Effective conflict management: causes and solutions. Structural conflict management methods Conflict management methods do not include

Any managerial activity is a purposeful influence on the object and subject of management with consistent overcoming of mismatches in the course of the implementation of production tasks.

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

Conflict Management- This is a process of purposeful influence on the personnel of the organization in order to eliminate the causes that gave rise to the conflict, and bring the behavior of the participants in the conflict in line with the established norms of relationships.

Conflict management methods can be divided into several groups, each of which has its own scope:

Intrapersonal;

Structural;

interpersonal;

Negotiation;

retaliatory aggressive action.

Intrapersonal Methods are in proper organization their own behavior, in the ability to express their point of view without causing a defensive reaction from the opponent. The method of transferring this or that attitude to a certain subject to another person is often used without accusations and demands, but in such a way that the other person changes his attitude (the so-called “I-statement” method).

Structural Methods predominantly affect participants. organizational conflicts arising from the incorrect distribution of functions, rights and responsibilities, poor organization of labor, unfair system of motivation and incentives for employees, etc. These methods include:

Explanation of job requirements;

Use of coordination mechanisms;

Development or refinement of corporate goals;

Creation of reasonable reward systems.

Interpersonal Methods suggest that in the event of a conflict situation or the conflict itself, its participants need to choose the form, style of their further behavior in order to minimize damage to their interests. Along with the styles of conflict behavior discussed above, which include adaptation (compliance), evasion, confrontation, cooperation and compromise, one should pay attention to coercion and problem solving.

Negotiation as a method of conflict resolution, they are a set of tactics aimed at finding solutions that are mutually acceptable to the conflicting parties.

In order for negotiations to become possible, certain conditions must be met: the existence of interdependence of the parties; no significant difference in capabilities (powers); correspondence of the stage of development of the conflict to the possibilities of negotiations; participation in the negotiations of the parties that can make decisions in the current situation.

Retaliatory aggressive actions- methods that are extremely undesirable for overcoming conflict situations. The use of these methods leads to the resolution of the conflict situation from a position of strength, including the use of brute force and violence. However, there are situations when conflict resolution is possible only by these methods.

Practice shows that there are three directions (methods) of conflict management: conflict avoidance, conflict suppression and conflict management itself.

Avoiding conflict. The advantage of this method is that the decision is usually made promptly. This method is used in case of unnecessary conflict, when it does not fit the situation in the organization, or the costs of a possible conflict are very high.

This method is also useful in the following cases:

The banality of the problem underlying the conflict;

The presence of more important problems that need to be addressed;

The need to cool the inflamed passions;

Needs to buy time;

Connecting other forces to resolve the conflict;

The presence of fear of the opposite side;

Started the conflict at the wrong time.

Varieties of the conflict avoidance method are:

idle method,

concession method or adaptation,

smoothing method.

Conflict Suppression involves the use of different methods. For example, covert action method applies when:

A confluence of economic, political, social or psychological circumstances makes it impossible for open
conflict;

It is impossible to involve the opposite side in active opposition;

There is a fear of losing image;

There is a significant imbalance of power.

Quick solution method is to solve the problem that caused the conflict, in the most short time, almost instantaneous agreement. This becomes possible in the following cases:

Acute lack of time to make a detailed decision;

A significant change in its position by one of the parties;

The mutual desire of the parties to participate in the search for solutions;

When the conflict situation is not acute;

Confidence of the parties that an early solution will drastically reduce costs compared to other conflict scenarios.

For conflict management the most rational and justified is the use of the entire managerial mechanism of influencing the conflict situation.

1) acknowledge the existence of the conflict;

2) determine the possibility of negotiations;

3) agree on the negotiation procedure;

4) identify the range of issues that make up the subject of the conflict;

5) develop options for solutions;

6) make an agreed decision;

7) implement the decision in practice.

The ability to distinguish the main from the secondary;

inner peace;

Emotional maturity and resilience;

Knowledge of measures of influence on events;

Ability to approach a problem from different points of view;

Readiness for any surprises;

Perception of reality as it is;

The desire to go beyond the problem situation;

Observation;

foresight;

The desire to understand others;

The ability to extract experience from everything that happens.

Any managerial activity is a purposeful influence on the object and subject of management with consistent overcoming of mismatches in the course of the implementation of production tasks. This overcoming, in particular, can be associated both with dysfunctional conflicts, which are often the result of managerial mistakes, and with conflicts

provoked in order to stimulate creative activity7; and innovation, accelerating the process of change. In the latter case, it may be necessary to increase tension, but at the same time, the conflict should not be allowed to go beyond optimal level. Otherwise, there is a danger of disorganizing the work of the organization. However, it should be remembered that the absence of functionally positive conflicts can give rise to complacency and complacency in the organization.

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

Conflict Management- this is a process of purposeful influence on the personnel of the organization in order to eliminate the causes that gave rise to the conflict, and to bring the behavior of the participants in the conflict in line with the established norms of mutual relations.

There are many conflict management methods. On an enlarged basis, they can be divided into several groups, each of which has its own scope:

Intrapersonal;

Structural;

interpersonal;

Negotiation;

retaliatory aggressive action.

Intrapersonal Methods affect an individual and consist in the correct organization of one's own behavior, in the ability to express one's point of view without causing a defensive reaction from the opponent. The method of transferring this or that attitude to a certain subject to another person is often used without accusations and demands, but in such a way that the other person changes his attitude (the so-called “I-statement” method). This method allows a person to defend his position without turning the opponent into an opponent. "I-statement" is especially effective when a person is angry, dissatisfied. It allows you to express your opinion about the current situation, to express fundamental provisions. This method is especially useful when a person wants to convey something to another, but does not want him to take it negatively and go on the attack.

Structural Methods affect mainly the participants in organizational conflicts arising from the incorrect distribution of functions, rights and responsibilities, poor organization of work, unfair system of motivation and incentives for

botnikov, etc. Such methods, as already noted, include: clarification of job requirements, the use of coordination mechanisms, the development or refinement of corporate goals, the creation of sound remuneration systems.

Clarification of requirements to work is one of the effective methods of conflict prevention and resolution. Each employee must clearly understand what his duties, responsibilities, rights are. The method is implemented by compiling the corresponding job descriptions(position description) and development of documents regulating the distribution of functions, rights and responsibilities by management levels.

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

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

Creating sound reward systems can also be used to manage a conflict situation, since fair remuneration positively affects people's behavior and avoids destructive conflicts. It is important that the reward system does not encourage negative behavior by individuals or groups.

Interpersonal Methods suggest that when creating a conflict situation or starting the deployment of the conflict itself, its participants need to choose the form, style of their further behavior in order to minimize damage to their interests. Along with the styles of conflict behavior discussed above, which include adaptation (compliance), evasion, confrontation, cooperation and compromise (see 6.1), you should pay attention to coercion and problem solving.

Compulsion means trying to force one's point of view at any cost. Whoever tries to do it is not interested

the opinion of others. The person using this approach usually behaves aggressively and uses power through coercion to influence others.

Coercion Style can be effective in situations where the leader has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creates a greater likelihood that some important factors will not be taken into account, since only one point of view is presented. This style can cause resentment, especially among the younger and more educated part of the staff.

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

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

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

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

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

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

Negotiations as stated see 7.2 ), perform certain functions, covering many aspects of the activities of workers. As a method of conflict resolution, negotiations are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

In order for negotiations to become possible, certain conditions must be met: the existence of interdependence of the parties involved in the conflict; the absence of a significant difference in the capabilities (powers) of the participants in the conflict; co-

correspondence of the stage of development of the conflict to the possibilities of negotiations; participation in the negotiations of the parties that can make decisions on the situation. Each conflict in its development goes through several stages. On some of them, negotiations may not be accepted, as it is still too early, and on others it will be too late to start them.

Retaliatory aggressive actions- methods that are extremely undesirable for overcoming conflict situations. The use of these methods leads to the resolution of the conflict situation from a position of strength, including the use of brute force and violence. However, there are situations when conflict resolution is possible only by these methods.

Much in the organization's activities depends on the effectiveness of conflict management: the scale of dysfunctional consequences, the elimination or preservation of the causes of the conflict, the possibility of subsequent collisions, and so on. To do this, the leadership of the organization has a fundamental advantage that provides it with strategic leadership in the conflict and its resolution: the right to develop goals, ways and methods to achieve them, ensure their implementation, and analyze the results. With regard to a specific conflict, the logic of such actions can be represented as a diagram ( rice. 8.4 ).

All-Russian State Tax Academy

Faculty of Law

Department of Criminal Disciplines

on the course "Conflictology"

Topic. Conflict management methods.

student of the Faculty of Law of the correspondence department

Magomadova M. G.

Moscow-2001

1. Conflict management

2. Methods of conflict management

2.1. Intrapersonal Methods

2.2. Structural Methods

2.4. Personal Methods

2.5. Negotiation

2.6. Personal behavior management methods

2.7. Methods that include retaliatory aggressive actions

LITERATURE

1. Conflict management

Conflict Management are targeted actions.

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

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

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

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

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

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

Creation of an atmosphere of mutual trust and cooperation.

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

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

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

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

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

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

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

Thus, in a conflict situation or in dealing with a difficult person, you should use an approach that is more appropriate for specific circumstances and in which you can feel most comfortable. The best advisers in choosing the optimal approach to conflict resolution are life experience and the desire not to complicate the situation and not bring the person to stress. You can, for example, reach a compromise by adapting to the needs of another person (especially a partner or loved one); persistently pursue their true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; use a collaborative style to serve the most important interests of both parties. Therefore, the best way to resolve a conflict situation is to consciously choose the optimal strategy of behavior.

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

Do you want a favorable outcome;

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

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

Is a mediator needed to resolve the conflict;

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

2. Methods of conflict management

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

2.1. Intrapersonal Methods

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

2.2. Structural Methods

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

2.3. Interpersonal methods (management styles)

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

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

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

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

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

You interact with subordinates who prefer authoritarian style.

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

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

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

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

The main goal is to acquire joint work experience;

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

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

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

Conflict Management are targeted actions.

To eliminate the causes that gave rise to the conflict;

To correct the behavior of the participants in the conflict;

To maintain the required level of conflict, not going beyond controllable limits.

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

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

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

Creation of an atmosphere of mutual trust and cooperation.

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

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

the desire to dominate at all costs where possible and impossible; conservatism of thinking, views, beliefs, unwillingness to overcome outdated traditions;

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

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

Thus, in a conflict situation or in dealing with a difficult person, you should use an approach that is more appropriate for specific circumstances and in which you can feel most comfortable. The best advisers in choosing the optimal approach to conflict resolution are life experience and the desire not to complicate the situation and not bring the person to stress. You can, for example, reach a compromise by adapting to the needs of another person (especially a partner or loved one); persistently pursue their true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; use a collaborative style to serve the most important interests of both parties. Therefore, the best way to resolve a conflict situation is to consciously choose the optimal strategy of behavior.

2. Methods of conflict management

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

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

2.2. Structural Methods

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

2.3. Interpersonal methods (management styles)

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

2.4. Personal Methods

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

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

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

Persuasion of the parties to the conflict;

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

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

2.5. Negotiation

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

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

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

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

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

Properly organized negotiations go through several stages:

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

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

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

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

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

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

Procedural ease is achieved through collaborative information retrieval;

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

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

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

Literature:

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

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