an extension of our virtues. However, it is important to note that all the named personal qualities of a person play a significant role in the emergence and development of the conflict.

The level of spiritual and moral development of restaurant workers, of course, is reflected in their daily lives.

Socio-economic transformations taking place in our society inevitably lead to the breaking of established stereotypes in the minds, activities, relationships and communication of people.

The difficulties associated with breaking these stereotypes, the unwillingness of some people to acquire new ones, give rise to social tension, suspicion, conflict, crime and other negative phenomena.

One of highlights in the guide labor process is the formation of a team and co-management in it, the creation of such a socio-psychological climate that would not allow the emergence of tension, conflict.

Almost all collectives do not live and develop in the same way, they are characterized varying degrees maturity of relationships and culture. Any team is not just an organizational community of people with socially useful and significant goals, tasks of activity, management bodies, but also a community in which people can feel sympathy or antipathy for each other, similarities in views, tastes, personal needs and interests. . Therefore, the effectiveness of the work of the team will be largely determined not only by objective data (age, gender, education, experience, etc.), but also by the psychological climate in the team.

Hence, for any leader - restaurant director, administrator, etc. - it follows the need to know their wards, their strengths and weaknesses, character traits, needs and interests, tastes and preferences, etc. The leader also needs to create in the team such an emotional and psychological atmosphere that would guarantee positive emotions and eliminate negative ones.

If the leader does not sufficiently take into account the influence of any of these factors, then stagnation may occur in the development of the team or a state where individual members of the team come into conflict with each other. To prevent this from happening, you need to know well: what is conflict as a socio-psychological and pedagogical phenomenon, what are the causes of conflicts, how they arise and develop, and most importantly, what needs to be done to overcome them.

Practice social development shows that during the period of drastic changes in the life of society, the growth of objective causes for the emergence of conflict situations and the desire to resolve them in an antisocial way increases significantly. In this regard, the task of studying the causes, conditions, structure, dynamics of development and education of positive personal qualities and skills of social behavior among workers is very relevant at the present stage of development of society.

Throughout the life of a person from birth to death, there is a certain system of needs and ways to satisfy them. Each age period has its own specific needs and ways of satisfying them, giving rise to one or another behavior.

A few years ago, when asking a question about conflict in an organization, one could almost always get the answer: “Conflict is bad. Everything possible must be done to avoid conflict in the team. We never have conflicts." Recently, they have answered in the opposite way: “Conflict is good. No team exists without conflicts.

And yet, how to deal with conflict? Indeed, it is hardly possible to work and interact always equally, without any contradictions, tensions in relations.

Moreover, when confronted with the answer that there are never conflicts in a team, one begins to assume that, apparently, endless internal strife breaks the team, if they are so carefully hidden. But there is hardly a person who enjoys conflict. Everyone suffers. Conflicting people often produce an extremely unpleasant spectacle. They waste their health and time on mutual reproaches, humiliation and insults. As the Japanese say, they "lose face", showing anger, anger and irritation.

If you have ever seen a person in a sharp conflict, you will try as quickly as possible to forget his distorted face, sparkling eyes and hard intonations in his voice. And if possible, try to interact with him as little as possible. An unpleasant aftertaste after the conflict passes for a very long time.

First of all, a favorable climate should be created and maintained in any organization, because it is always mutual assistance and friendship. The restaurant manager must take into account the specifics of various production departments and informal groups when forming a management strategy. And, of course, to be a subtle psychologist and organizer.

Chapter III Conclusions

Conflicts can be actively resolved through careful planning. Conflict management usually goes in the following directions: monitoring the environment, positive outlook, assessment of favorable and negative factors, reassessment of them.

In the theory and practice of ways to resolve and manage conflict situations, there are various ways that were discussed above: avoiding conflict, forceful methods, cooperation style, the desire to enter into the position of the other side, the desire for compromise, and others.

The effectiveness of the work of the team will be largely determined not only by objective data (age, gender, education, experience, etc.), but also by the psychological climate in the team. The value of individual social and labor conflicts lies in the fact that they prevent the ossification of the organization system, open the way for innovation, it is an incentive for change, a challenge that requires a creative response. But it is very important that they be managed, and in such a way as to minimize their negative, destructive consequences and enhance their constructive capabilities.

The leader has to resolve conflicts not only in business, but also in the personal-emotional sphere. When resolving the latter, other methods are used, since, as a rule, it is difficult to single out the object of disagreement in them, there is no visible conflict of interest. In a conflict situation or in communication with difficult person an approach should be taken that is more appropriate to the particular circumstances and in which the latter feels comfortable. The best prerequisites for choosing the optimal conflict resolution approach are life experience and the desire not to complicate the situation and not bring the person to stress. You can 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; 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.

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.

Conclusion

A conflict is a special type of interaction between the subjects of an organization (opponents), a clash of opposing positions, opinions, assessments and ideas that people try to resolve with the help of persuasion or actions against the background of the manifestation of emotions. The basis of any conflict is the accumulated contradictions, objective and subjective, real and apparent. We examined the conflict: we found out the nature of the occurrence, the stages of growth, we considered situations when it is easiest to smooth out the conflict, we found out all the ways out of conflict situations. The main result of a study carried out in thesis, is that scientific and practical knowledge in the field of studying individual social and labor conflict in organizations or enterprises no longer needs to prove its significance and the right to exist.

After conducting research, I have identified "management technologies" for the settlement and resolution of individual conflicts in organizations. Each stage has its own reasons for the emergence of individual social and labor conflicts (disputes), and, consequently, management technologies. The main technologies for managing individual social and labor conflicts (disputes) are the technology of negotiations and the technology of mediation.

Living and working together is not easy, and this needs special training. The conflict, giving rise to disputes, checks both the entire team and each employee individually, and can significantly help both in the process of analyzing the problem and developing a solution. In this work, preventive managerial influences are identified and practical recommendations are developed for managers aimed at the constructive settlement and resolution of individual social and labor conflicts, which contributes to the stability and effective development of organizations.

Conflict itself does not strengthen or weaken an organization. Both employees and managers must manage it, making it as useful as possible. If they avoid discussing their difficulties and fears, they can neither understand the real state, nor the ways of development, nor draw lessons for themselves and for others.

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

The goal and objectives set at this stage, with the available tools, have been fulfilled and solved, and since the research conducted in the thesis is an attempt to integrate the knowledge of classical and modern sociology of managing an individual social and labor conflict, it can become the basis for the subsequent development of ideas , research and practice in this area.

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