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Let's consider conflict situations using the example of the trading company Edelweiss LLP. Trade is considered a conflict area. Every day in the process of activity a large number of disagreements arise that develop into conflicts. Conflicts occur between:

· Between employees as a result of receiving false information.

· Between buyers and sales managers.

· Between subordinates and managers.

· Between the company and suppliers.

· Between the company and the city administration.

· Between the company and competitors.

· Between the company and the tax office.

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

To resolve a conflict, a manager or mediator must know or have an idea about the psychological portrait of each employee of the company, that is, know his strengths and weaknesses. Thereby foreseeing his possible behavior in a conflict.

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

The head of the company, Inkov Alexander Anatolyevich, is quite patient and reserved for the head of a company. It is very difficult to piss him off. It comes into conflict very rarely. If it is not possible to avoid a conflict, the manager tries to quickly and constructively find a way out of the conflict situation, using various resolution methods. Alexander Anatolyevich always tries to find a compromise solution. He gets along well with people, understands others' situations and can always help. He tries to create a favorable environment in the team. But, like any living person, he can break down as a result of any troubles at work or in his personal life.

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

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

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

Let us consider the conflict that arises in a company between employees in the course of their activities.

· Lack of funds leads to conflict. The manager unfairly blames the sales manager for the shortage; later it turned out that the manager made a mistake in the calculations.

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

· The sales manager is fond of basketball, as a result of which he often asks for time off; if the manager leaves early, then he also leaves the workplace, shifting authority to other employees. In this case, a conflict arises.

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

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

The next condition for preventing conflicts in a company is concern for fairness. The manager treats employees fairly, without punishing the innocent, and before doing anything, he carefully thinks through what the consequences may be.

The manager is very fair when it comes to paying wages and bonuses. It only pays those who have done really well. The company has a rule: work that is done with high quality and on time is well paid. Salary depends on % of total sales.

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

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

The client purchased a consignment of goods and took upon himself transportation. But once the goods arrive at the warehouse, the buyer makes a claim regarding the quality of the goods. Although the product is of good quality, the company strictly monitors it. Accordingly, a conflict arises between the company and the client. There are three versions of a low-quality product:

· Poor transportation.

· Warehouse storage does not comply with standards.

· Error from the laboratory the client contacted.

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

· Misinformation within the company.

· Poor communication of information within the client company.

· Bad connection.

The manager takes measures to check all warehouse premises for compliance with the standard; double check, confirmation of orders.

It is always easier to prevent conflict within a company than outside it. To prevent conflict, the company uses the principle of objectivity and compliance. The principle of clarity and goodwill is also used.

If disagreements occur in the process of activity, then, first of all, you need to analyze the situation critically in order to present the main and initial positions, both your own and your opponent’s. Employees analyze the enemy's position. As a result, misunderstandings may emerge and the conflict will lose its basis. This will allow you to avoid mistakenly attributing a hostile position to your enemy, as well as neutralize the situation.

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

Separation of conflicting parties.

This option is effective in case of conflict between the client and the sales manager. In these cases, hidden disconnection is used. A manager who cannot cope with the situation is replaced by one of the company’s employees who does not irritate the opponent.

During the activities of a trading company, various factors and methods of conflict resolution are used. Conflict resolution begins with the fact that opponents stop seeing each other as an adversary. To do this, you need to analyze your own positions and actions. Admitting your own mistakes reduces the negative perception of your opponent. The opponent also tries to understand the interests of the other. This expands your understanding of your opponent, making him more objective. There is something positive in every person that you can rely on when resolving a conflict. Then employees reduce negative emotions.

Then the optimal style of resolving a conflict situation is selected: avoidance, smoothing, coercion, compromise, problem solving.

It is safe to say that it is almost impossible to avoid contradictions in human relationships. The risk of conflict in the workplace especially increases, because work usually involves contact with many people and facing many problems. Conflicts usually have a negative impact on the microclimate of the team, and some of them can pose serious threats to both the health of employees and the “health” of the organization.

In order to avoid such serious consequences, it is necessary to be able to correctly resolve disagreements and choose the right strategies of behavior. This will help not only reduce the negative impact of conflicts on the organization, but in some cases, achieve positive results. Conflicts reveal the company's existing problems and help identify alternative ways to solve these problems.

Thus, one cannot argue that this topic is relevant at all times. Every successful manager must be able to resolve conflicts, extracting valuable information from them and increasing the efficiency of the organization, minimizing the negative aspect.

Therefore, it is necessary to consider the conflict from different sides. Learn more about the types of conflicts, the causes of conflicts, ways to resolve them, as well as analyze existing types of contradictions and find the most successful forms of resolution for them.

2. General theory of conflict in an organization

2.1. Definition of conflict

There are many different characteristics of the concept of conflict. Most of them describe conflict in a broad sense, social conflict, others highlight conflict in the organization. But all of them have differences in details, so we will give several such definitions.

G.I. Kozyrev, Doctor of Sociological Sciences, understands social conflict as “an open confrontation, a clash of two or more subjects and participants in social interaction, the causes of which are incompatible needs, interests and values.”

Julie Gatlin, Allen Wysocki, and Karl Kepner in their article “Understanding Conflict in the Workplace” define conflict as “sharp disagreement or opposition of interests or ideas. In other words, what I want does not match what you want. When conflict occurs in the workplace, it can reduce morale, lower work productivity, increase absenteeism, and cause large-scale confrontations that can lead to serious and violent crimes."

One of the leading conflict experts in Russia, A.Ya. Antsupov and A.I. Shipilov give the following definition: “conflict is the most destructive way of development and completion of significant contradictions that arise in the process of social interaction, as well as the struggle of personality substructures.”

The last two note precisely the negative aspect of conflicts, but having studied the material on this topic, we can confidently say that not all conflicts are limited to negative consequences.

The most neutral definition was given by Doctor of Economic Sciences A.Ya. Kibanov. He believes that “conflict is a normal manifestation of social connections and relationships between people, a way of interaction when incompatible positions and interests collide, a confrontation between two parties that are interconnected but pursuing their own specific goals.”

Thus, a conflict is a “normal” type of development of relations between two parties who have different views on a problem, which, as we have already noted, usually has both a positive and negative character.

2.2. Impact of conflict on an organization

On the one hand, conflicts show the existence of a certain problem. Which already has a positive effect on the organization, because management, not knowing about the existence of the problem, naturally cannot solve it. Moreover, at least two ways to solve the problem that have arisen immediately stand out. With the correct, successful resolution of the conflict, the company can increase production efficiency by using the approach and opinion of one of the parties. For example, this could be an innovative idea that an employee proposed, but which the established team, which usually thinks conservatively, did not accept. If we consider the intrapersonal component of the conflict, it can also help a person to assert himself, gain respect from colleagues and superiors, which will also have a beneficial effect on the effectiveness of the team.

On the other hand, it is not always possible to resolve a conflict situation successfully and in a timely manner. The reason for this is usually the inexperience of management personnel and managers. Lack of basic knowledge in the field of psychology, lack of understanding of the causes of conflict, ignorance of the theory of conflict resolution negatively affects the effectiveness of their elimination, and, consequently, the effectiveness of the organization as a whole. It also often happens that a conflict is built solely on the basis of personal hostility between the two parties. Such conflicts must be avoided, monitor the atmosphere in the team, and trying to nip them in the bud will not lead to anything good.

Thus, we can conclude that most conflicts have both destructive and positive consequences.

2.3. Elements of conflict

Figure 1 is a diagram showing the components of conflict.

Rice. 1. Elements of conflict

As we see, one of the elements is the object of the conflict. In other words, it can be called the objective cause of the conflict. It was brewing long before the conflict arose and is the very contradiction that prompts confrontation between the parties to the conflict. The parties are usually called opponents.

Opponents are participants in a conflict who, although they compete with each other within its framework, are not necessarily sworn enemies. Usually, they have different weight and influence on the outcome of the dispute. Often one side is the boss, the other is the subordinate. Of course, in such a situation, initially the scales are tilted in favor of the authorities. But, depending on the nature of the object of the conflict, it happens that this advantage is leveled out.

An incident is the very action that incites a conflict, revealing the existence of contradictions. After the incident, the conflict becomes open. In other words, it can be called a reason. Often the incident has nothing to do with the object of the conflict.

The subject of the conflict is “an internal reason that pushes a person to confrontation. Each opponent participating in the conflict, in addition to objective circumstances, also has personal reasons for being interested in the conflict.”

Let's give a simple example of a conflict. Opponents are employees of some department of the company on the one hand and the management of this department on the other. The object of the conflict is the team's dissatisfaction with the management style of their superiors. This problem has been incubating and accumulating for some time. But before the incident, the other party can only suspect the existence of such hostility. The incident can be absolutely anything, a simple accident (one of the subordinates was out of sorts, and the boss, passing by, accidentally pushed the poor fellow, who after that could not contain his dissatisfaction) or a natural action arising from the problem (the management again once switched to a high tone).

2.4. Typology of conflicts

Although many classifications of conflicts are quite arbitrary, they still help to identify certain types and select the most successful ways to resolve them. Let us turn to the classification given in the book by Ya.P. Kartashov “Conflicts in the organization.” In it we will further explain some of the types.

Table 1. Classification of conflicts

2.5. Forms of ending the conflict

Despite the fact that conflicts are quite diverse and multivariate in their development, there are generally accepted forms of ending conflicts. For convenience, we can present them as a diagram.

Rice. 2. Forms of ending the conflict

The meaning of these forms of conflict resolution should be clarified.

Conflict resolution is, of course, the most favorable option for ending contradictions. It implies a complete solution to the problem. This requires the interest of both parties in this and, naturally, the willingness of at least one of the opponents to compromise.

Conflict resolution also means the complete resolution of contradictions, but, unlike the previous one, it also requires the participation of a third party. This can happen either voluntarily or against the will of opponents.

Resolving conflict is the third form of ending conflict. It is understood as the elimination of at least one component of the conflict. For example, eliminating the object of the conflict itself (similar to settlement), or separating opponents to eliminate contact between them. Not the best way, since it does not solve the problem of the dispute, but only “separates” the elements of the conflict. Suitable for use if the cause of disagreement is ordinary personal hostility between employees, or if the conflict promises to be a real threat to human lives, the existence of the organization, etc. and rapid liquidation is required.

The fading of the conflict does not fully resolve it. It is rather a temporary cessation of an overt dispute, and the flow of the conflict into a hidden form. Contradictions between opponents remain. This is possible, for example, when the object of the conflict loses its relevance, when new priorities arise, etc.

It is also possible for it to escalate into another conflict. This happens when the object of the conflict changes to a new one, more serious and significant for opponents.

As we have already understood, ending a conflict does not necessarily mean resolving disagreements between opponents. According to statistics, only 62% of all conflicts in organizations are resolved. 38% are either not resolved or are even worsened. Therefore, you need to take the right approach to choosing a strategy for exiting the conflict. Usually there are several such strategies. Let's look at each of them.

1. Concession. Complete renunciation of the first party’s demands and acceptance of the second party’s position. It is used when one of the parties understands that they are wrong, understands that there is no chance of victory, and understands that further confrontation can lead to even more disastrous results.

2. Compromise. It is used if opponents are ready to make concessions in order to achieve consensus, if they see reasonable thoughts in each other’s positions. It is effective when the opponents are equal in their influence on the situation, when there are mutually exclusive points, which discards the previous strategy.

3. Rivalry. Imposing your opinion on your opponent. It is used if one of the parties has an absolutely reasoned, constructive position and does not want to give in in any way, if the situation is fundamental, if there is a possibility of dangerous consequences.

4. Avoidance. Avoiding solving a problem with a minimum of losses does not lead to resolution, but to the fading of the conflict. It is used when an aggressive, active strategy fails and hands give up, but at the same time, concession is not possible when it is necessary to stall for time.

5. Collaboration. Constructive consideration of the problem by both sides, search for the best solution. The most effective behavior of opponents. Used if participants are tolerant of each other's positions.

Consider the following diagram showing how the dispute will end when the parties use different combinations of strategies.

Rice. 3. Dependence of the method of conflict resolution on the choice of strategies.

It is immediately noticeable that compromise is used most often, leading to symmetric or asymmetric agreement.

3. Conflict analysis

Let's analyze and compare several common types of conflicts (1-2 types from one classification), given in Table 1, and consider more appropriate ways to resolve them on the part of the manager.

Ideological. They represent a clash of views. This is a fairly broad layer of conflicts and it is difficult to identify a specific strategy of behavior. It should be noted that such conflicts can bring an alternative view of the foundations of the organization; you need to listen to them and then, perhaps, by making the right choice, you will increase the efficiency of your team. That is, if the opponents of the conflict are your subordinates, you need to intervene and, after listening to the positions of both, resolve the conflict yourself.

Socio-psychological. They can proceed either calmly or violently. It is necessary to try to prevent the occurrence of such conflicts. They obviously won’t bring anything good, but if the parties are aggressive, they can lead to disastrous consequences. If it was not possible to prevent such a contradiction, it is necessary to eliminate the conflict by eliminating interaction between the parties.

Family and household. Of course, like any other disagreements, they lead to a decrease in work efficiency, but there is no point in trying to resolve them through settlement. It is better to simply let the parties resolve the contradictions on their own, or, if the conflict has dangerous consequences, eliminate it.

Stormy, fast-moving conflicts. Usually based on the psychological disagreements already discussed. As already noted, they are usually distinguished by the particular aggressiveness and hostility of their opponents. Nip it in the bud, or eliminate it yourself.

Sharp, lingering. The long-term nature of the disagreements indicates the existence of fundamental contradictions. From the outside, it is unlikely that it will be possible to resolve the conflict by completely eliminating the object of the dispute (although it is possible to symmetrically divide the object of the dispute). You need to try to find and offer an alternative solution to the problem that could suit both parties.

Weakly expressed, sluggish. Conflicts caused by superficial differences. It is worth allowing opponents to resolve the dispute on their own, or wait until it dies down. But we should not forget about it; we must, if possible, monitor its development, preventing it from escalating into another, more serious conflict.

Interpersonal-group. Since the forces of the parties are not equal, a lonely person should be supported if his position has the right to life and does not cause fundamental disagreements.

Group. If a conflict involves a large number of participants, it is dangerous for the future of the organization. It is necessary to immediately pay attention to the object of the conflict, and, even if the reason is not so serious, try to resolve the conflict by calling on opponents to make concessions and compromises. You need to be extremely careful in resolving group contradictions and think through your every action.

Vertical. If you are one of the parties to the conflict, the main thing is not to become arrogant and impartially listen to your opponent’s position; if there is nothing useful in it, take advantage of your advantage to end the disagreement.

Real. They have a clear subject of dispute. You should resort to a strategy of compromise. It may be possible to draw up rules for the joint “use” of the object that would satisfy both parties, or to divide the object, if possible.

Hidden. Since hidden conflicts are difficult to recognize, they pose a particular danger (although one can assume that since things have not come to an open confrontation, the problem is not serious). If you find out about the existence of this kind of conflict, a personal conversation with each of the opponents can help, and you may be able to find a solution.

4. Conclusion

We can conclude that conflicts in an organization can seriously reduce work efficiency, and since they are inevitable, it is necessary to be able to cope with them.

For this purpose, a small study of conflicts in the organization was conducted. The theoretical framework describing the object of research was studied and systematized, and an analysis of various types of conflicts was carried out. Having compared them, it was concluded that, despite the fact that in practice solutions may differ due to the characteristics of people, the characteristics of contradictions, etc., it is possible to derive action algorithms for various types of disagreements, which is what was done. The general actions that the manager must take to reduce the negative impact of the conflict on the organization are indicated.

Introduction

Chapter 1. The nature of conflict in organizations

1 Concept and types of conflicts

2 Causes and consequences of conflicts

3 Conflict management

4 Functions and effectiveness of conflict

Chapter 2. Analysis of conflicts in Sberbank of Russia OJSC

1 Organizational and economic characteristics of the enterprise

2 Analysis of conflict situations

3 Studying the causes of conflict situations

4 Development of measures to overcome conflict situations

Conclusion

Introduction

Early writings on management tended to emphasize the importance of the harmonious functioning of an organization. According to their authors, if the right formula is found, the organization will operate like a well-oiled machine. Conflicts that arose within the organization were viewed as very negative phenomena. Today's management theorists recognize that the complete absence of conflict within an organization is not only an impossible condition, but also not a desirable one.

Any conflict, regardless of its nature, specific content and type, necessarily contains a moment of confrontation, “confrontation”.

A significant part of conflicts is a continuation, a reflection of completely objective conflicting contradictions that do not depend on the will. Of course, it is difficult to detect a direct connection between the conflict and the contradiction that caused it, since they are sometimes separated by a large distance and many “intermediaries.” Before turning into a conflict interaction, a contradiction goes through certain stages.

One of the central stages is the identification of individuals, groups, and organizational structures that block activities and movement towards intended goals. Mutual identification of participants in events transforms an objectively existing problem situation into its subjective reflection in the form of a conflict situation. The latter may turn out to be false, misunderstood. Conflict interactions, once they begin, can change the entire situation, create a new problem situation or contribute to its understanding by the participants. Until the problematic situation and the underlying goals of the participants are eliminated, the basis for conflict remains. Conflict participants who enter into confrontation react to each other as an obstacle blocking the achievement of goals, that is, they evaluate each other’s goals as competing. From this point of view, conflict is a mechanism that one way or another eliminates blockages and obstacles. Consequently, conflict by its nature is designed to create the necessary conditions to meet the needs of its participants. Here we are dealing exclusively with human conflicts - with conflicts between individuals, groups of people, systems of groups, etc. Therefore, in the analysis of conflict interaction there is a category of goal. An attempt to define a conflict without a goal category leads to an overly broad interpretation of this type of interaction. Any living beings, starting with the simplest, one way or another, fight for their existence, including with each other, and, having abandoned the category of goal, we will inevitably be forced to declare any such struggle a conflict. At the same time, attributing the category of goals to conflict interaction allows us to single out as conflicting parties only those who are capable of purposeful, conscious behavior, i.e., awareness of their position, the positions of other participants in the conflict, planning their actions, and conscious use of means.

In order to formulate the basic principles of the approach that will allow us to effectively “work” with conflicts, we need to formulate the purpose of the work.

The purpose of the course work is to analyze conflict situations in organizations using the example of Sberbank of Russia OJSC. The following tasks can be distinguished from the set goal:

Consider different concepts and types of conflicts.

Identify possible causes and consequences.

Determine the functions and effectiveness of conflicts.

Analyze the conflict situation using examples from a specific organization.

Chapter 1. The nature of conflict in organizations

.1 Concept and types of conflicts

From the management side of an organization, conflict is defined as a lack of agreement between two or more parties, which may be specific individuals, formal or informal groups. Each side tries to do everything to ensure that its point of view is accepted.

The concept of conflict is often associated with aggression, threats, and quarrels. As a result, the opinion has developed that conflict is always an undesirable phenomenon and should be avoided if possible. This attitude to conflict can be traced within the school of scientific management, in the classical school and among adherents of the concept of bureaucracy according to M. Weber. Within these schools, it was believed that the presence of a clear hierarchical system, rational distribution of tasks between departments and employees in the organization, and the development of procedures and rules would eliminate the conditions for the emergence of conflicts.

Within the human relations school, conflict was also considered an undesirable phenomenon. It was seen as a result of ineffective management of the organization. It was believed that good relationships in an organization could eliminate the occurrence of conflicts.

The modern view is that conflict in an organization is not only possible, but often desirable. Of course, conflicts are not always positive. For example, a person may argue at a meeting only because he cannot help but argue. Group members may adopt the disputant's point of view only to avoid conflict, which can reduce the satisfaction of their needs for power and affiliation, as well as the effectiveness of the organization as a whole. But in many situations, conflict helps to identify different points of view, provides additional information, and helps identify a larger number of alternatives. This improves the efficiency of the decision-making process 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.

There are four types of conflict: intrapersonal, interpersonal, between person and group, and intergroup conflict.

Intrapersonal conflict. The category of intrapersonal conflicts unites psychological conflicts consisting in the collision of various personal formations (motives, goals, interests), represented in the mind of the individual by corresponding experiences. A personal conflict is a confrontation between two principles in a person’s soul, perceived and emotionally experienced by a person as a significant psychological problem for him, requiring its resolution and causing internal work aimed at overcoming it. It can take various forms. One of the most common forms is role conflict. Most often it occurs when conflicting or mutually exclusive requirements are presented to an employee. For example, the head of a department in a store requires the salesperson to be in the department all the time. Later, he complains to him that the seller spends all his time on customers and does not care about replenishing the department with goods.

Intrapersonal conflict may also arise due to the fact that personal needs are not consistent with work requirements (the need to work on weekends when a family event is planned, the need to move to another city when other family members lose their jobs, etc.).

Interpersonal conflict. Interpersonal conflict can be defined as a situation of confrontation between the participants, perceived and experienced by them (or at least one of them) as a significant psychological problem that requires its resolution and causes activity of the parties aimed at overcoming the contradiction that has arisen. This type of conflict is perhaps the most common . It manifests itself in different ways in organizations. Occurs most often among the workforce. Each of the participants believes that since resources are limited, he must convince his superiors to allocate these resources to him and not to another manager.

An interpersonal conflict can also arise, for example, between two candidates for promotion when there is one vacant position. In this case, the conflict can be subtle and long-lasting. Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, views and values ​​are sometimes simply unable to get along with each other. As a rule, the views and goals of such people differ radically. conflict situation management

Conflict between the individual and the group. As experiments conducted by E. Mayo at Hawthorne showed, production groups establish norms of behavior and performance. Everyone must comply with them in order to be accepted by the informal group and thereby satisfy their social needs. However, if the group's expectations conflict with the individual's expectations, conflict may arise. For example, someone will want to earn more by exceeding the standards, but the group views such behavior as a negative phenomenon.

Conflict may arise between an individual and a group if that individual takes a position different from that of the group. For example, at a meeting discussing the possibility of increasing sales, when the majority believes that the problem can be solved by lowering the price, one of the meeting participants will firmly believe that such a policy will lead to a decrease in profits and create the perception that the company's products are inferior to those of competitors. Although this person may have the best interests of the organization at heart, he will still be seen as a source of conflict because he goes against the group's opinion.

A similar conflict may arise due to the performance of official duties. For example, when a manager takes unpopular disciplinary action. The group may respond to these measures by reducing productivity.

Intergroup conflict. An organization is made up of many groups, both formal and informal. Even in the best organizations, conflicts can arise between such groups. A typical example of intergroup conflict is the confrontation between the administration of an organization, on the one hand, and the trade union, on the other hand.

Another example of intergroup conflict can be the confrontation between line managers and functional service employees. Staff employees tend to be younger and better educated than line managers. Line managers (shop managers, section heads, foremen) may reject the recommendations of staff specialists and express dissatisfaction with their dependence on them in everything related to information. In extreme situations, line managers may deliberately choose to implement the proposals of staff specialists in such a way that the whole undertaking will end in failure. And all this in order to “put specialists in their place.” Staff personnel, in turn, may be indignant that their representatives are not given the opportunity to implement their decisions themselves, and try to maintain the information dependence of line personnel on them. These are clear examples of dysfunctional conflict.

Often, due to differences in goals, functional groups within the organization begin to conflict with each other. For example, the sales department is customer-oriented, while the production departments are more concerned about the profit-cost ratio.

1.2 Causes and consequences of conflicts

Let us note that of the entire typology of conflicts, we are interested in those that take place at the socio-psychological and partly individual psychological level. In the first case, the psychological mechanisms of awareness of conflicting values, norms, orientations and goals of individuals and groups in the process of their joint activities, as well as forms of interaction and resolution of conflict situations by social objects are explored. In the second case, the psychophysiological characteristics and characteristics of an individual are studied, and their influence on the emergence of a conflict, the dynamics of an individual’s behavior in a conflict, and the reverse influence of the experience of conflict relationships on the formation of personal characteristics.

All conflicts have several causes. The main ones are the limited resources that need to be shared, the interdependence of tasks, differences in goals, differences in represented values, differences in behavior, in the level of education, as well as poor communications, imbalance of jobs, insufficient motivation, etc.

Resource distribution. In an organization, resources are always limited. Management must decide how to allocate materials, information, human resources, and finances among different groups to most effectively achieve the organization's goals. People tend to accept their problem more closely and always want more, not less. The need to share resources almost inevitably leads to various kinds of conflicts.

Differences in goals. Specialized divisions of the organization and even subgroups formulate their goals, are responsible for achieving them, and receive payment for the final result. Therefore, departments may pay more attention to achieving them than to the goals of the entire organization. Differences in goals are often seen between the individual and the group.

Task interdependence. The potential for conflict exists whenever one person or group is dependent on another person or group to complete a task. The reason for the conflict, as a rule, is that neither functions, nor means, nor responsibilities, nor power, nor responsibility are clearly distributed among departments and jobs.

Differences in ideas and values. Differences in values ​​are a very common cause of conflict. Instead of assessing a situation objectively, people focus on those views, alternatives, and aspects of the situation that they believe are favorable to the group and personal needs.

Poor communication. Poor communication is both a cause and a consequence of conflict. It can act as a catalyst for conflict, preventing individuals or groups from understanding the situation or the points of view of others. Common communication problems that cause conflict are ambiguous quality criteria, the inability to accurately define the job responsibilities and functions of all employees and departments, and the presentation of mutually exclusive job requirements. These problems may arise or worsen due to the failure of managers to develop and communicate accurate job descriptions to subordinates.

Poor communication of information is also a consequence of conflict. Thus, the level of communication between its participants decreases, misconceptions about each other begin to form, hostile relations develop - all this leads to an intensification and continuation of the conflict.

Job imbalance. A frequent source of conflict in an organization. Occurs when the official function is not fully supported by means and, accordingly, by rights and power.

Incorrect control. Control in management should not be dictated by suspicion. Cynical power uses indefinite, total control: everyone is under suspicion at any time and is therefore already half guilty. In such a situation, a person will eventually lose self-control and will actually become worse at work due to nervousness.

Differences in behavior and life experiences. A person does not feel identity and is immediately prepared for the fact that he will not be understood by another person. A communication barrier arises.

Lack of respect for management. If the majority of employees feel that management style and methods do not meet practical needs, then this may cause a conflict situation. Dissatisfaction with the level of business or managerial competence of a manager has great demotivational potential. Obviously, it is important to know what staff expect from their managers and draw appropriate conclusions from this.

Lack of motivation. If it is possible to achieve a match between the consumers of individuals and the needs of the organization, it is obvious that the staff will work hard to satisfy these needs, which no coercion will ensure.

In addition, research shows that all employees can be divided into three groups based on their commitment to conflicts:

· Conflict resistant.

· Resisting from conflicts.

· Conflict.

The latter group makes up somewhere around 6-7% of the total workforce. According to the English researcher Robert Bramson, in order to ensure a favorable psychological climate in a department, the main efforts need to be made only on a tenth of the personnel - difficult subjects. The remaining 9/10 themselves strive for orderliness. Among the “difficult” ones, Bramson identifies five types of troublemakers.

Aggressive. They are divided into two subtypes: tanks, snipers and explosives. Tanks are absolutely confident that their advice is the most competent. The only thing they don't like is aggressive reactions from those with whom they communicate. To achieve any success in a dispute with tanks, you need to give them the opportunity to “let off steam”, and then they often even become tame. Snipers shoot at people with various barbs and witticisms and thereby disrupt the collective actions of the personnel. The most effective method of influencing them is to demand to explain in detail what he thinks under this or that witticism. But at the same time, the sniper must not lose face, otherwise he will “explode” or hide “with a stone in his bosom.” Explosives are the types who attack their opponents with abuse, while losing their temper so artistically that others get the impression that they have been greatly offended. They need to be allowed to throw out accumulated emotions.

Complainants. These types describe their “troubles” so colorfully that the listener often develops an opinion in their favor. The best thing to do in such cases is to rephrase the complaints in your own words, making it clear that their feelings are noticed.

Indecisive. These types of people take so many tentative steps before doing anything that they irritate others. Those who are indecisive avoid those who put pressure on them. They carry out the instructions imposed on them without enthusiasm.

Irresponsible. To some extent, these are anxious individuals, but their anxiety does not give rise to avoidance of conflict, but to aggression. If they feel a warm attitude toward themselves, their behavior will, as it were, naturally fall within the framework.

Know-it-alls. They are, in essence, valuable employees, but they behave in such a provocative way that they make others feel inferior. It should be remembered that they rarely agree to admit their mistakes.

Functional consequences of conflict.

Conflicts contribute to the development of an organization, as they reveal shortcomings in it and reveal contradictions. They help reduce resistance to change.

Conflicts help maintain dynamic balance in social stability. The reasons are revealed, and do not go deeper, where they are even more intensified and have a destructive effect on the organization.

Conflicts contribute to the formation of group solidarity, which makes it possible to eradicate the causes of internal disunity and restore unity. But it is necessary to cancel that such an impact is exerted by conflicts that affect only such goals, values ​​and interests that do not contradict the fundamentals of intra-group relations. Typically, such conflicts contribute to changing intragroup norms and relationships in accordance with the urgent needs of individuals or subgroups.

In the process of conflict, the problem can be resolved in a way that is acceptable to all parties, and as a result, people will feel more involved in solving the problem. This, in turn, minimizes or completely eliminates difficulties in implementing decisions - hostility, injustice and being forced to act against one's will.

As a result of the conflict, the parties will be more inclined to cooperate rather than antagonize in future situations that may be fraught with conflict.

Conflict contributes to the structuring of an organization by determining the position of various subgroups within the system, their functions and the distribution of positions of power between them.

Dysfunctional consequences of conflicts.

· Increased emotional and psychological tension in the team.

· Dissatisfaction, poor morale and, as a result, increased staff turnover and decreased productivity.

· Less cooperation in the future.

· Obstruction of change and introduction of new things.

· High loyalty to one's group and more unproductive competition with other groups in the organization.

· The idea of ​​the other side as the “enemy”, the idea of ​​one’s goals as positive, and the other side’s goals as negative.

· Curtailment of interaction and communication between conflicting parties. An increase in hostility between the conflicting parties as both interaction and communication decrease.

· Conflict often changes priorities so much that it jeopardizes the true interests of the parties.

The basis of any conflict is a situation that includes either contradictory positions of the parties on any issue, or divergent interests, desires, and inclinations of opponents. For a conflict to begin to grow, an incident is necessary when one of the parties begins to act, infringing (even unintentionally) on the interests of the other party. An incident only leads to conflict if there are contradictions waiting to be resolved.

The time factor is of great importance for the conflict, since the conflict is fraught with growth.

1.3 Conflict management

Conflict management is a targeted impact on eliminating the causes that gave rise to a conflict, or on correcting the behavior of participants in the conflict.

Conflict resolution methods.

Among the control actions in relation to the conflict, its resolution occupies a central place. Not all conflicts can be prevented. Therefore, it is very important to be able to get out of conflict.

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

Conflict resolution is a multi-stage process that includes analysis and assessment of the situation, selection of a conflict resolution method, formation of an action plan, its implementation, and assessment of the effectiveness of one’s actions.

There are quite a lot of conflict management methods. Enlarged, they can be represented in the form of several groups, each of which has its own area of ​​application:

· Intrapersonal.

· Structural.

· Interpersonal.

· Negotiation.

· Aggressive responses. This group of methods is used in extreme cases, when the capabilities of all previous groups have been exhausted.

Intrapersonal methods consist in the ability to correctly organize one’s own behavior, express one’s point of view without causing a defensive reaction on the part of the other person. Some authors suggest using the “I am a statement” method, i.e. a way of conveying to another person your attitude towards a certain subject, without accusations or demands, but in such a way that the other person changes his attitude.

This method helps a person maintain his position without turning another into his enemy. The “I am statement” can be useful in any situation, but it is especially effective when a person is angry, irritated, or dissatisfied. It should be noted right away that the use of this approach requires skills and practice, but this can be justified in the future. “I am a statement” is structured in such a way as to allow the individual to express his opinion about the current situation, to express his positions. It is especially useful when a person wants to convey something to another, but does not want him to perceive it negatively and go on the attack.

Structural methods, i.e. methods of influencing primarily organizational conflicts arising due to improper distribution of powers, labor organization, adopted incentive system, etc. Such methods include: clarifying job requirements, coordination and integration mechanisms, organization-wide goals, and the use of reward systems.

Clarification of job requirements. One of the best management techniques to prevent dysfunctional conflict is to clarify what results are expected from an employee or group. The following should be mentioned: the level of results, sources of information, the system of powers and responsibilities, policies, procedures and rules are defined. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them in each situation.

Coordination and integration mechanisms. This method is based on the correct use of the formal structure of the organization, in particular, hierarchy and the principle of unity of command. The principle of unity of command (sometimes it is not entirely correctly called the principle of unity of command) facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows perfectly well whose orders he must obey.

In managing a conflict situation, methods that are used to integrate the structure (i.e., prevent the emergence of a “swan, crayfish and pike” situation) are useful.

Organization-wide comprehensive goals. Effectively achieving complex goals requires the joint efforts of two or more workers, so setting goals that are common to all workers can serve as a method of preventing conflict.

For example, if three shifts in a production department are in conflict with each other, goals should be formulated for the entire department rather than for each shift individually. Likewise, setting clear goals for the entire organization will also encourage department heads to make decisions that benefit the entire organization, not just their functional area.

Reward system structure. The reward system (material and non-material) can both contribute to the occurrence of conflicts and reduce the possibility of their occurrence. The reward system should be organized in such a way as to encourage those employees whose actions contribute to the achievement of corporate goals and who try to approach problems in an integrated manner. On the contrary, the reward system should not reward employees who seek solutions to narrow problems at the expense of other departments and divisions. For example, sales department employees should not be rewarded for increasing sales volume if they achieved this by providing customers with a wide range of discounts to the detriment of the overall profit of the company.

Interpersonal methods of conflict resolution.

In the interpersonal method, there are five ways to resolve conflict:

· Evasion.

· Smoothing.

· Compulsion.

· Compromise.

· Problem solving.

Evasion. This style implies that a person is trying to avoid conflict. One of the ways to resolve a conflict is not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues that are fraught with disagreement. Then you won’t have to get into an excited state, even if you are trying to solve a problem.

Smoothing. This style is characterized by behavior that is dictated by the belief that there is no point in getting angry because “we are all one happy team and there is no point in rocking the boat.” The “Smoother” tries not to let out signs of conflict and bitterness, appealing to the need for solidarity. There is no longer any possibility of expressing emotions, but they live inside and accumulate. General anxiety becomes apparent, and the likelihood that an explosion will eventually occur increases.

Compulsion. Within this style, attempts to force people to accept their point of view at any cost prevail. The one who tries to do this is not interested in the opinions of others. A person using this style tends to be aggressive and usually uses power through coercion to influence others. This coercive style can be effective in situations where the leader has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creating a high probability that not all important factors will be taken into account, since only one point of view is presented. It can cause resentment, especially among younger and more educated staff.

Compromise. This style is characterized by accepting the other party's point of view, but only to some extent. However, using a compromise at an early stage of a conflict that has arisen over an important decision can prevent the diagnosis of the problem and reduce the time it takes to find an alternative. Such a compromise means agreeing only to avoid a quarrel, even if this involves a failure to act prudently. This trade-off is one of being satisfied with what is available rather than persistently seeking what is logical in light of the available facts and data.

Solution to the problem. 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. Difference of opinion is seen as an inevitable result of intelligent people having their own ideas about what is right and what is wrong. 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.

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

To make negotiations possible. Certain conditions must be met:

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

· There is no significant difference in the capabilities of the subjects of the conflict.

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

· Participation in negotiations between parties who can actually make decisions in the current situation.

Every conflict goes through several stages in its development. At some of them, negotiations may not be accepted, since it is too early, and at others it will be too late to start them, and then only aggressive retaliatory actions are possible.

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

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

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

Properly organized negotiations go through several stages:

· Preparation for the start of negotiations (before the opening of negotiations).

· Preliminary position selection (initial statements by participants about their position in these negotiations).

· Search for a mutually acceptable solution (psychological struggle, establishing the real position of opponents).

· Completion (exit from a crisis or negotiation impasse).

Procedural issues are also being worked out: where is the best place to hold negotiations? What kind of atmosphere is expected at the negotiations? Is good relations with your opponent important in the future?

Experienced negotiators believe that the success of all future activities depends 50% on this stage, if it is properly organized.

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

In addition to collecting information, at this stage it is necessary to clearly formulate your goal of participating in the negotiations. In this regard, the following questions should be answered:

· What is the main purpose of negotiations?

· What alternatives are available? Are negotiations really being conducted to achieve results that would be the most desirable and acceptable?

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

Initial choice of position (official statements of negotiators). This stage allows you to realize two goals of the participants in the negotiation process: to show your opponents that you know their interests and you take them into account; determine the room for maneuver and try to leave as much room for yourself in it as possible.

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

If negotiations take place with the participation of a mediator (leader, negotiator), then he must give each party the opportunity to express themselves and do everything in their power so that opponents do not interrupt each other.

In addition, the facilitator determines the factors restraining the parties and manages them: the allowable time for the issues under discussion, the consequences of the inability to reach a compromise. Offers decision-making methods: simple majority, consensus. Identifies procedural issues.

The third stage consists of searching for a mutually acceptable solution, psychological struggle.

At this stage, the parties check each other’s capabilities, how realistic the requirements of each party are and how their implementation may affect the interests of the other party. Opponents present facts that are beneficial only to them, and declare that they have all sorts of alternatives. Here, various manipulations and psychological pressure on the leader are possible, to seize initiatives in all possible ways. The goal of each participant is to achieve balance or slight dominance.

The task of the mediator at this stage is to see and put into action possible combinations of interests of the participants, facilitate the introduction of a large number of solutions, and direct the negotiations towards the search for specific proposals. If negotiations begin to become harsh, affecting one of the parties, the facilitator must find a way out of the situation.

Ending negotiations or breaking a deadlock. 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, and a decision needs to be made. A few final concessions from both sides could save the day. 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.

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.

1.4 Functions and effectiveness of conflict

Since the publication of L. Coser's main work, “Functions of Social Conflict,” apparently, not a single new function of conflict has been described. Coser counted no less than thirteen functions. However, all of them are the subject of social psychology rather than sociology, and especially organizational science. Nevertheless, it makes sense to first at least list these functions, first combining similar ones. The functions of conflict are:

.Group formation, establishment and maintenance of normative and physical boundaries.

.Establishing and maintaining a relatively stable structure of intragroup and intergroup relations, integration and identification, socialization and adaptation of both individuals and groups.

.Obtaining information about the surrounding social environment.

.Creating and maintaining a balance of power, and in particular power, social control.

.Rulemaking.

.Creation of new social institutions.

Conflicts developing in an organization can perform any of the above functions, possibly except the last one. Although the boundaries between organizational and non-specific conflicts are unclear, it appears that the first two groups of functions have the most distant relationship with the organization unless specifically specified. Other functions also need some clarification, since in the above version they are non-specific. All of the above functions are characteristic of conflict in general.

The formation of groups through conflict can be a consequence of not only extra-organizational reasons. When instructions do not strictly assign individual functions to individual jobs, and allow some freedom in the technology for performing the prescribed work, group formation within the organization will be largely subordinated to its needs. The very process of group formation, accompanied by rule-making and aimed at creating more or less stable intergroup and intragroup relations, is often conflicting. Adaptation to organizational norms, especially for newcomers, in many cases is not achieved through any other means other than conflictual interactions. Indeed, it is simply impossible to talk about all the informal organizational norms that employees and entire departments follow. Not everyone is capable of obtaining information and assimilating norms through detached observation and only positive sanctions. The expression “they learn from mistakes,” when an employee reacts to negative sanctions, precisely indicates the prevalence of “learning” conflict. The functions of adaptation to organizational norms and rule-making are undoubtedly relevant to organizations. And yet, of particular interest are those functions of conflicts that are organically related to the main features of the production organization. The central features of a production organization and all its divisions, as already noted, are external focus and formal institutionalization. It is these signs that determine the leading function of organizational conflict.

The organization as a tool is an analogue of embodied labor, and the organization as a subject embodies living labor. Therefore, it makes sense to consider the functions of conflict interactions from the point of view of a subject for whom this organization is primarily an organizational tool of his own activities. Such an entity may be the owner of the enterprise or a group of holders of the majority of shares.

We must immediately make a reservation that, firstly, not every higher organization can be a subject in relation to this one and, secondly, such an organization may not be the only one. Thus, each of them turns out to be a subject of activity for a given organization in various areas - in supply and sales, financial transactions, interaction with partners, etc. Each of these organizations, which is a full or partial subject for a given one, will be called a superorganization. From this point of view, any organization is at the same time a super-organization for its relatively independent units that perform the functions of its instrument.

The superorganization, by its formal status, must be located outside and above the conflicting organizational structures and, therefore, not directly participate in the conflict. Often in practice the opposite is observed: the head of a superorganization, and therefore the superorganization as a whole, is involved in a conflict on the side of one of the opponents. Such participation equalizes the actual statuses of the superorganization and the organization or division subordinate to it, which in any case reveals some kind of dysfunction.

Vertical conflicts, i.e. conflicts along the leader-subordinate line, perform primarily a diagnostic function for the superorganization: the emergence of a vertical conflict can be a consequence of dysfunctions. Horizontal conflicts, i.e. conflicts between subordinate structures, can also be a consequence of dysfunctions if, for example, they are based on inappropriate personal qualities of employees (including managers) or specific interpersonal and group interactions that are not organizational, but develop in within the organization. However, a significant part of horizontal conflicts in an organization are not dysfunctional, that is, they do not occur due to dysfunction and do not lead to it.

Of course, diagnosing dysfunction in an organization is very important, but it can be done without conflict. Conflict is an acute manifestation of dysfunction. A method of detecting organizational problems, designed only for the critical, acute stage of their development, is hardly a good basis for judging a conflict, much less for searching for positive properties for the organization in it. Next, we will turn only to horizontal conflicts, since only they can perform a certain leading function for the organization.

Of all the properties of an organization as a subject of its activities, it is worth highlighting the main thing - the ability to at least partially determine the goals of its activities on the basis of the rights granted to the organization and institutionally guaranteed. From this point of view, the conflict appears to the superorganization as an interaction between goal-setters.

When we talk about goal setters, we always mean people, since the formulation of organizational goals is done by people. Organizational conflicts, like organizations themselves, empirically appear before the researcher in the actions and self-awareness of the people who comprise them and participate in interactions, and in particular those who take on the functions of goal-setters either in accordance with their organizational status or in contradiction to it. In any case, a necessary condition for goal setting is the presence of anticipatory self-awareness of an individual or a team.

Possible development trajectories and alternative states of the organization are directly related to different, and especially incompatible, goals. Therefore, in conflict interactions, the organization must and does attach fundamental, main importance to the future that the conflict, as it were, outlines and demonstrates. The conflict of goal setters is a conflict of possible goals and lines of development of the organization, while the determinants of the conflict are the presentation of incompatible goals. But this is not to say that all future states are in any sense more progressive than present ones. For example, an organization may set as its main goal the preservation of the existing state, regardless of its public assessment or objective progressiveness.

For a super-organization, conflictual interactions of subordinate organizations or divisions, which are partial goal-setters of their activities, turn out to be an indicator not so much of the previous history of developed dysfunctions, but of what may happen in the future with the goals of the organization and its individual parts, with the means and other components of the activity. Indication of the future is the leading function of organizational conflict; it is convenient to call it prospective. If this circumstance is realized by the leaders of the superorganization and if they have the necessary organizational means at their disposal, these leaders have the opportunity to manage the conflict or conflict situations in such a way that will ensure the movement of the organizations and divisions subordinate to them in the right direction.

Declaring the prospective function of organizational conflict as a leading one and recognizing the possibility of managing conflict interactions on the part of the superorganization using organizational means will provide the basis for identifying other functions of organizational conflict related to this main one. Firstly, the conflict allows us to see not only the possible future of the organization, but also the paths towards it both in the minds of people and in the objectively existing environment - physical and organizational. Secondly, organizational conflict itself turns out to be a direct creator of the future, and, first of all, of organizational norms. This also includes the socializing and adaptation functions of conflict. Thirdly, since the prospective function separates the future from the present, it makes organizational conflict a destroyer of existing organizational reality, that is, existing organizational relations, norms, and values. In this capacity, regardless of the benefits that the conflict promises in the future, it evokes a negative attitude from the overwhelming majority of people who find themselves under the threat of its destructive influences.

It is the destructive properties, the destructive abilities of the conflict that make it pointless to attempt to determine the universal effectiveness of the conflict, regardless of the opponents and the superorganization. Victory in a conflict by one of the opponents always makes interaction ineffective for the other. Generally speaking, the superorganization does not care which of its subordinate organizations or units will emerge victorious in the conflict. From an organizational point of view, the outcome that leads to the achievement of its goals and to an increase in the efficiency of its activities is beneficial for it. Therefore, determining the effectiveness of a conflict is situational in nature and makes sense only in relation to a specific interaction.

Thus, the conviction of many managers that conflicts in the production team must be suppressed, that work goes better the fewer conflicts in the organization, has only emotional grounds, characteristic of any person frightened by conflicts.

Chapter 2. Analysis of conflicts in Sberbank of Russia OJSC

.1 Organizational and economic characteristics

General information.

Sberbank of Russia is the largest bank in the Russian Federation and the CIS. Its assets make up more than a quarter of the country's banking system (27%), and its share in bank capital is at 26%. According to TheBanker magazine, Sberbank ranks 43rd in terms of fixed capital among the world's largest banks.

Founded in 1841, Sberbank of Russia today is a modern universal bank that meets the needs of various groups of clients in a wide range of banking services. Sberbank occupies the largest share in the deposit market and is the main creditor of the Russian economy. As of June 1, 2010, Sberbank of Russia's share in the private deposit market was 49%, and its loan portfolio included about a third of all loans issued in the country (33% of retail and 30% of corporate loans).

Sberbank of Russia has a unique branch network and currently includes 18 territorial banks and more than 19,100 branches throughout the country. Subsidiary banks of Sberbank of Russia operate in Kazakhstan, Ukraine and Belarus.

Organizational and legal form.

Full name of the bank: OJSC Sberbank of Russia, license number - 1481.

The founder and main shareholder of the Bank is the Central Bank of the Russian Federation (Bank of Russia). As of April 16, 2010, he owned 60.3% of the voting shares and 57.6% of the authorized capital of the Bank. The remaining shareholders of Sberbank of Russia are more than 263 thousand legal entities and individuals. The high share of foreign investors in the capital structure of Sberbank of Russia (more than 32%) indicates its investment attractiveness.

The structure of the company.

OJSC Sberbank of Russia is an organization with a vertical management structure, i.e. has several levels of management. By type it is a functional structure. The organizational structure shows the area of ​​responsibility of each individual employee and his relationships with other employees; if all the relationships of the organizational structure are applied correctly, then they lead to harmonious cooperation and a common desire to fulfill the goals and objectives set for the organization. Functional organizational structure is the division of an organization into separate elements, each of which has its own clearly defined, specific task and responsibilities, i.e. The model involves dividing personnel into groups, depending on the specific tasks that employees perform.

The management of Sberbank of Russia is based on the principle of corporatism in accordance with the Corporate Governance Code approved by the annual General Meeting of Shareholders of the Bank in June 2002.

The management bodies of the Bank are:

The General Meeting of Shareholders is the highest governing body of Sberbank of Russia. At the General Meeting of Shareholders, decisions are made on the main issues of the Bank's activities.

2.2 Analysis of the occurrence of conflict situations in Sberbank of Russia OJSC

In a commercial bank, like in any other organization, there are various conflicts. And this is by no means always a negative indicator of any activity of this organization. Something positive can be taken from conflicts; with their help, you can identify and correct shortcomings of both the organization system as a whole and disagreements between individual team members. Moreover, the changes that the conflict resolution itself entails may not always be aimed specifically at improving the situation; they can simply normalize it or lead to its original state.

Let's look at a few examples of conflicts that took place in this organization. One of them is a conflict that arose due to an inaccurate definition of the duties of employees and the deadlines for their implementation, that is, a purely industrial conflict.

Example No. 1.

A bank is a complex mechanism, all parts of which must work clearly and smoothly. One of the departments is the operating department. The work of all employees is especially closely intertwined in it: information submitted on time by one “operator” ensures the timeliness and correctness of the performance of their functions by the second “operator”.

At the initial stage of the bank’s activities, precisely when there was no clear, established system of labor organization, there were violations of the timing and order of conducting banking operations on customer accounts, which caused their fair complaints. Such situations occurred periodically, and in some cases, during inspections, these shortcomings were discovered by government agencies, and the bank was assessed fines. In such a situation, each of the “operationists” saw the reason for these violations in the insufficiently clear work of the other. It was not always possible to identify the truly guilty employee in each specific case, and this, of course, did not contribute to a normal climate in the department, and accordingly, its work as a whole.

As a result, to normalize the work of this department, the bank’s management took the following measures:

.A thorough analysis of all cases of mistakes made by “operators” was carried out.

.Based on the analysis, the job responsibilities of each “operator” are distributed and described in detail. A document flow schedule for the bank as a whole has been developed, strictly regulating the time for transferring information within the bank and clearly indicating the persons responsible for the implementation of each item.

.Strict daily control has been introduced over all operations performed.

As a result of the measures taken, the bank managed to stabilize its work, completely eliminate violations of deadlines for completing banking operations, and the productivity of this department also increased.

Such conflicts indicate dysfunctional work of the team, and resolution of such conflicts is only possible if the objective situation and working conditions in which people find themselves change.

Another example is based on the “human”, subjective aspect of the conflict, that is, the contradictions are inherent in the people themselves, their actions, deeds and behavior - purely personal unfavorable manifestations. These manifestations include a tendency to insist on one’s opinion, categorical judgments, impulsiveness, inability to listen and persuade, a tendency to blame a partner and many other negative human qualities.

Example No. 2.

One of the bank's managers, when communicating with his subordinates, used a strictly commanding style that did not tolerate any objections. It should be noted that all employees of the department are highly qualified specialists who know their job, who know how to work, but, nevertheless, the manager did not take this into account.

In this case, the layering of tasks, the inability or unwillingness to determine priorities and the sequence of tasks, the requirement to complete everything at once and urgently - all this has a negative character: it irritates employees, introduces a negative climate in the department, which, of course, discourages the desire to work and does not contribute to quality and productive work of employees.

Given the existence of certain difficulties when getting a job and due to their modesty, employees for a long time did not dare to voice complaints to their boss. But this situation could not continue in a hidden form indefinitely, and at some point the claims were partially expressed.

The abnormal, tense situation in the department, as one would expect, eventually attracted the attention of the bank's senior management. It should also be noted here that this manager himself is a good worker and does his job well, and there was no point in simply firing him - a good specialist is not so easy to find. In this situation, an attempt was made to organize a frank conversation between the manager and his employees, but, unfortunately, it did not have the desired result. Of course, certain improvements have appeared, but it was not possible to completely eliminate the conflict situation. Therefore, in order to completely normalize the situation in the department, individual confidential conversations were held with the head of the department and with each of the employees.

From this example it is clearly seen that resolving a conflict that has arisen due to some personal manifestations is sometimes more difficult than a production conflict, since its successful outcome depends not only on the knowledge of the manager and the ability to behave correctly in a critical situation, but also on the desire the conflicting ones themselves.

Staff loyalty is one of the hidden but important factors influencing the success of any organization. Today, the issue of maintaining staff loyalty is especially relevant in such a specific organization as a bank. Disloyalty of bank employees can lead to serious consequences, compromise security, and reduce its competitiveness. At the same time, skillful management of staff loyalty will improve the efficiency of banking activities.

Unfortunately, not all managers understand the significance of this factor and believe that employees are loyal to their bank if they comply with the instructions, requirements, norms and rules in force in the organization, do not commit any malicious acts and do not intend to leave the bank. However, loyalty is a much broader concept. It represents the employee’s identification with the organization, the employee’s feeling of himself as a part of a large system. Employees who are dedicated to the organization show a willingness to perform the duties assigned to them; tolerate restrictions imposed by the organization; do not let your work colleagues down; comply with prescribed standards and instructions; agree with the bank's policies and strategies. The level of loyalty reflects employees' faith in the goals and mission of the bank, the desire to contribute to its prosperity and the intention to work for it.

The manager is faced with very heterogeneous employee loyalty and various manifestations of disloyalty, which entails a whole range of problems and conflicts in the organization. At the same time, managers do not always clearly understand what forms of loyalty are expected by them and how disloyalty of staff may manifest itself.

An employee's disloyalty is most often expressed in some kind of deliberate damage to the organization on different scales, leading to the weakening or undermining of its competitive position. The disloyal attitude of employees towards their bank can lead to a number of problems. This includes high staff turnover, a decrease in the quality of work, loss of working time, disruption of communications, etc.

Example No. 3.

The position of head of the credit department has become vacant at the bank; temporary management was carried out by the chief specialist of this department - a responsible person with work experience who values ​​his position in the bank.

In response to this, the employee acting as head of the department demonstrated resentment and personal hostility, which undoubtedly does not contribute to the success of the common cause. There is a conflict situation. Examples like this show that once hired, working individually with all types of employees significantly reduces the risk of disloyalty.

Of course, employee loyalty is also related to favorable consequences for the organization, such as the presence of a normal climate and mutual support within the organization. The formation of loyalty is facilitated by the employee’s confidence that he can influence production processes, freedom in choosing the method and order of completing a task, and the opportunity to introduce something new into the process. It is also important that the employee is aware of the state of affairs in the bank, that his expectations regarding work coincide with reality, etc.

I would like to emphasize that most of the problems that many managers have in interacting with employees can be avoided if the bank pays appropriate attention to the formation and strengthening of employee loyalty.

Naturally, there are many different types of conflicts, but there are still two main ones: those that arose for objective reasons or those that arose for subjective reasons. For example, an industrial conflict can develop into an interpersonal conflict or vice versa. Conflicts can also occur between groups of people, entire organizations, and can develop along the leader-subordinate or subordinate-subordinate lines. But whatever the conflict, you should not avoid it and you must remember that it is a kind of signal for actions that should change the situation and, as a result, should, to one degree or another, lead to an improvement in the work of the organization, to its improvement as a whole.

2.3 Studying the causes of conflict situations

Conflict is an invariable component of the functioning of a team. And one of the most important tasks of a leader is to transform an unconstructive, harmful conflict into a constructive one, and to derive benefit from it. It is very useful to know the sources of conflict in organizations. This allows you not only to prevent problems in time, but also to quickly establish ways to eliminate them.

The following reasons for the occurrence of conflicts in the work team are identified:

Scarce or limited resources. The main resources used by organizations are human, material and financial. A lack of certain resources can lead to conflict if, for example, one employee is burdened with a workload that would normally be shared by two or three. In the event of a lack of finances, individuals may claim larger amounts than those available in the organization.

Division into departments and specialization. Dividing an organization into departments is a necessary condition for its successful operation. But this is also a source of conflict. Each department, while doing its own thing, is at the same time connected with many others. Some departments are connected to all the others, and a failure in each of them leads to difficulties in the others. This becomes the cause of many conflict situations. In addition, by focusing on solving purely special problems, the department pays less attention to interaction between departments.

You can see that one of the above examples of conflicts in Sberbank of Russia OJSC belongs specifically to this group of conflicts. And thanks to the analysis carried out by the bank's management, the job responsibilities of each member of the department were distributed and described in detail, and strict daily control was introduced over all operations performed. These measures made it possible to eliminate such conflicts in the future.

Interdependent nature of activities. Each organization in the market is connected with many others: suppliers of raw materials and components, buyers of products, investors and many others. This connection seems especially important for organizations whose products are only one element in any production chain. If there is a failure in at least one element of this chain, the entire process is disrupted, which means conflicts are inevitable.

Role conflict. Each person plays some role in the organization, and most often even several. If he does not clearly understand what responsibilities his role assumes, then his behavior can become a source of conflict. On the other hand, different roles of the same person may conflict with each other. So, for example, the head of a project is a supervisory person for his subordinates and at the same time a colleague. If they are not aware of this dual nature of the position, then conflict is almost certainly guaranteed.

Partial relationships. The biased attitude of one employee of an organization towards another often becomes a cause of conflict, regardless of whether it is positive or negative. In the first case, it provokes envy of other employees, and in the second, resentment of the object of addiction. In addition, bias may be imaginary - such a conflict is even more difficult to resolve.

In the second example of conflicts in Sberbank of Russia OJSC, this type of conflict was considered when a misunderstanding arose between persons occupying different positions. As you can see, this conflict was partially resolved by organizing a frank conversation between the manager and his employees. And to completely resolve the situation, individual confidential conversations were held with the head of the department and with each of the employees.

Changes in the environment. Change always creates a feeling of resistance in people. Therefore, any attempts by managers to make any changes to the structure of the organization can provoke the emergence of conflicts.

Violation of territory. This source of conflict is deeply psychological. Each person is inclined to create his own territory and jealously guard it. This is expressed in decorating the workplace with various accessories brought from home, photographs, and ornamental plants. If the territory is suddenly violated by a “stranger,” this becomes a cause of conflict.

Individual differences in perception. No two people are exactly alike because no two sets of genes are exactly alike. Yes, even if this happened, under the influence of personal experience people would still become different. We all perceive the same events differently; we can draw different conclusions from the same premises. If all these differences were recognized and taken for granted, most conflicts could be avoided. However, people often consider their own worldview to be ideal, and all others to be incorrect. This leads to conflict situations.

Taking into account the above reasons, the management of Sberbank of Russia OJSC manages to achieve stability in the internal organization of the bank, a favorable climate and environment, avoid misunderstandings between the bank’s branches and in particular between its individual employees, and complete assigned tasks on time.

2.4 Development of measures to overcome conflict situations

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

In the course of its activities, Sberbank of Russia OJSC uses various factors and methods for resolving conflict situations. Conflict resolution begins with the fact that the conflicting parties cease, if possible, to see the opponent as an enemy. To do this, an analysis of one’s own positions and actions is carried out. Admitting one's own mistakes reduces the negative perception of the opponent, and opponents also try to understand the interests of the other - this expands the idea of ​​the opponent, making him more objective. Then employees reduce the negative emotions of the opposite party using the following techniques:

· Willingness to move towards rapprochement of positions.

· Positive assessment of some actions of the other party.

· Be critical of yourself and balance your behavior.

After this, the optimal style of resolving the conflict situation is selected.

· Evasion.

· Smoothing.

· Compulsion.

· Compromise.

· Solution to the problem.

Having analyzed conflict situations and the reasons for their occurrence, the management of Sberbank of Russia OJSC took the following management and legal measures:

· The greatest attention is paid to the retraining of personnel services employees under special programs. Internships were organized for students in the best banks abroad.

· Constant retraining of various categories of personnel is carried out, and trainings are conducted in related positions.

· Job descriptions with balanced rights and responsibilities have been developed.

· General conditions for customer service have been developed in the form of a set of rules and behavioral skills for sales managers of bank servants.

· Constantly informing staff about the bank’s activities for certain periods, about open vacancies and the elements of personnel policy used.

· The use of competitions when filling various positions.

· The bank has conflict management specialists and a psychologist on its staff.

· A collective agreement has been concluded between the administration and the workforce, i.e. a time cycle has been determined during which the parties can live calmly, without shocks and conflicts.

· The security service regularly checks the loyalty and reliability of bank employees.

Conclusion

Conflict management is a conscious activity in relation to it, carried out at all stages of its occurrence, development and completion by the parties to the conflict or a third party. It is important not to block the development of a contradiction, but to strive to resolve it in non-conflict ways.

Conflict management includes conflict prevention and constructive resolution. Incompetent conflict management is socially dangerous.

Conflict situations, which often turn into conflicts, are an integral part of human relationships. Usually conflicts, if we talk not about business but about interpersonal conflicts, arise for psychological reasons.

Without knowledge of the causes of the emergence and development of conflicts, it is difficult to count on their effective regulation. The determination of the system of causes is the result, mainly, of the analysis of conflict situations. It is necessary to distinguish between the causes of conflicts and the causes of changes in their characteristics.

To prevent conflicts, it is important to know not only what needs to be done, but also how to ensure that the problem situation develops in a constructive direction. Conflict prevention in the narrow sense consists of working with specific conflicts. This is the activity of the parties to the conflict, as well as third parties, to eliminate the objective and subjective causes of the impending conflict, and resolve the contradiction in non-conflict ways. Prevention technology is a body of knowledge about ways, means, and techniques of influencing a pre-conflict situation, as well as the sequence of actions of opponents and third parties, as a result of which the conflict that has arisen is resolved.

You can prevent conflicts by changing your attitude to a problem situation and behavior in it, as well as influencing the psyche and behavior of your opponent. The main ways and techniques of changing one’s behavior in a pre-conflict situation include:

· The ability to determine that communication has become pre-conflict.

· The desire to deeply and comprehensively understand the opponent’s position.

· Reducing your general anxiety and aggressiveness.

· The ability to assess your current mental state.

· Constant readiness for non-conflict solutions to problems.

· The ability to smile.

· Don't expect too much from others.

· Sincere interest in a communication partner.

· Conflict tolerance and sense of humor.

To prevent interpersonal conflicts, it is necessary to evaluate, first of all, what has been done, and then what has not been achieved:

· The evaluator must know the activity well.

· Give an assessment on the merits of the case, and not on the form.

· The evaluator must be responsible for the objectivity of the assessment.

· Identify and communicate to appraised employees the reasons for deficiencies.

· Clearly formulate new goals and objectives.

· Encourage employees to take on new jobs.

Bibliography

1.A. D. Lazukin. Conflictology. Textbook - M.: Omega-L, 2010 - 152 p.

2.B. Z. Zeldovich. Situational training in management disciplines. Textbooks for universities - M.: Exam, 2008 - 544 p.

B. Z. Zeldovich. Management. Textbook - M: Exam, 2007 - 576 p.

B. S. Volkov, N. V. Volkova. Conflictology. Textbook for university students - M.: Academic project, 2007-400 p.

V. V. Lukashevich. Fundamentals of personnel management - M.: KnoRus, 2011 - 272 p.

V. N. Tsygichko. To the manager on decision making - M.: Krasand, 2010 - 352 p.

Similar works to - Analysis of conflict situations in organizations using the example of Sberbank of Russia OJSC

Intergroup conflict is a confrontation in which a group or an individual plays the role of one side. Since people have different motives, coping with the situation is often difficult, but not impossible. More details on the topic can be found in the article.

From the article you will learn:

Types of intergroup conflicts

The classification of group conflicts includes two main types: “group - group”, “group - individual”. At the same time, mobbing and bossing can also relate to group conflicts, because usually part of the team, individuals or small groups are involved.

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It is possible to distinguish certain types of group conflicts. If confrontations contribute to making informed decisions and developing relationships, then they are called functional (constructive). Conflicts that prevent effective interaction and informed decision-making are called destructive (dysfunctional).

According to Couser's classification, intergroup conflicts can be:

Realistic. Such conflicts are caused by the dissatisfaction of the demands of the participants or the unfair distribution of certain benefits between them. They are aimed at achieving the desired result.

Unrealistic. They arise with the goal of openly expressing accumulated emotions, grievances, and hostility. During them, acute conflict interaction becomes not a means to achieve a result, but an end in itself.

Sometimes a realistic intergroup conflict can turn into an unrealistic one if the subject of contention is significant to the participants. At the same time, they cannot cope with the situation, which significantly increases emotional tension. Conflict requires the intervention of another person, who is not involved in the confrontation. It is needed to free the parties from accumulated negative emotions.

Unrealistic conflicts are always considered dysfunctional. They are more difficult to regulate in order to direct them in a constructive direction. A reliable method of prevention is to create a favorable atmosphere and improve the psychological culture of subordinates and managers.

Regardless of the type of intergroup conflict, a number of features must be taken into account in order to find ways to resolve it. If you do not take into account the reasons for the confrontation, you can only aggravate the situation when you intervene. It should be borne in mind that any disagreements in the team one way or another affect the well-being of the company. Clients feel that there is discord in the company between colleagues, so they often choose competitors.

Features of the conflict “personality - group”

The conflict between an individual and a group has certain characteristics that must be taken into account in order to suppress them. The subjects of contention are the individual and the collective. Human interaction occurs on the basis clash of motives.

Conflict between an individual and a group: an example

A new employee came to the organization and began to put forward his demands. They were perceived negatively by long-time colleagues. As a result, a confrontation between the individual and the group arose.

It is also necessary to consider the causes of the problem, which are related to the position of a particular individual in the group. An active aggressor can be either an individual or a group of people. Intergroup conflict often arises in organizations where the corporate culture is insufficiently developed and the psychological climate is undermined.

Table 1. Classification of conflicts of the “person - group” type.

The emergence of intergroup conflicts is always associated with a violation of role expectations, group norms, and a discrepancy between the internal attitude and the status of the individual. The conflict between the individual and the group begins due to a strong overestimation of internal attitudes. In the course of this, an acute misunderstanding arises and a desire to stand out. As a result, this leads to the use of group sanctions, restriction or termination of informal communication between colleagues and aggressor, sharp criticism of him.

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What are the characteristics of group conflicts?

In an intergroup conflict, the opposing parties are small, medium or micro groups. It is based on a collision of opposing motives: goals, interests, values.

Characteristics of the typical content of an intergroup conflict situation boils down to several phenomena:

Deindividuation of each other's perceptions- members of conflicting groups perceive opponents according to the “us - them” scheme.

Inappropriate group or social comparison- one’s own group is rated higher, while the merits of the other are underestimated.

Group attribution- the behavior of the in-group and the negative behavior of the out-group are explained by internal reasons and external circumstances.

Intergroup Conflict: An Example

Specialists with the same qualifications, but belonging to different departments, were given unequal wages. After this became clear, the war began.

Table 2. Classification of intergroup conflicts

Disagreements between groups or individuals- Not unusual. If intergroup conflicts between management and employees frequently occur in an organization, staff turnover increases. At the same time, ambitious specialists who are active often leave companies. Usually they are the ones who generate fresh ideas, allow them to attract new clients, and occupy advantageous positions in the market.

Common disputes between other groups can be resolved by managers. When there is an obvious confrontation between managers and the team, it will be possible to cope with the problem only under the influence of senior management. First of all, you need to determine the stage of the problem, only then select ways to solve it.

Group conflict between employees and manager: an example

An outside specialist was hired for a leadership position, although there were worthy candidates in the organization. The team began to ignore instructions, and the manager began to apply sanctions. All this led to the emergence of an acute confrontation.

Stages and methods of resolving interpersonal and intergroup conflicts

Disagreements do not occur in a matter of seconds - it is a cumulative process that goes through certain stages over time. Resentment can accumulate over several days or months, or over years.

Intergroup conflicts have the following stages of development:

1. Hidden stage, in which there is no obvious confrontation yet. It is determined by the desire to improve social status and the degree of superiority.
2. The tension stage occurs when people begin to realize that individuals or groups are treating them differently than before. This degree depends on the power and real superiority of the strong side.
3. The antagonism stage occurs due to high tension between colleagues.
4. The stage of incompatibility is the moment of manifestation of opposition.

Once the stage has been identified, an action plan can be developed. Sometimes avoiding provocative actions or smoothing out rough edges helps. If the conflict is constructive, you can encourage opponent accept a point of view through argument or authority.

Conclusion

Managing group conflicts is not the easiest task, as choosing the best solutions can take a lot of time and effort. Finding a compromise leads to a good result. The parties can come to a common opinion or agree that each person can have his own position. Ideally, you need to solve the problem that has arisen and consider the reasons for the disagreement. If this is not done, the second wave of intergroup violence cannot be avoided.

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 way. 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.