4.4. Intergroup conflict More than 6 billion people live on Earth today. They unite into more than two hundred national-state entities. 20 million economic organizations and hundreds of millions of other large and small social groups, be it family,

When deadlines are running out, there are shortcomings in the work performed, or the wrong work has been done at all, the leader’s behavior in a conflict situation is the determining factor in what turn it will take. How can you understand whether your subordinate will stubbornly stand his ground, even if he is wrong, or will wriggle like crazy, just to avoid doing what needs to be done? And in general, if there is a conflict at work, what should you do?

It is not difficult to recall an example of conflict in an organization. Surely you have noticed that as soon as you make a minor mistake, it immediately reaches the size of an elephant, and there is already a scream on the entire floor, and it’s as if a bucket of slop has been poured on you for your worthlessness even in such simple matters. Colleagues rub our faces in trifling mistakes with special gusto, asserting their own superiority at the expense of other people’s misfires. These and other conflict situations in the organization - we see examples almost every day - often not only spoil our mood, but also force us to be involved in them.

What do we do ourselves when there is a conflict situation at work? We carefully hide our mistakes, but we do not miss an opportunity to reduce others’ mistakes, even minor ones, to the point of absurdity. It seems that people are not busy resolving issues on the merits, but are only looking for something to cling to in order to start a squabble and throw mud at each other in a more sophisticated manner. Why is this happening?

As the system-vector psychology of Yuri Burlan explains, the main reasons that push us towards conflict communication are our hostility towards other people and dissatisfaction with our own lives. But conflict situations in a team, although accompanied by these factors, still have a number of features.

How to resolve a conflict at work, based on the properties of the human psyche?

When deadlines are running out, there are shortcomings in the work performed, or the wrong work has been done at all, the leader’s behavior in a conflict situation is the determining factor in what turn it will take. How can you understand whether your subordinate will stubbornly stand his ground, even if he is wrong, or will squirm like crazy, just to avoid doing what needs to be done? And in general, if there is a conflict at work, what should you do?

First, understand that all people are different. This is why it is so difficult for us to find ways out of numerous conflict situations - the causes of conflicts are as diverse as their participants. Here are some examples of where conflicts can begin in an enterprise. For some, the reason for the conflict may be a money issue, for others it may be the disrespectful behavior of a colleague, while others may start a conflict for no reason at all.

Understanding the causes of the conflict and understanding how to act in order to resolve it as quickly and painlessly as possible allows you to know the characteristics of its participants: their motives, desires and life priorities. A clear, structured understanding of these features is provided by the system-vector psychology of Yuri Burlan.

System-vector psychology shows the differences between people through the concept of “vector” - a set of innate desires and properties of a person that determine his way of thinking, character, behavior, values ​​and priorities, as well as potential abilities. By understanding these desires and properties, you can predict people’s behavior in any situations, including conflicts, and also really influence it.

Let's look at how you can apply system knowledge when resolving conflict situations using examples.

So, for example, knowing that a person has the so-called skin vector, you understand that by nature he has fast and flexible thinking, a rational mind and a desire for material superiority over others (money, status are his main values). Such a person very well feels the benefits, benefits, and also potential losses from one or another of his actions. Therefore, in situations of conflict with him, the most effective system of rewards and punishments in the form of bonuses and disciplinary sanctions. Next time he will strive, if not for encouragement, then at least to avoid conflict (that is, to avoid punishment for it - material loss). A person with the skin vector is also willing to make compromises, especially if they promise him some benefit.

Let's look at an example of a conflict situation and its solution with an employee who has a different vector set. Completely opposite to the skin type of person is a person with an anal vector. This is the owner of a rigid psyche, unhurried, thorough and conservative. Having recognized his vector, you will immediately understand that such a person does not have an unconditional priority for material benefit or benefit, and has no flexibility of thinking. In his work, he values ​​professionalism, perfectionism, recognition and respect. This is a man of principles and in any conflict situation he will stand his ground to the last. Trying to resolve a conflict with the owner of this vector, you will know that a compromise for him is always only equally, and “equally” is precisely in his value system. Therefore, as a “fair compensation”, he can be offered recognition of his authority before his colleagues or a demonstration of respect for his professionalism (issuing a certificate of honor, expressing gratitude in front of everyone, etc.).

In total, system-vector psychology identifies 8 vectors - 8 types of the human psyche. Their combination and mixing forms an accurate system of possible models of human behavior in conflict. Knowledge of these models gives an understanding of how to resolve absolutely any conflict in a team. Fast and as efficient as possible. Find ways to resolve conflicts at work with minimal or no damage.

A person in his place as a factor in minimizing conflicts in the personnel management system

The most important factor in the sustainable development of an enterprise and minimizing conflicts in management activities is the correct selection of personnel. When each person is in his place, that is, work allows him to use his natural abilities to the fullest, there are significantly fewer reasons for conflicts in the team. When a person is, as they say, out of place, that is, his position in the enterprise does not correspond to his vectors and abilities, conflicts arise as if out of nowhere. Let's look at an example.

A common mistake in personnel selection is choosing a candidate without an anal vector for the position of an expert, analyst or specialist. This work requires knowledge of the subject in detail and perfectionism - and these are the aspirations of people with an anal vector.

People with the skin vector - disciplined, organized, competitive and ambitious - can find themselves in such activities only over a short distance (as an intermediate stage of career growth). If you leave them in such a position for a long time, then sooner or later this will cause a conflict situation in the organization, because as soon as everything in a person’s work becomes familiar, he loses interest in it and begins to look for something new. At this time, the quality of work and deadlines suffer.

Therefore, if you need the best specialist for centuries, you need to appoint a person with an anal vector to such a position. And if the organizer of the work is an enterprising leather worker.

An interesting example is conflict situations when bright personalities are the focus. Most of the conflicts between groups of employees in a team arise due to undeveloped skin-visual people (people who have skin and visual vectors, the properties of which have not received proper development), both women and men. Endless coffee drinks, idle chatter about everything and everyone - this is their path. They are always in the thick of things and in the spotlight, but when it comes to work, their brightness fades. Such people provoke conflicts not only by their incompetence, but also by the psychological nature of the victim. They say about them that they seem to attract trouble.

By knowing the psychological characteristics of team members, you will significantly improve the psychological climate in the organization.

We looked at several examples of conflicts and their solutions. Thus, the main recipe for avoiding conflicts in a team is to build an optimal team structure, taking into account the vectorial characteristics of employees, and also not to allow potential brawlers and slackers into the team, identifying them already at the interview stage.

Resolving conflicts in a team and preventing them

So, we have found out that the psychological background is, although imperceptible, a leading factor in the emergence and development of conflicts.

That is why the skill of determining the vectors that make up the psyche of participants in difficult situations is invaluable to us. By defining vectors, we reveal the unconscious motives that drive the parties to the conflict and understand how they will behave in given conditions. Thus, the conflict becomes predictable, and therefore manageable, and we easily find the best ways to get out of it. We know exactly who can provoke a conflict at work, how it will develop and what methods of conflict resolution exist.

Knowing the vectorial characteristics of people allows us not only to understand how to get out of a conflict at work, but also to minimize the likelihood of its occurrence in a team. So, having seen what set of vectors a person has, we can already determine at the interview stage whether he will be an effective employee or, conversely, a source of conflict situations. Knowing the desires, properties and abilities given to a person, we understand what work he is best suited for and what work he will not cope with. That is, we can build a team structure where everyone takes their place and does the work as efficiently as possible, without resorting to conflict situations.

Understanding human value systems by vectors also allows us to best select a system of motivation for employees, both individually and collectively. This ensures maximum employee productivity at work, which fully implements the principle of division of labor and ensures the sustainable development of the organization.

System-vector psychology of Yuri Burlan clearly shows that any methods of conflict resolution - conflict resolution management, systems of rewards and punishments, compromise - are truly effective only when they are applied taking into account the mental characteristics of people. And the main principle of a compromise conflict resolution is not mutual manipulation of concessions, but understanding the properties of the human psyche, his value systems, and therefore finding the best solution for the parties to the conflict, taking into account their essential interests.

Conflicts that arise at work, examples and some of the features of which we have analyzed, have a lot of nuances, add-ons and branches. Thus, the conflict between a man and a woman at work has its own specifics. However, according to system-vector psychology, the principle of conflict management is the same: understanding the psyche of the participants in the conflict gives us the opportunity to predict the development of the conflict and speak with its participants in the same language - the language of their values.

With this knowledge, you can cope with any conflicts, both in the organization and in your personal life - for example, if a difficult situation arises in the family.

1. Analyze it in terms of the structure of the conflict: dynamics of the conflict, completion. Suggest the optimal strategy for ending the conflict

When analyzing a case, it is necessary to highlight significant factors, determine the circle of interested people, highlight ethical problems and, possibly, propose your own way to resolve the conflict.

In order to maintain a logical approach in the process of analyzing a conflict situation, you can use Fig. 1.

We are considering a conflict incident that occurred in the personnel department of a city hospital. In the existing team of nurses there was one worker, Irina, who stood out not only for her experience and knowledge, but also for psychological criteria, in particular, her leadership qualities predominated.

Some time later, this nurse was appointed head of the nursing staff. Consequently, her responsibilities changed and her work schedule changed slightly. Irina, as a manager, very strictly monitored the work of her subordinates: their attitude to work, to clients, to the relationship between the team, so that no conflict situations would arise. She also ensured that workers came and left on time. At the same time, if one of the staff asked to leave early for some reason, Lydia would not let go, unless this reason, in her opinion, was very, very important.

A few months later and throughout the rest of the time, the medical staff began to notice that Irina often came to work at the wrong time, sometimes left ahead of schedule, and it also happened that she was absent for some time in the middle of the working day. The nurses' dissatisfaction with this accumulated, as a result of which a conflict situation began to arise.

Let us consider the significant factors that had a certain impact on the development of the conflict situation.

Facts from nurses:

1. Why was this particular nurse appointed as the manager, and not any other?

2. The manager monitors their work schedule very strictly, but at the same time violates her own schedule;

3. Irina lets the employee go before the end of the shift if she herself believes that this is a serious reason.

Facts from the manager:

1. The promotion was not “invented” by Irina herself, but she was appointed to this position, which means there were some reasons for it: a broad horizon of knowledge in the field of medicine, extensive experience working in a hospital, standing out from the team with her leadership qualities.

2. The manager is not obliged to report to her subordinates about why she violates the working time schedule. It is possible that it differs in its solution to any issues related to the hospital.

Let us characterize the interested parties to the conflict.

The next part of the analysis is devoted to the stakeholders of the conflict (direct participants in the conflict; indirect ones, who for one reason or another were involved in the conflict). And also people whose interests this issue affects.

In this case, the interested parties are:

nurses;


manager;


superiors;


clients (patients).


Formulation of the problem


Very often, along with the main problem, side (indirect) problems also arise. The above can be represented as a ball of threads: with the appearance of a new indirect problem, the ball becomes larger.


In this example, the main problem is the manager’s non-compliance with the work schedule. Indirect reasons include such reasons as staff misunderstanding, why Irina was appointed head and the inability to leave before the end of the medical staff’s work shift.


Analysis of a conflict situation


In terms of legality, the conflict has three options:


1. Ethical and legal case. The manager is absent from work due to solving some issues outside the hospital.


2. Unethical but legal case. Due to the fact that she resolves these issues during working hours, while being away from the hospital, she gives rise to talk about her incorrect attitude towards work.


3. Unethical but illegal case. Perhaps the manager is actually absent from work on her own personal issues.


In fact, the conflict will be settled if they can determine which of the above options this conflict corresponds to. This can be done by checking with the authorities what issues the manager decided outside the hospital during working hours. Then the case will correspond to the first option.


Using the Help Guides


This case is a formal one. When clarifying issues resolved by Lydia outside the hospital, it will be clearly seen that she does not violate her official duties or professional ethics. Its activities benefit:


hospital (solving external issues);


superiors (strict supervision of the team, complete control);


patients (the opportunity to receive timely assistance from nurses).


Conflict resolution


To prevent conflict, it is still worth announcing (perhaps some) resolved or ongoing issues outside the hospital, in order to resolve the conflict situation. Thus, conversations within the medical staff about the correctness and ethics of the manager’s actions will stop, and the time allotted for the work shift will be used for its intended purpose.


It is possible to introduce a code of ethics for the development of a professional community. It should address the ethical standards and rules of conduct for all medical staff.


Compliance with general ethical standards and rules of conflict resolution is the most important condition for the formation of healthy and civilized relationships. It is especially important for managers to understand their great social responsibility. This is manifested in focusing on the person in all its manifestations - respect, social assistance, support.


It is important to understand in time that the situation that has arisen is a conflict and then, through an agreement between the parties or negotiations with the participation of a third party, try to solve the problem.


BIBLIOGRAPHY

1. Aniskin Yu.P. General management. – M.: RMAT, 2004.
   

   Guseinov A.A., Apresyan R.G. Ethics. M., 1998.
   

   Vishnyakova N.F. Conflictology. M., 2002.
   

   Zelenkova I.L., Belyaeva E.V. Ethics, Mn., 1995.
   

   Zolotukhina-Abolina E.V. Modern ethics. M., 2003.
   

   Kuzin F.A. Do business beautifully: Ethical and socio-psychological foundations of business. - M.: Delo, 1995.
   

   Mirimanova M. S. Conflictology. M., 2005.
   

   Fundamentals of personnel management: A textbook for students. universities M.: INFRA-M, 2002.
   

   Semenov A.K., E.L. Maslova Psychology and ethics of management and business. - M.: Delo, 2001.
   

   Introduction

   Chapter 1. Diagram of conflict in an organization

   1.1 The concept of organizational conflict

   1.2 Functions of conflict

   1.3 Classification of conflict

   Chapter 2. Conflicts in work collectives

   2.1 Conflict models

   2.2 Causes of the conflict

   2.3 Overcoming conflict situations

   Chapter 3. Development of the conflict at the enterprise NMZ LLC

   Conclusion

   
   

   Introduction

   The main forms of human interaction are cooperation, competition and adaptation. But an equally important form is conflict, which in the most general sense is understood as the contradiction of various both objective and subjective tendencies in the motives, relationships, actions and behavior of individuals, groups and other associations.

   Conflicts exist exactly as long as a person exists, since they arise only in the process of communication between people. A person spends most of his time at work, interacting with superiors and subordinates, communicating with colleagues, and building joint activities with company partners. With such a busy communication schedule, there are many reasons why people do not quite understand each other correctly, which leads to disputes. If the current situation poses a threat to the achievement of set goals for at least one of the participants in the interaction, then a conflict arises.

   People are different, they perceive the real situation differently, which often leads to the fact that we disagree with each other on a certain point. Conflicts arise not only within negotiations, but also in any business and personal contacts. As is known, conflict is of a subjective nature, and therefore it is necessary to analyze the entire set of factors that predetermine its occurrence. Even within a firm, as it becomes more specialized and the number of its divisions increases, the scope for controversy only widens.

   The relevance of this topic lies in the fact that a modern manager must have a good understanding of the true causes of the unfolding conflict in the organization and analyze its consequences. The conflict itself is always conscious, but its motives for the subject are not always clear and understandable. In my opinion, the ability to behave competently in conflict situations is extremely important for a leader.

   The purpose of this course work is to analyze the positive possibilities of conflicts in an organization and ways to manage them.

   The main tasks in studying the problems of organizational conflict and its management:

   1) study the concept, functions and classification of organizational conflict;

   2) consider the conflict in work collectives;

   3) analyze the conflict at the enterprise LLC NMZ.

   Object of study: conflict in an enterprise.

   Subject of research: this work will consider not the conflict as a whole, which occurs everywhere and everywhere, but specifically the organizational conflict, the solution of which today is becoming increasingly important for the further successful development of organizations.

   
   

   1. Diagram of conflict in an organization

   1.1 The concept of organizational conflict

   Conflict (from Latin conflictus - collision) - a clash of parties, opinions, forces.

   In all spheres of human activity, when solving various problems in everyday life, at work or leisure, one has to observe conflicts that differ in their content and strength of manifestation. Newspapers write about this every day, radio broadcasts, and television broadcasts. They occupy a significant place in the life of every person, since the consequences of some conflicts can be too noticeable over many years of life.

   When people think of conflict, they most often associate it with aggression, threats, disputes, hostility, war, etc. As a result, there is an opinion that conflict is always an undesirable phenomenon, that it must be avoided if possible and that it should be resolved immediately as soon as it arises.

   It happens that in some cases, conflict resolution takes place very correctly and professionally competently, while in others, which happens more often, it is unprofessional, illiterate, with bad outcomes more often than not for all parties to the conflict, where there are no winners, but only losers.

   The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable. Of course, conflict is not always positive. Some conflicts are far-fetched, artificially inflated, created to cover up the professional incompetence of some individuals and are harmful in commercial activities. For example, a person who argues in a meeting just because he can't help but argue is likely to reduce the satisfaction of the need for belonging and esteem and possibly reduce the group's ability to make effective decisions. Group members may accept the arguer's point of view only to avoid conflict and all the troubles associated with it, even without being sure that they are doing the right thing. But in many situations, conflict helps bring out different points of view, provides additional information, helps identify more alternatives, etc. This makes decision making more efficient and also gives people the opportunity to satisfy their needs for esteem and power.

   Thus, conflict can be functional and lead to increased organizational effectiveness, or it can be destructive and lead to decreased personal satisfaction, group cooperation, and effectiveness. The role of conflict depends on how effectively it is managed.

   The driving force in a conflict is a person’s curiosity or desire to either win, or maintain, or improve his position, security, stability in a team, or the hope of achieving an explicit or implicit goal.

   One of the most common types of conflict recently is organizational. Conflict in an organization can manifest itself in at least two different qualities: as an emotional psychological outburst and as a business dispute; a discussion, naturally, is not devoid of emotional tension. In the first case, a purely psychological incompatibility of people is most often seen on the basis of a mismatch of characters. In all such cases we talk about interpersonal conflicts. But sometimes behind an interpersonal conflict, deep down there is the same divergence of interests, which the conflicting parties do not express, and perhaps are not even aware of.

   Organizational conflicts contain problems related primarily to the organization and operating conditions. The situation here is determined by: the state of equipment and tools, planning and technical documentation, norms and prices, wages and bonuses; fairness of assessment of “best”, “worst”; distribution of tasks and workload of people; promotion and promotion, etc.

   The intensification of development in an organization, especially a production one, may be due to a higher degree of interaction between various forces. This, in turn, inevitably leads to expanding the base of the conflict and reducing the time it takes to mature.

   During the search and implementation of new organizational forms, the conflict may take the form of an organizational conflict. Such conflict is necessary for the development of any organization. Such conflicts most often manifest themselves in the form of a discrepancy between the tasks facing the team and the outdated forms of organization recognized as providing their solution. Their subjects can be both groups of workers and individuals; both workers or employees, and a representative of the administration.

   A different matter is represented by the so-called business conflicts, in which production and, most often, organizational issues are an open subject of dispute. Behind them there is clearly a struggle of interests, including the struggle for resources, influence, and power. Sometimes a dispute arises due to the desire of each party to abdicate responsibility and shift the blame to the other. Conflicts in which business issues are the subject of dispute could essentially be considered organizational.

   The concept of organizational conflict is one of the determining factors in the formation of an employee’s personality, which is why representatives of many management schools have been studying this issue for a long time.

   Representatives of early schools of management, including supporters of the school of human relations, believed that conflict is a sign of ineffective organizational performance and poor management. It should be noted that in management science, the attitude towards organizational conflicts changes over time from understanding them as an exclusively negative factor to considering conflicts as an indicator of necessary changes in specific aspects of the organization’s activities and a tool for the development of the latter. A number of authors note that too high harmony and stability can lead to a decrease in efficiency in the organization’s activities, thereby recognizing the positive impact of a certain level of conflict on its development.

   Due to the wide variety of possible behavior options of the participants, determined by their psychology, hidden goals, and random factors, the outcome of conflicts is often unpredictable. But, nevertheless, conflicts and their consequences can be predicted.

   A certain background dissatisfaction among employees always exists, but only after a certain threshold it takes on an explosive character and seeks a way out in the form of discontent and aggression. But even if such a threshold is crossed, an employee of an organization enters into conflict only in a situation that is significant to him and only when he does not see an opportunity to change it.

   First of all, you should not forget that conflict is directly related to the human psyche, so it is important to know that the main role in the emergence of organizational and other types of conflicts is played by the so-called conflictogens - words, actions (or inactions) that contribute to the emergence and development of the conflict, that is, leading to the conflict directly. The essence of conflictogens can be explained by the fact that people are often more sensitive to the words of others. This special sensitivity regarding the words addressed to us comes from the desire to protect ourselves, our dignity from possible attacks.

   Due to the fact that people pursue different goals, perceive the situation differently, and receive different rewards for their work, conflicts arise in organizations.

   1.2 Functions of conflict

   The functions of conflict are the impact of the conflict or its results on opponents, their relationships and on the social and material environment. Depending on the sphere of influence, the following main functions of the conflict can be distinguished: impact on mental states and, as a consequence, on the health of the participants; impact on the relationship between opponents; on the quality of their individual activities; on the socio-psychological climate of the group in which the conflict developed; on the quality of joint activities of group members.

   Based on the direction of impact, destructive and constructive functions of conflict are distinguished. In group relations, the constructive function of conflict manifests itself in helping to prevent stagnation and serves as a source of innovation and development (the emergence of new goals, norms, values). Conflict, by identifying and eliminating objective contradictions that exist between team members, contributes to the stabilization of the group. The destructive function of conflict at the group level is manifested in a disruption of the system of communications, relationships, weakening of value-orientation unity, a decrease in group cohesion and, as a result, a decrease in the effectiveness of the functioning of the group as a whole. Typically, a conflict contains both constructive and destructive sides; as the conflict develops, its functionality may change. Conflict is assessed by the predominance of one or another function.

   1.3 Conflict classifications

   Conflict in an organization can occur and spread in the following main directions:

   1) horizontal conflicts, or “peer-to-peer” conflicts, are conflicts between colleagues, managers of the same level and are characterized by the fact that the participants cannot use the most important resource in the confrontation - status in the organization, job position. In this case, the connections of the organization’s members, their past achievements and experience come to the fore;

   2) vertical conflicts, or conflicts between managers and subordinates, initially occur in unequal conditions for rivals, since managers have greater resources and capabilities than subordinates.

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

   Intrapersonal conflict occurs when conflicting demands are placed on one person. For example, a manager may require that a performer be permanently present in the organization and “work” with clients on site. At other times, he already expresses dissatisfaction with the fact that his employee spends too much time on clients and does not engage in marketing activities.

   Intrapersonal conflict can also arise as a result of the fact that production requirements are not consistent with personal needs or values. For example, a subordinate planned some family events on Saturday, his day off, and his boss announced to him on Friday evening that, due to production needs, he had to work on Saturday. Intrapersonal conflict arises as a response to work overload or underload.

   Interpersonal conflict. This type of conflict is perhaps the most common. Most often, this is a manager’s struggle for limited resources, labor, finances, etc. Everyone believes that if resources are limited, then he must convince his superiors to allocate them to him and not to another leader.

   Interpersonal conflict can also manifest itself as a clash of personalities, i.e. people with different characters and incompatible temperaments are simply unable to get along with each other.

   Conflict between the individual and the group. In production groups, certain norms of behavior are established, and it happens that the expectations of the group are in conflict with the expectations of the individual. In this case, a conflict arises. In other words, a conflict arises between an individual and a group when this individual takes a position different from the position of the group.

   Intergroup conflict. As you know, organizations consist of many both formal and informal groups. Even in the best organizations, conflicts can arise between them.

   In addition, conflicts are also classified according to the degree of manifestation: hidden and open.

   Open conflicts. Here, all interactions between the warring parties are clearly indicated, declared and predictable. The top management of the organization, any employee within it, and sometimes representatives of other organizations are aware of such conflicts. Conflict interactions of this kind manifest themselves in the form of direct protests, indirect actions (incitement), open mutual accusations, failure to complete tasks or absenteeism, etc. Depending on the situation, the opponent's reaction can be open or hidden.

   Hidden conflicts make up the bulk of conflict interactions. These conflicts are not directly observable as rivals attempt to suppress or impose their will on the other by exploiting the elements of surprise or uncertainty.

   
   

   2. Conflicts in work collectives

   2.1 Conflict models

   The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable. Of course, conflict is not always positive. In some cases, it can interfere with meeting the needs of the individual and achieving the goals of the organization as a whole. For example, a person who argues in a committee meeting just because he can't help but argue is likely to reduce the satisfaction of the need for belonging and esteem and possibly reduce the group's ability to make effective decisions. Group members may accept the arguer's point of view only to avoid conflict and all the troubles associated with it, even without being sure that they are doing the right thing. But in many situations, conflict helps bring out a diversity of points of view, provides additional information, helps identify more alternatives or problems, etc. This makes the group's decision-making process more effective and also gives people the opportunity to express their thoughts and thereby satisfy their personal needs for esteem and power. It can also lead to more effective implementation of plans, strategies and projects, as different perspectives on these documents are discussed before they are actually executed.

   To systematize the description of basic research in the field of conflict management, one can rely on the work of L. Poidi, who combined the most important approaches to the study of conflicts in three conceptual models that describe the majority of conflicts observed in organizations.

   The first conceptual model - negotiation conflict - is characteristic of parties competing for the distribution of resources. Most often, conflicts arise in situations related to financing and management. Potential conflict between groups or group members is determined by the degree of discrepancy between the combined demands of competing parties and the available resources. Attempts to resolve conflict may be aimed at either reducing demands or increasing the amount of available resources. Negotiations cause quite a lot of difficulty in reaching agreement and finding a compromise between the demands for flexibility on the part of the opposing group and the demands for rigidity on the part of one’s own group.

   According to J. Miner, all negotiation situations can be reduced to the following main options: 1) distributive negotiations, typical for a situation of obvious contradiction in the goals and values ​​of the parties; the gain of one side obviously leads to the loss of the other; 2) integrative negotiations, which take place when the goals of the parties at least partially overlap and mutual benefit is acceptable; 3) “restructuring of attitudes”, characteristic of cases of joint decision-making.

   The second conceptual model is bureaucratic conflict that arises along the vertical line of hierarchy in an organization, i.e. in relations between management and subordinates. This type of conflict is considered primary and at the same time critical for the organization. Specific to this model is the situation of divergence between the positions of the manager and subordinates regarding the scope of control and autonomy. Bureaucratic conflicts are accordingly analyzed from two angles: from the position of an employee and from the position of a manager. From the employee’s perspective, his desire for maximum personal manifestation, creativity, autonomy is objectified, and the individual’s ability to adapt in the organization is explored. Attempts to minimize conflicts are based on empowering the employee and reducing his dependence. From the position of a manager, the management style, characteristics of leadership and the nature of the manager’s influence on subordinates are studied.

   The third model of conflict is a systemic conflict, characteristic of contradictions that arise between functionally interrelated groups or individuals at the same hierarchical level. This model brings to the fore the problem of coordination and interdependence. At the same time, the goals and objectives of groups can differ significantly. J. March and G. Simon describe a necessary condition for the emergence of this kind of conflict: a contradiction between the perceived need to make a joint decision and differences in the perception of the goals of the decision being made or differences in the interpretation of the accompanying reality.

   There are two opposing points of view about the causes of conflict in an organization:

   1) conflict is a property of human character, the desire for primacy, dominance, conflict behavior - subjective reasons;

   2) the conflict is caused by objective reasons that do not depend on the individual.

   In my opinion, conflict arises from the complex interaction of many forces located both outside and inside a person, that is, the conflict is caused by the action of objective and subjective reasons.

   In terms of causes, there are three types of conflicts:

   1. Conflict of goals. The situation is characterized by the fact that the parties involved have different visions of the desired state of the object in the future.

   2. Conflict of views, when the parties involved differ in views, ideas and thoughts on the problem being solved.

   3. Conflict of feelings when participants have different feelings and emotions underlying their relationships with each other as individuals. People simply irritate each other with the style of their behavior, conduct of business, and interaction.

   The reasons for conflict situations in an organization can be very diverse.

   The first and most common reason is the situation when people pursue their selfish interests to the detriment of public ones. A strategy that benefits the individual very often leads to the loss of the team. The problem arises in the relationship between personal and public interests and results in conflict. Sharing of resources leads to their unwise exploitation. The common cause of all becomes no one's business; shared responsibility ceases to be a responsibility. All these provisions are directly reflected in business and management practice.

   The second reason underlying conflicts is that people tend to attribute their own behavior to situational, external factors. A person explains the behavior of others by his own attitudes and dispositions. Participants in a conflict, as a rule, do not realize that the opposite side makes the same mistake, assessing their behavior as objectified by the environment, and the enemy’s behavior as a goal-directed position.

   The third reason underlying conflicts is a change in motives, each of which requires implementation. The initial motive may be to achieve profit, then - the desire to reduce costs, then - to achieve a socially significant status, etc. Each subsequent motive partially contradicts the previous one, and the solution to the problem is usually seen in blaming others.

   The fourth option for the course of conflicts is based on the perception of justice as a balance between individual investments (time, money) and external returns, rewards (wages, assessment, attention, status). However, striking a balance is quite difficult, with factors such as overestimating or underestimating contributions, justifying the existing income distribution, social pressure and equalization influencing different sides of the scale. It is interesting that the more competent a person considers himself, the stronger his desire for compensation, the feeling that he has not received something, and, consequently, the likelihood of a conflict increases.

   Advocates for restoring balance, those who consider themselves offended, may act at the level of soft demands, moral influences, or try to fraudulently regain compensation. The conflict arises primarily due to distribution criteria, and here, despite the apparent general norm of fairness, a variety of options are possible: guaranteed minimum income; guaranteed maximum pension; remuneration and initiatives; payment for experience and authority; “from each according to his ability, to each according to his needs”; "the winner takes all." Which criterion is most reliable remains a question.

   One source of conflict is the rivalry that is cultivated in many organizations. Competition is presented as a means of increasing efficiency within a group, as opposed to cooperation. The manager assumes that everyone’s desire to achieve the greatest results and stand out among other employees will increase the overall level of performance of the group. However, in most cases, psychological mechanisms work in the opposite direction and instead of effective activity, the manager ends up with competition. Rivalry leads to aggression, and competition provokes hostility. As experimental studies show, it is enough to place a normal person in a competitive situation for aggressive behavior to become actualized. And the stronger the confrontation, the more negative manifestations there will be, the stronger the conflict will grow.

   It is more expedient to direct the efforts of the leader towards the unity of the group, the formation of organized interaction - cooperation. Collaboration is the systematic joining of efforts to achieve a common goal. The higher the degree of unification, the more intense the cooperation.

   In groups and organizations, there are two main ways to achieve cooperation: collaboration and coordination. Collaboration implies that group members share common responsibility for the results of their work. Coordination presupposes a strong relationship between workers performing individual parts of a task. Since collaboration requires greater maturity, cohesion, and mutual trust from the group, its implementation poses quite a challenge for the manager. However, leaders seeking to improve group dynamics must pay attention to both modes of collaboration.

   The following arguments can be made in favor of cooperation, compared to competing relationships in communication: - cooperation takes advantage of all the advantages of the synergistic effect, when the result of the work exceeds the sum of the efforts expended by each member of the group;

   Collaboration enhances achievement motivation and productivity;

   In a competitive relationship, it is impossible to ensure efficient distribution of resources (everyone “pulls the blanket over himself”);

   Rivalry gives rise to mutual suspicion and hostility in people, destroying the synergistic effect;

   Competition rarely results in high quality work, since achieving quality and striving to get ahead of competitors are different aspects.

   Thus, competition, limited resources, a sense of injustice or a change in motives easily lead to the formation of a distorted image of a neighbor, boss, president, or an entire nation, involving them in another conflict. Managers quite often face difficult management situations when a useful recommendation is perceived as a negative attack or an attack on dignity. Often the source of this is the lack of informal communication, the superficial understanding of subordinates about the leader and vice versa. Another reason may be the psychological constraint of the subordinate, who cannot demonstrate his true qualities to the manager, while at the same time claiming to evaluate them.

   Conflict matures in the depths of the organization and can result in the most unpredictable ways.

   The source of conflicts can also be instability, irregularity of professional activity or management errors. Uneven load and overexertion lead to chronic fatigue, decreased performance and frequent errors. Load instability creates tension, accompanied by negative emotions, which find expression in interpersonal conflicts.

   1. First of all, conflict situations can be overcome by regulating relationships and limiting personal freedoms. The conclusion of group agreements, employment contracts, and the adoption of international laws make it possible to limit individual freedom in order to protect public interests. Clear regulation of relationships helps resolve many management conflicts.

   2. The second important way to overcome conflicts is communication. Discussion of the problem and mutual claims allows you to better understand someone else’s and your own positions, while a blank wall of silence and mutual avoidance of contacts only exacerbate contradictions. An open, democratic discussion of the causes of the conflict, the essence of disagreements, and mutual responsibility reduces mistrust, thereby strengthening the desire for cooperation and mutual agreement. Productive communication allows you to take into account the opinions of each group member and obtain accurate information about each other’s ideas. Sincere information exchange builds trust.

   3. Collaboration is the next step towards reducing conflict. Joint activities united by a common goal generate sympathy and cooperation. And with a person you feel sympathy for, it is much more difficult to conflict. But if interpersonal contacts are built on the basis of unequal status, then do not expect success from them. Unequal contacts create attitudes that further perpetuate inequality. A manager who seeks to resolve a conflict between two employees whose abilities and knowledge differ significantly will only aggravate the problem by offering them common activities. A more intelligent employee will be able to once again prove his superiority and consolidate the conflict situation. Only contacts where individuals do not compete with each other will be fruitful.

   The unifying force is the presence of a common goal that includes all group members in the activities. A goal that requires the joint efforts of a group unites its members without taking into account the differences that exist between them. However, not everything is so smooth in the unifying factor. If cooperation does not lead to success, then the conflict may flare up with renewed vigor. The solution can be found in joint training - advanced training or solving new production problems - using the “mosaic” method, when the opposing sides have only part of the knowledge necessary to achieve a common goal, and they must receive the other components of the “mosaic” from the hands of their “opponents” " Cooperation in learning eliminates competition.

   4. Maintaining relationships. The main goal of overcoming conflict is, in fact, to preserve relationships. An important step is to objectively assess each other and make efforts to recognize the value and significance of their relationships, even in their current state of conflict.

   To resolve a conflict, it is necessary for all participants to recognize that each of them is valuable in his own right as an individual, that the opponents’ positions may have their own merits, that everyone is concerned about their own (sometimes identical) problems, and that each of them has something deep inside. one desire is hidden: to resolve the conflict and maintain relationships. If this desire is absent, then there is no real interest in resolving the conflict.

   5. Overcoming conflict situations can be ensured by organizational measures. Ensuring the manager of discipline, order, and clear activities preserves the integrity of the organization and its stability. Uniform, well-thought-out workload of employees leaves no time for conflicts. Organizational measures also include reducing the number of group members. The smaller the group, the more responsible each member feels. It is in small associations that the sense of “we” and effective cooperation arise.

   6. The number of conflicts decreases under the influence of increased creative processes. Increasing the prestige and social significance of work, along with the implementation of new approaches, increases satisfaction with activities and creates a sense of personal competence.

   7. A situation of external threat is also destructive for conflicts. Two opponents unite in the face of a third, stronger one. The advertising department and the sales department stop “pulling the blanket” of income when there is a real danger of bankruptcy of the enterprise. A common “enemy” unites; managers can even create an illusory external “enemy” in order to unite the team. Transferring energy to an external problem serves as a release of internal tension.

   8. Mediation is also effective in resolving conflicts. A neutral third party helps reduce tension, analyze the problem, and come up with rational proposals that will save face for both parties. The advantages are that the information coming from the mediator is perceived by the conflicting parties without distortion. At the same time, each side can put forward hypothetical proposals, conducting “reconnaissance” to overcome the conflict. Proposals are not made directly to each other, the fear of being rejected reduces any positive activity, and acceptable proposals are reactively underestimated. It is the manager who often takes on the role of arbitrator if he is not included in the conflict as an interested party. An experienced mediator can formulate an integral agreement that will unite the interests of both parties, as opposed to a compromise agreement, where the conflicting parties make mutual concessions.

   9. An effective technique for overcoming conflicts is the method of objectifying the conflict. Overcoming the conflict is carried out in two stages. At the first stage, opponents relieve emotional tension by speaking out about the content of the conflict, their attitude towards each other and assessing what is happening. An arbitrator must be involved in overcoming the conflict, monitoring the process and directing it in the right direction. At the second stage, all evaluative characteristics are prohibited, and the discussion is based on an impartial analysis of the problem, highlighting all its components, and delineating the boundaries of interests. The conflict moves into the mainstream of business activity, which significantly reduces its severity and makes it possible to find acceptable solutions.

   10. Another strategy for overcoming conflicts is to “declare a truce” and gradually move towards mutual concessions. One of the parties declares its desire to reduce tension and its readiness to take a concrete step that proves its desire to overcome the conflict. The initiator continues to preserve his own interests and leaves the enemy free to choose his response. Each time, the conflicting parties sacrifice little, but gradually a picture of trust emerges, opening up opportunities for more serious negotiations. The strategy of mutual concessions differs from capitulation, since in the absence of retaliatory steps everything remains in place and the initiator continues to look after his interests.

   11. The frequency of conflicts in an organization can be reduced by taking into account or eliminating the subjective conditions of their occurrence. Identifying the determinants of a person’s predisposition to conflict behavior makes it possible to prevent such behavior. A certain imprint on the characteristics of an employee’s attitude towards various organizational problems is left by his age and gender. For women, conflict arises related to their personal needs, such as material incentives, time schedule, vacations, etc. Men are predisposed to conflicts related directly to work activity itself, i.e. with issues of labor organization, the content of immediate responsibilities, etc.

   12. A radical method of “exploding” a conflict is possible, which should be used extremely carefully and professionally, only if the team is mature and has a certain amount of humor among the participants in the process. The method is to create general indignation and condemnation of the confrontation, i.e. bringing the conflict to a public court. The pitfalls of “exploding” a conflict can involve even more people and expand its scope. The personal dignity of the participants must not be compromised.

   labor conflict

   
   

   3. Development of the conflict at the enterprise LLC NMZ

   Nevsky Metallurgical Plant LLC (NMZ LLC) is a legally independent enterprise.

   The company was registered in 2007 on the basis of the metallurgical production of Nevsky Plant.

   In December 2008, the management of NMZ LLC decided to optimize internal resources. In particular, in connection with the financial crisis, it was planned to lay off a large number of employees and redistribute income (limiting the volume of orders carried out, reducing the wage fund). This was the reason that by a certain point the plant no longer needed the services of a significant number of specialists.

   The prerequisite for the emergence of a conflict in this case is a reduction in staff by more than 100 people. The situation was also complicated by the fact that in addition to the dismissal of employees at the plant, a number of management orders came into force regarding the reduction of internal operating expenses.

   Such actions inevitably lead to undesirable consequences, both in the internal environment and in external public opinion about the plant through incorrect interpretation of information.

   Analyzing the situation, the following consequences are possible in the work team:

   · “tension” within the team;

   · reduction in employee performance;

   · spreading various rumors;

   · atmosphere of mistrust towards the plant management;

   · tendency for good employees to leave.

   Public opinion:

   · distrust on the part of clients;

   · actions from competitors.

   The lack of information among workers about the layoffs led to rumors.

   It is known that rumors are taken very seriously by employees, and people do not react to them as mere information worthy of attention. Employees are willing to believe bad news because it is the kind of news they subconsciously fear. And this is a symptom of stress and conflict in the organization.

   Taking into account the above, the goal of the conflict management program can be formed as follows: to prevent possible negative consequences of personnel reduction in the external and internal environment of the metallurgical plant.

   It should be noted that the dismissal process has always been and will be a serious problem not only for the organization’s employees, but also for its management. When dismissing an employee, the manager and, first of all, his immediate superior always feels some guilt for his action. On the other hand, layoffs, especially massive ones, cannot pass without leaving an impact on the internal climate of any team.

   According to experts, it is the awareness of these factors that should be fundamental in the actions of management to achieve the set goal.

   In addition, there are a number of general principles aimed at solving such problems:

   · appointment of one employee responsible for press relations;

   · creating an atmosphere within the organization of maximum publicity of management’s actions;

   · suppression, if possible, of the creation of informal groups within the team;

   · identifying “informal leaders” within the team and actively working with them.

   The management's goal is to significantly improve the operation of the plant under objectively existing unfavorable conditions.

   Actions of the management of the metallurgical plant:

   1. Address the plant employees with a “message”, which should become traditional (annual) and contain:

   A brief report on the results of the plant's work over the past year;

   Description of the current situation in the metallurgical market;

   A brief and accessible summary of the optimization program;

   Exact dates for the start and, most importantly, completion of work under the program;

   Description of the plant's prospects and plans for the current year.

   2. Ensuring free access for employees to information about the progress of the optimization program (helpline, etc.).

   3. Take part in a meeting with mid-level managers of the plant.

   4. Contact personally (in writing) each employee who will be fired.

   Suggestions for HR management:

   1. Organizing a written message from the plant director with gratitude to each dismissed employee.

   2. Organization of agreements with the labor exchange regarding the employment of dismissed workers in other places.

   3. Organization of agreements with commercial structures involved in personnel selection.

   4. Ensuring payment of severance pay to all those dismissed.

   5. Saving information about those dismissed in the personnel database for possible use of their services in the future.

   Considering this situation from the point of view of the usefulness of the described conflict, we can note several positive aspects that are the result of effective management of conflict interaction:

   · the conflict did not lead to destruction or serious deterioration of the internal climate at the plant;

   · the communication system established with the help of specialists made it possible for its management to independently implement this program;

   · the relevant management structures of the company have received the necessary knowledge and skills to predict and possibly prevent similar situations in the future;

   · the plant's management realized the need to maintain intra-company communications at a level appropriate to its current position, and gained experience in dealing with conflict situations.

   In this case, we used communication as a way to overcome the conflict, discussing problems and mutual claims. This style is an acknowledgment of differences of opinion and a willingness to engage with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. Deep analysis and resolution of conflict is possible, but it requires maturity and the art of working with people. Such constructiveness in resolving conflict (by solving a problem) helps create an atmosphere of sincerity, which is so necessary for the success of the individual and the company as a whole.

   Thus, in complex situations where variety of approaches and accurate information are essential for sound decision making, the emergence of conflicting opinions must even be encouraged and the situation managed using a problem-solving style.

   
   

   Conclusion

   In this course work, conflict in an organization is investigated and a practical analysis is carried out using the example of an enterprise.

   The main reasons for the emergence of conflict situations in modern organizations are the limited resources that need to be shared, the interdependence of tasks, differences in goals, differences in the values ​​presented, differences in behavior, in the level of education, as well as poor communication, imbalance of jobs, insufficient motivation to perform work. Poor communication is both a cause and a consequence of conflict.

   Thus, conflicts hinder the development of the organization as a whole and require intervention.

   It should be noted that conflicts also play a positive role in the life of an organization, because are a determining indicator of the well-being of relationships between employees, their involvement in work and the desire to devote as much time to it as possible.

   Conflicts serve to defuse tension between conflicting parties and contribute to team unity.

   Conflict is a multi-level phenomenon, and its regulation in each individual case is unique and unrepeatable, as it depends on the personal characteristics of workers, their professional activities and job level. In general, conflict management should provide two of the most significant processes: the ability to avoid it and the ability to stop the conflict before it can cause enormous material, moral and moral damage, both for each employee and for the further development of the organization as a whole.

   
   

   List of used literature

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   2. Barinov V.A., Barinov N.V. Management in Russia and abroad, 2001.

   3. Vikhansky O.S., Naumov A.I. Management. – M.: 1996.

   4. Grishina N.V. Psychology of conflict: a textbook. – Peter, 2001.

   5. Gromova O. N. Conflictology. - M.: EKMOS, 2000.

   6. Leonov N.I. Conflictology. – Moscow – Voronezh, 2006.

   7. Lynchevsky E.E. Contacts and conflicts. – M.: Economics, 2000.

   8. Radugin A.A. Fundamentals of management. – M.: Center, 2000.

   9. Safonova O.D. Man of the post-Soviet space. – St. Petersburg, 2005.

   10. Sventsitsky A.L. Social psychology of management. – M.:, 1996.

   11. Shepelenko G.I. Anti-crisis management of production and personnel. M.:, 2002.

   12. Crisis management: textbook, ed. Korotkova E. M. – M.: 2003.

   13. Large encyclopedic dictionary.

   14. Theory and practice of crisis management. Textbook. / Ed. Belyaeva S.G. and Koshkina V.I. M.: UNITY, 2001.

   15. Magazine “Personnel Management” No. 5, 2003.

   16. Magazine “Personnel Management” No. 6, 2003.

   
   

   Antsupov A.Ya., Shipilov A.I. Conflictology. - M: “Unity”, 2001.

   Grishina N.V. Psychology of conflict: a textbook. - Peter, 2001.

   Vikhansky O.S., Naumov A.I. Management. - M.: Economy, 1996.

   Lynchevsky E.E. Contacts and conflicts. - M.: Economics, 2000.

   Gromova O.N., Conflictology. - M.: Ekmos, 2000.

   Radugin A.A., Fundamentals of Management. - M.: Center, 2000.

   Shelomova G.M., Business culture and psychology of communication. - M.: Academa, 2007.