In its most general form, a conflict can be defined as a collision, a serious disagreement, an extreme case of an aggravation of a contradiction. Conflict is a multifaceted phenomenon related to the most diverse areas and forms of life. When solving the socio-psychological problems of management, the focus is on conflicts that arise and flow in the sphere of direct communication between people, as a corresponding result of the aggravated contradictions between them. And here interpersonal conflicts in collectives acquire the main importance.

In interpersonal conflict, people face each other directly. At the same time, tensions arise and are maintained. The interpersonal clash that arises and proceeds in the sphere of communication is caused by conflicting goals, ways of behavior, attitudes of people that manifest themselves in the course of joint activities. The participant in the conflict perceives and explains the specific situation of clashes in his own way and differently. There are also different ways of resolving the conflict.

Most obviously interpersonal conflicts are shown in mutual accusations, disputes, attacks and protection. It is noteworthy that according to the available data, the period of visual manifestation of the conflict is preceded by a period of "preparatory tension" that is 6-8 times longer. In addition, 12-16 times more time is spent on the “cooling down” of the participants in the conflict to their usual state, when the ability to calmly assess the situation is restored, not to be prejudiced about what is happening.

Thus, in reality, the conflict takes about 20 times more time than its external manifestation, which is most often perceived as “the actual conflict”.

The negative, destructive sides of the conflict, destroying interpersonal relationships, the integrity of the team, include:
polarization of value judgments of partners;
tendency to divergence of initial positions;
the desire to force a partner to a decision that is unfavorable for him;
aggravation of the conflict;
refusal to solve the original problem;
painful forms of conflict resolution.

With a destructive resolution of the conflict, the relationship of its participants may become tense in the future if feelings of indignation and resentment are experienced by at least one of the parties. At the same time, a participant who feels like a loser often blames himself for ineptly behaving in a conflict, and therefore lost. This can lead to a decrease in his self-esteem and self-esteem. Finally, dissatisfaction with the form of resolving interpersonal problems has a negative impact on the health of those in conflict.

An interpersonal conflict acquires a positive, constructive meaning, clarifying the relationship between the parties and stimulating the finding of new directions for the development of the team, the personal qualities of the participants in the conflict. The usefulness of the conflict, according to the definition of N. V. Grishina, is associated with its signaling function: “the more objective grounds there are for the emergence of a conflict, the more directly the conflict indicates one or another trouble in the social and production situation and the need to optimize it.” Exposing the contradictions existing between the members of the team, the conflict prevents stagnation and conservation of interpersonal relationships. Thus, the resolution of interpersonal conflict contributes to the emergence of progressive new formations in the system of group activity and their consolidation at a new level of development of the team.

The constructive consequences of interpersonal conflicts can manifest themselves, for example:
in creating a community of people involved in solving the problem and thereby ensuring its best implementation;
in expanding the scope of cooperation to other areas, resolving other contentious issues;
in faster self-awareness, clarification of the interests of partners.

The presence of positive and negative aspects of conflicts emphasizes their objective predetermination. Conflicts in everyday life are inevitable and one should strive to reduce the harm that they can bring, or even try to extract some benefit from them.
Most conflicts have the following common elements:
the presence of at least two parties having contact with each other;
mutual incompatibility of the values ​​and intentions of the parties;
behavior aimed at destroying the plans and destroying the intentions of the other party in order to gain something at its expense;
opposing the actions of one side to the other and vice versa.

For the development of the conflict, it is necessary to recognize the situation as a conflict. This includes recognizing the situation itself as significant, that is, capable of achieving a significant goal, as well as recognizing the fact that the other side is preventing its achievement. For this stage of the conflict, it is very important whether or not the parties recognize the legitimacy of each other's claims. In cases where the legitimacy of the demands and claims of the other party is initially rejected, the conflict will be more destructive. Emotional manifestations in the behavior of the parties actively influence the understanding of the conflict. Demonstration by at least one of the participants of feelings of enmity, aggression, antipathy stimulates the perception of the conflict and mobilizes confrontation. The situation of the conflict becomes especially complicated when the number of empathizers for each of the conflicting parties increases, which leads to an increase in emotional stress. Thus, each of the participants in the conflict develops its own image of the situation, depending on which the attitude to what is happening and the reaction to it in the form of appropriate actions and deeds are formed.

The totality of such actions and deeds form the appropriate type of behavior in the conflict. A classification has become widespread that distinguishes the following types of such behavior: rivalry, concession, compromise, withdrawal, cooperation. Rivalry is the realization of one's own interests, the achievement of one's own goals while neglecting the interests of others. Concession or adaptation means the desire to maintain or establish favorable relations, to ensure the interests of others, agreeing with their requirements, claims, while sacrificing one's own interests. Compromise involves the desire to resolve differences, yielding something in exchange for concessions to the other, the search for middle solutions, when no one loses much, but does not win much either, as a result of which the interests of both parties are not fully satisfied. Departure, avoidance - this is the desire not to take responsibility for making decisions, not to see disagreements, to deny the conflict, to get out of the situation without yielding, but also without insisting on one's own. Cooperation is manifested in the search for solutions that fully satisfy the interests of both parties, when the initiative, responsibility and execution are distributed by mutual agreement.

The nature of the interaction of the parties to the conflict predetermines the form of its resolution, its outcome. Outcome is often viewed as the final result, the ratio of rewards received and losses. If we assume that at the outcome and a certain level of compromise, the prerequisites for conflict are preserved, then it turns out that, somewhat schematizing, we can distinguish two types of conflict outcomes: mutual gain and unilateral gain. It is believed that the outcome with a one-sided win is associated with much greater potential risk and involves in most cases an open confrontation of the parties. Therefore, it is often recommended to avoid striving for this type of conflict resolution, giving unconditional preference to a win-win option. However, it is difficult to consider such an approach as adequate for conflicts in which the priority of one of the parties is mandatory and necessary according to generally accepted criteria, for example, in the case of a conflict between the perpetrator and the victim. Thus, when regulating, managing a conflict, one should keep in mind both of its possible outcomes, and make a choice based on the content characteristics of the confrontation, the specifics of the activity in which the conflict arose and develops, and the nature of its causes.

In the most general form, the causes of conflicts can be reduced to three groups. One group of reasons is determined by the very content of the interaction (joint activity) of the participants in the conflict, the other group is formed by the features of their interpersonal relations, the third - by their personal characteristics. Among the causes of the first group, the social psychology of management is limited to factors that depend on the activities of the participants in the conflict, since only in this case actions to regulate it make sense, that is, reasons that have one or another psychological component should be considered.

From these positions, it is advisable to refer to the classification of V. Lincoln, in which the following causal factors of conflicts are distinguished: informational, behavioral, relations, value and structural. Information factors are associated with the unacceptability of information for one of the conflicting parties. Information factors can be:
incomplete and inaccurate facts, including issues related to the accuracy of the presentation of the problem and the history of the conflict;
rumors: unwitting misinformation;
premature information and information transmitted late;
unreliability of experts, witnesses, sources of information or data, inaccuracy of translations and media reports;
unsolicited disclosure of information that may offend the values ​​of one of the parties, violate confidentiality, and even leave unpleasant memories;
interpretation of expressions such as "approximately", "substantially", "intentionally", "excessively", etc.;
extraneous facts, controversial issues of legislation, rules, procedures, stereotypes, etc. Behavioral factors are various characteristics of behavior that are rejected by one of the parties. Most often, the cause of such rejection is manifestations of superiority, aggressiveness and selfishness, as well as cases when someone:
threatens personal safety (physical, financial, emotional and social);
undermines self-esteem;
does not live up to positive expectations, breaks promises;
constantly distracts, causes stress, inconvenience, discomfort, embarrassment;
behaves unpredictably, rudely, exaggeratedly.

The relationship factor is the features of interaction between the parties to the conflict, which can lead to a state of dissatisfaction. Often such dissatisfaction is generated not only by the already established interaction, but also by the unacceptability for one of the parties of proposals regarding its further development.

The most important relationship factors are:
the contribution of the parties to the relationship, the balance of the parties in the relationship;
the importance of the relationship for each of the parties;
incompatibility of the parties in terms of values, behavior, personal or professional goals and personal communication;
differences in educational level, class differences;
history of relationships, their duration, negative sediment from past conflicts;
the values ​​of the groups to which the parties belong and their pressure on the attitudes of the parties.

Value factors include asocial orientations that can cause feelings of rejection by the other side of the conflict. Values ​​vary in strength and importance. The main ones include:
personal systems of beliefs and behavior (prejudices, preferences, priorities);
group and professional traditions, norms, methods of action;
religious, cultural, regional and political values;
traditional belief systems and their associated expectations: ideas of right and wrong, good and bad; methods and methods for assessing relevance, practicality, fairness; attitude towards progress and the preservation of the old. Structural factors are relatively stable circumstances that are independent of the conflicting parties, but often determine the emergence of negative relationships between them. Any interpersonal conflict unfolds against the background of structural factors that are "external" in relation to it, but significantly affect its course. The political system, the wage system, the level of development of the means of labor, etc., can act as structural factors.

Comparison of the characteristics of different types of conflicts makes it possible to single out minor clashes caused by informational and structural factors. In the first case, when the confrontation has no objective grounds and exists only due to errors in the perception and understanding of the subjects of interaction, the conflict can be considered a false, pseudo-conflict, a phantom conflict. If a conflict arises under the influence of structural factors that exist objectively, regardless of subjective desires, which are difficult or even impossible to change, the confrontation can be classified as unsolvable. Conflicts formed by informational and structural factors, due to the fundamental differences between them, require different ways of their regulation. If in one case all efforts should be focused on obtaining information that sheds additional light on the causes of the conflict, then in the other, the search for a new “third” solution becomes paramount, allowing the conflict to be taken from the plane of alternative mutual confrontation to a different level, which makes it possible to satisfy the interests both sides.

As for conflicts caused by behavioral factors, attitudes, value factors, their characteristics occupy an intermediate position between conflicts that have informational and structural causes. At the same time, the indicator of variability, lability of factors should be recognized as the most important characteristic. In this respect, values ​​are closer to structural factors, and behavioral factors associated with "erroneous" unacceptable forms of behavior are closer to informational ones. Accordingly, the approaches that are preferred in the regulation of conflicts differ.

In case of a conflict due to “incorrect” information or “unworthy” behavior, that is, when it does not have objective prerequisites, it is probably more possible to talk about resolving the conflict when a unilateral gain is achieved, since with other options for resolving such a pseudo-conflict, the status quo, the relationship returns to its conventional level. Conflicts of this kind are characteristic of vertical interpersonal relationships between superiors and subordinates. In this case, the main task of the leader is to prove the erroneousness, incompleteness of the information that the other side operates. To achieve this goal, it is important for the leader to be principled and consistent, to show perseverance and pressure, to use administrative measures of influence.

It is especially important for a boss, a leader, not to allow himself to be involved in a conflict as an active opposing party. This is facilitated by measures to anticipate and prevent such forms of counteraction. One of the effective management methods that prevent destructive conflicts is to clarify the requirements for the results of the work of each individual employee and the team as a whole, the presence of clearly and unambiguously formulated rights and obligations, rules for the performance of work. Strict observance of the principle of unity of command facilitates the management of a large group of conflict situations, since subordinates know whose orders they must carry out. Informing all employees about the policy, strategy and prospects of the organization, about the state of current affairs contributes to the formation of common values ​​among team members that correspond to the goals of the organization, enterprise. It is also important to establish such performance criteria that would exclude the conflict of interests of employees.

To prevent interpersonal conflicts that arise at the horizontal level of interaction between team members, it is first of all important to create and maintain a healthy socio-psychological climate in the team. Along with ensuring the psychological compatibility of team members, the benevolent attitude of the leader towards subordinates, knowledge and consideration of their interests, and democratic leadership contribute to the creation of a favorable socio-psychological climate.

Only under such conditions can a leader become a person who effectively and efficiently regulates and resolves conflicts between subordinates. A study conducted among technical workers in a conflict situation showed that in more than 50% of cases they were inclined to seek help from a higher manager to resolve a dispute with their immediate supervisor, in about 40% of cases - a dispute with their colleague, in about 25 % - with his subordinate. When regulating interpersonal conflict in horizontal relationships between team members, the opposing parties are more often seen as equal, parity, and conflict resolution is usually focused on achieving a mutually beneficial option. As a rule, this involves the search for a new, non-standard solution at a level that allows to overcome the mutually exclusive aspirations of the parties.

With this approach, the main task of the conflict management manager is to translate the conflicting situation that has arisen into the plane of a businesslike and constructive discussion of the problem. To do this, it is useful for the leader:
listen to both sides to avoid bias;
be as tactful as possible in communication, benevolent, demonstrate a respectful attitude, tolerance towards interlocutors, consult with them in order to create an atmosphere of agreement and show readiness for interaction;
do not fully trust the words of the participants in the conflict, but in order to overcome subjectivity, compare their accusations and opinions with real cases, the opinions of others;
do not make final judgments and assessments about the personality and behavior of the conflicting parties, because this can be interpreted as support or opposition;
distract or switch the attention of those in conflict in case of increased emotionality;
not to convey the negative that the participants in the conflict said about each other, but to try to convey the positive aspects of the relationship;
call on those in conflict to once again calmly think about the situation and their role in it. Concluding the presentation of materials related to the management of interpersonal conflicts in teams, the main thing should be emphasized: the choice of the main direction of regulatory influences is determined by the specifics of the collective activity being performed. When the goals and structure of the activity are clearly defined, the criteria for its effectiveness are generally recognized, the provision of resolutions of destructive conflicts between managers and subordinates comes to the fore. At the same time, the leader is called upon to persistently and consistently defend a position that objectively meets the requirements for achieving the goals of the activity. If such a clear structure of activity is absent, it is predominantly functional in nature, and the resolution of conflicts between colleagues at work becomes especially important. To manage conflicts of this kind, it is more acceptable for a leader to play the role of an adviser and consultant, providing a constructive resolution of the contradiction. The leader's choice of the form of his behavior to resolve the conflict can be carried out with the help of special psychodiagnostic techniques. Also, for targeted actions to resolve conflicts, diagnostic information about the types of behavior of the conflicting parties can be useful (examples of methods of both types are given in appendices 12 and 13).

To paraphrase the famous poems of Vadim Shefner, the following will come out: “You don’t choose a job, you live and die on it.” In times of a society based on competition, you can move from one, but such a voyage is still not endless.

Since the work team is selected spontaneously, people with personal taste preferences and value orientations get there. The latter are in conflict with each other, which gives rise to conflicts at work. Regardless of whether a single person likes the state of war or not, it affects labor productivity in a negative way. The microclimate among employees in general is extremely important. Therefore, leaders organize trainings for group cohesion. But psychological techniques are meaningless if there are conflicts at work that have not received a way out and resolution.

A conflict is a contradiction between the interests, beliefs, values ​​and needs of two parties.

Types of conflicts at work

1. Between person and person is the most common type of conflict at work. It is difficult to find a monolithic team. Interpersonal clashes act as a filter for the selection of personnel. Two people may dislike each other because of conflicting worldviews, political preferences, but more often, people disagree in their ideas about how to work. If a dispute arises between a superior and a subordinate, then the positions are clear. The first believes: and does not work hard enough, and the second believes: If we are talking about horizontal conflict (between colleagues), then the reason is competition or personal hostility. True, sometimes people argue because they have different ideas about the degree of cleanliness of the workplace, if they share it.
2. Between the individual and the group. In the role of "personality" is the newly arrived boss, and in the role of the group - the collective of the enterprise. The reasons in each case are different, but more often the confrontation arises from the fact that "a new broom sweeps in a new way." Another story is when a newly arrived employee manages not to win over his colleagues. In this case, if it is not possible to establish contact, then the beginner quickly leaves the game. Nobody can in hell. If a person is strong in spirit and needs work, then he is able to turn the tide and change the attitude of the team towards himself, however, this is a painstaking and stressful process.
3. Between groups within a group. When the microclimate in the company is healthy, the team is relatively monolithic. It has no cracks. It is clear that the struggle and , but this does not affect the work, and conflicts do not arise. An indicator of the unhealthy state of the team is the fragmentation into separate warring (according to professional or ideological characteristics) groups.

These are the types of conflicts at work, and now we will pay attention to those that are more common than others.

If there is a conflict with a colleague at work, what should I do?

First, a brief classification of "colleagues-pests" and methods of dealing with them. So:

• “A lover of talk or a brawler” is a boring type that distracts other people from their professional duties. In each office "work" people - "passengers". They're leaving the number. They are not interested in work. Such subjects in their activities primarily love wages. Such colleagues feel at work tolerably only two days a month - during the issuance of advance payments and salaries. The rest of the time they suffer from and talk a lot to ease their pain from. Only one flaw worries those around in this type of worker: him.
• - harmful type. At work, as in the world, there are people who are very annoying. And they try to knock the rider out of the saddle and intrigue. A person comes to the team, does not yet know the alignment of forces and asks such a person to help, and he takes and sets him up.
• “An oppositionist or a sycophant of the leadership” is a dangerous type (“spy” or “informer”). Two facets of one phenomenon. Such an employee either loves or dislikes the boss and informs each colleague about it.

Ways to deal with distractions of human origin:

• Those who like to talk and throw out their world culture on a person should be fenced off and covered with an impenetrable screen. In the everyday sense, this is expressed by the phrase: "Sorry, the topics are interesting, but I have urgent tasks, we'll talk another time." The colleague will go in search of another interlocutor.
• With the second type, you need to keep your eyes open and avoid dependence on it in your work. Be polite and not quarrel, so as not to get spokes in the wheels in the future.
• Do not discuss bosses at work - the main principle in the fight against spies and informers in the team.

So, the answer to the question, if there is a conflict with a colleague at work, what to do, stands on a simple but effective basis: “less words - more action.”

Hazing, personal relationships reduce productivity. At work, you need to work, not be friends. If a person firmly believes in these simple rules, then he is not afraid of any conflict with a colleague.

If the soul still requires understanding even in the place where you need to work, then you can switch to “you” with a colleague only after lengthy reflections and weighing all the pros and cons.

Conflict at work with the boss how to be?

You should not argue with the leader, remembering one covenant:

1. The boss is always right.
2. If the boss is wrong, see point one.

But leaders are not so hopeless. Sane people, although superior, in complex and significant disputes make contact. First of all, you should find out what is the reason for the misunderstanding? Does the fault lie with professional unsuitability, or did the conflict at work with the boss happen because of the personal qualities of the employee?

Personal dislike is a phenomenon that cannot be eradicated. The mass boils down to the fact that an ineffective cadre becomes a successful and beloved leadership. In life, the boss is consistent in his decisions and dismisses the objectionable.

The strategy of the employee's behavior is reduced to the struggle for the right to work where he likes. This means:

• Decently and politely answer the boss to his reproaches.
• Keep a distance (do not lose your temper, do not show irritation).
• If another official rises above the boss, and the work has not erased everything human from him, turn to him, he will help. True, the employee in his hands should have iron evidence of the guilt of his immediate supervisor.

If the employee has specific professional claims, the algorithm is as follows:

• A person talks to the boss in detail about problems.
• A person defines his weaknesses.
• Man plunges into the abyss of labor.

Resolving conflicts at work. Ways to behave in a conflict situation

1. Rivalry. When one participant in a dispute or both perceive the dispute as a battle. Very tough demeanor. People prove their case, even with another person - "winners are not judged." If a person easily and quickly goes to a confrontation, then he will not stay in the team. The state of war does not last long, it takes too much effort.
2. Adaptation. The behavior of an altruist who forgets about his interests and defended positions, for the sake of the team. The strategy is suitable for resolving minor contentious issues. If a person folds during important negotiations, then people lose respect for him. In addition, the behavior of the one who yields does not always come from the heart. In this case, the strategy is destructive for a person who deliberately smoothes the corners.
3. avoidance. A person goes into the shadows, allowing contradictions to exist, in the hope that the dispute will subside by itself. And again: minor disagreements can be resolved in this way, but serious problems need to be discussed.
4. Compromise. A person who professes this manner of behavior sacrifices a pawn in order to get the king. He creates the illusion for the enemy that he has won, and negotiates bonuses and advantages for himself.
5. Cooperation. The strategy of behavior assumes a win for both parties. A wise and complex move, but not suitable for every person and situation.

As behavioral strategies show, conflict resolution at work exists, but it is different for each specific situation.

The most constructive way to resolve a conflict at work is to talk with an opponent (disgruntled party)

Outcast anthropologists believe that in ancient, prehistoric times, before the appearance of articulate speech in humans, people communicated with each other telepathically. Then our ancestors switched to verbal communication. Since telepaths are a rarity these days, it is more productive to pronounce claims aloud.

Ways to extinguish emotions in a conflict are based on a substantive conversation, a discussion of problems, when the disputing parties analyze what does not suit them in interaction and eliminate the flaws together. If all disagreements are resolved, life is happier and freer, and labor productivity increases, the atmosphere in the team improves.

The main problem of people is that they do not know how to negotiate and frankly discuss differences. Colleagues, subordinates and bosses, husbands and wives - in social and private life - people hush up pain points that worry them and in vain, this leads to increased pressure and emotional outbursts. To bleed the emerging tension, you need to enter into a dialogue with another person. Conversation is the most constructive at work and at home. A well-timed word saves people's lives and careers. The reverse is also true: if a person is silent when it is necessary to speak, a catastrophe is inevitable.

Conflicts in work and personal life are exhausting and aging.

If the situation is tense, but it has not come to an open conflict, then ignoring and silence (if possible) helps. When the confrontation turns from dumb to screaming, then you need to talk and discuss everything to the smallest detail. Analyze objective, subjective barriers to a peace agreement between the parties. Understand the other person

How to avoid conflict at work? Carefully select the field of activity and analyze the team

Conflicts are part of life, and they accompany a person all the time. And thinking about work and professional interests will not hurt even at a tender age. When a person is faced with a choice, to go or not to go to the team, then you need to ask yourself about three things:

• Do you like work?
• Do colleagues leave a good impression?
• The boss is harsh but fair?

The main thing is that the answer to the first question is positive. In the realities of modern society, it rarely happens that you can really choose a job.

The cardinal answer to the question of how to avoid conflicts at work is this: do not work, do not merge with the team! But this is a utopia. Man must work in order to live. Otherwise, he will starve to death in the street.

Most leaders ask how to resolve the conflict that is brewing in the team. After reading our article, you will find out why it is not always beneficial for the authorities, and you will understand when it is still worth doing. We will teach you how to manage the negative emotions of employees and benefit from them for business.

What is a labor conflict: pros and cons

Photo from the "field" training of Vladimir Khmelev in a distribution company: the supervisor discusses with his sales representative the fulfillment of the tasks assigned to her in the previous reporting period for this store.

The range of ideas about this phenomenon is very wide. If you ask your employees about this, you will get the answer: a situation where someone opposes someone, contradicts, an attempt to share resources, a struggle for them. Often voiced option:. It is not entirely true, since the clash of characters cannot be considered a labor conflict.

In our case, we are talking about the opposition of the parties, in which it is beneficial for all participants to support it.

This definition distinguishes between the phenomenon that will be discussed in our article, and domestic quarrels - situations where people quarreled or were offended by each other.

There are 2 levels of communication:

• Base. Its goal is to create trusting relationships, focusing on common goals, interests, desires. This level determines what relationships people are in.
• Advanced. A confrontation begins, the purpose of which will be the need to defend one's own rightness.

The emergence of opposition is possible only on the basis of trust and mutual understanding.

Imagine that at one moment peace and tranquility came all over the world. Is this good or bad? Experience inclines us to the second option. The conflict has positive functions that no other communicative situation can provide.

Border protection

You are watching two members of the collective. One of them should take place in two days, and he says that he is preparing for her second week and is very worried. The second tells him that it's a waste of time. He never engages in such nonsense and prefers to improvise. Further development of events is easy to predict: the first employee will get angry and begin to defend his case.

Photo from the training of Vladimir Khmelev for a trading and manufacturing company of seafood and fish delicacies.

In fact, the person who expressed his opinion did not try to convince the other that his position was correct. He just labeled it. But the other side of the dialogue took it as a reproach. In striving, a person protects his psychological, mental boundary.

The peculiarity of Russian people is that they prefer to accumulate negative emotions, rather than report them immediately. This aggravates the situation. The more often people use the first function, the easier it will be to live and work. This is one of the methods for resolving and overcoming interpersonal conflicts in a team, based on the laws of human psychology.

Energy

It can be conditionally equated with the concept. Communication that is built on trust and agreement is low-energy. Joint activities do not require participants to show their best. When two people face each other, there is additional intrinsic motivation that helps to achieve the goal faster, not necessarily personal. should always be a little.

For example, in the Voronezh company LASER STRIKE there is a rating that everyone can see. For each specialist, a norm is set, which he must fulfill in a month. For those who are better, it is higher, for those who are lagging behind, it is lower. If a person does not cope with his duties, he falls out of the "green zone". The manager works with the employee, finds out what prevents him from working properly. If this is laziness and unwillingness to improve, the company will inform him, will be forced to say goodbye to him. The trial period will begin.

Photo from the training of Vladimir Khmelev for a trading and manufacturing company of building materials.

A person who clings to and does not want to lose her will first be offended by the boss because they stopped believing in him. He can discuss with colleagues how wrong the leader is, but then some internal engine will start working. He will not be bound by a promotion. Only the desire to prove to himself that the reproaches were unfair and unfounded.

Development

Conflict is a system in which the energy charge is always kept at the same level. The parties put pressure on each other, because the final result is important to them. If one participant wants to end the confrontation and ease the pressure, he will be immediately defeated. This is an undesirable and disadvantageous scenario. You can't back down, but you can improve. As soon as the onslaught of one subject intensifies, the other, in order to match it, is forced to come up with something new and earn a temporary advantage. A system develops faster if it is in a confrontation that cannot be lost.

Additional positive features of conflict include:

• De-escalation of tension between opponents.
• Assistance in the reassessment of former values ​​and norms.

The list of destructive functions is predictable:

• Dissatisfaction.
• Termination of cooperation, violation of the communication system.
• The growth of mutual hostility.
• Negative team environment.
• Shift in emphasis: participants worry about their victory, forgetting about the common cause.

Conflicts in the B2B segment

Photo from Vladimir Khmelev's training at the country's largest bank.

The reasons for their occurrence can be different: the manager overlooked, the supplier let down, got caught. To get out of such a situation as a winner and not lose a client, you need to know the general one and modernize it, focusing on a specific situation.

It consists of 5 stages:

• Specify the situation. If you started screaming into the phone, saying how badly you did, let him speak. Then start asking questions carefully. Find out what the negative is about. While the stream of consciousness is flowing, you can “go along” a little.
• Regret and understanding. The client must feel that you are on his side.
• Opinion of the counterparty. Ask him what options he sees to solve the problem. Most likely, it will be something unrealistic, something that you cannot go for. For example, he demands to deliver a consignment of goods right now, but it is not in stock, the supplier let you down.
• Refusal and alternative. Gently state that it is impossible to fulfill the requirements right now, but you can offer another solution: “There were no such precedents before, we are very sorry, but… But…”.

Types of conflicts in the workforce: why they arise

• Interpersonal. Usually limited to confrontation between two people, but can go to the level of intergroup. The reason lies in the unwillingness of employees to improve, to adapt to the requirements of a rapidly developing organization, in the differences in value systems and guidelines, in the difference in positions and the fear of losing status.
• Intergroup. It arises between departments, within collective groups due to the difference in tasks, the desire to stand out, different ages, social status and frustrated communication.
• Between the individual and the group. Most often, it occurs due to the fact that a person deliberately opposes himself to a group or, on duty, finds himself on the opposite side (head of department - subordinates). Another option is that the team rejects the person, and he cannot fit into it.

Photo from Vladimir Khmelev's training at the country's largest bank.

Conflicts are:

• Short term and long term. Some last for years, others last for days.
• Subjective and objective. The first arise spontaneously, the second ripen.
• Open and hidden. Known to management and unknown.

Analysis of typical conflicts in the workforce: the main causes and the most profitable ways to resolve them

There are 2 levels:

• Negotiation. There is a struggle for an indivisible resource: position, territory of influence and market share. This is the most popular option, convenient for the leader and participants in the confrontation, because there is content. The basis is not personal qualities, but a specific object. If we were asked to describe the most typical conflict in a team, we would cite one of the negotiation rooms as an example. From this type it is easiest to move on to a constructive dialogue. There is always a solution. If you do not support the confrontation from the outside and do not solve it, then the action may die out or move to a new level.
• Personal. This is a clash of opinions. The resource goes to the background. Employees forget how it all started. Proving you're right is more important than getting a job. A specialist may give way to a colleague in order to convince others of the truth of his words. These fights don't go away on their own. They do not have access to a constructive dialogue, but competent actions on the part of the leader can return them to the level of negotiations - return to the struggle for resources. But they can go to war - any means become good.

Photo from the training of Vladimir Khmelev for a trade and production company of pickles and sours.

Labor conflicts are socially conditioned. There are three reasons for their occurrence:

• Distribution of duties.
• Information that was perceived by the parties differently.
• Power.

Stress is the most significant factor. Organizational behavior specialists must be able to manage it - to carry out activities aimed at helping employees overcome the consequences of overwork and constant stress. Measures for the prevention and prevention of conflicts that will relieve emotional stress in the workforce:

• Social support. This means not only the help of a full-time psychologist, but also the readiness of the head of the department to stand up for his subordinates before his superiors, to delve into personal problems. The company must have an emotional feedback.
• Conducting psychological trainings. Invited experts help the team relieve psychological stress, conduct relaxation classes.

Photo from Vladimir Khmelev's training at the country's largest bank.

• Wellness programs. As a rule, these are corporate subscriptions. The company distributes free subscriptions to the gym, swimming pool, and yoga to the staff.

Internal conflicts in the work team: who is who

Conflict personality types: classical classification

• Demonstrative. I'm sure I'm right. Loves the attention of others. Guided by personal sympathies. Emotional and unrestrained. He improvises more often than he plans. Easily adapts to new conditions. He does not consider himself guilty, even if he was the instigator.
• Rigid. Stubborn with high self-esteem. Ambitious and unceremonious. Can be rude, directly expresses his point of view. Encouragement is taken for granted. Heightened sense of justice.
• Ungovernable. Quick mood swings. Emotionality, impulsiveness. They don't know how to control themselves. Even if he did something wrong and knows it, he will try to shift the blame to another.
• Ultra-precise. Unnecessarily demanding of himself and others, this is often in a stressful state. It is difficult to contact people who are cool about their work. Does not show emotions, keeps all grievances in himself.
• Conflict-free. Evaluates himself through the opinions of others. Doesn't like to argue. He doesn't know how to stand up for himself. Guided and light-hearted. Takes on too much work, because he does not know how to refuse and say no. Painfully perceives criticism and enthusiastically - praise, but quickly forgets about the first and second.

Photo from Vladimir Khmelev's training for managers at the country's largest bank.

Eric Berne's theory

He wrote the book "People who play games and games that people play", where he divided people into three emotional states:

• Parent. This is a person who subconsciously wants to control others: demands, punishes, does not give a choice. These qualities are especially pronounced if he is in a leadership position. Guided by emotions, often subjective. He has his own point of view, he will defend it to the end. It is almost impossible to change his opinion: he has his own ideology, which he adheres to. These employees have a sense of responsibility. We are ready at any moment to take it upon ourselves, remove it from another person, “cover” him.
• Adult. He analyzes, plans, thinks with facts. Objective. Can change his point of view, focusing on new information received from reliable sources.
• Child. Guided by emotions. Dependent and driven. Easily falls under the influence of others, changes position. Inclined to throw off any responsibility.

If there are 2 "parents", the scores are exchanged. If they match, people agree. When estimates differ, protracted quarrels arise. Since this type of person is not inclined to change his point of view, they cannot come to a compromise on their own. Outside intervention is needed. At the same time, even if the leader finds a solution to the problem, each of the parties will remain in their positions.

The meeting of two "adults" involves the exchange of facts. Each of the communicators can change his mind under the influence of reasonable arguments. Collisions rarely lead to contradictions, and even if they do, the problem quickly resolves itself.

"Children" do not conflict with each other. The exchange of emotions is short-term, irrational, so even negative meetings are quickly forgotten.

Between "parents" and "children" relations are built along two lines: unconditional refusal to comply with the requirements or complete submission. Confrontations are rare: the reason is disobedience to the “parental will”.

"Adults" with "children" and "parents" rarely openly quarrel, but misunderstanding is possible.

Adults are able to play all of these roles! That is why any conflicts can be overcome, and how to achieve this in practice is discussed in detail at the trainings of Vladimir Khmelev.

Photo from Vladimir Khmelev's training for executives at a major oil company.

Phases of conflict and indicators of transition from phase to phase

They are cyclical. The recession can go into the initial phase, and everything will start anew:

• Initial. The problem is brewing. Participants are aware of its presence, are divided into groups, study the intentions of each other, express their wishes. If the leader behaves correctly, in 92% of cases at this stage the contradiction will be resolved.
• Rise. Open confrontation. In 50% of cases, the situation can be resolved at this stage.
• Peak. The climax, the highest point of emotional intensity. The most unfortunate time to appeal to logic and reason: participants are overwhelmed by emotions and do not respond to constructive suggestions.
• recession. Resolution, truce or stalemate.

Photo from Vladimir Khmelev's training for managers in the country's largest telecommunications company.

How to prevent conflict within a team: examples of ways to overcome and competent search for ways to resolve the situation

The leader must predict them - make reasonable assumptions about the subject of the dispute, place, time, participants and possible consequences. If he does everything right, then the confrontation will be warned. To do this, it is necessary to create organizational and socio-psychological conditions that will exclude the appearance of contradictions in the team.

Managing conflicts and stress in the workforce is a conscious intervention in the situation in order to influence the process.

Strategies to help you achieve this:

• Structural. Clearly define the responsibilities of each employee, set deadlines, divide resources.
• coordination mechanisms. The authorities draw up a schedule of powers. In the event of a conflict situation, it is resolved by a higher person.
• Reward system. The functions of management include the fight against contradictions among employees of the company, departments, groups, and this activity is motivated by bonuses or other incentives.
• The overall goals of the organization. Set such super-systemic goals, the achievement of which will satisfy all participants.

The following options are used as ways to resolve conflicts in a team:

• Evasion. They try not to start the fire.
• Smoothing. Turn a blind eye to problems.
• Compulsion. The stronger side forces the opponent to yield.
• Compromise. Participants are trying to find an option that will suit everyone.

Photo from Vladimir Khmelev's training on change management in a federal-scale trade and manufacturing furniture company.

These options are ineffective because they try to eliminate the consequences of the quarrel, and not its cause. We propose a general algorithm for solving the problem:

• Gather the facts. Find out its history, check out the list of actors, their motives and goals.
• Identify the problem that caused the conflict.
• Determine what is right and what is wrong on each side.
• Consider the best, worst, and most likely scenarios.
• Come up with multiple solutions. Listen to the participants' suggestions. The manager must objectively consider the advantages and disadvantages of each behavior model.
• Engage third parties. Disinterested employees can offer the most profitable solution that did not occur to interested employees.
• Fix the problem. Implement the decision made in the previous steps.

Photo from a change management training in a federal-scale trade and manufacturing furniture company.

If you cannot normalize the situation on your own and do not know how to resolve the contradiction in the team, contact Vladimir Khmelev, an experienced business coach, and order a training on implementing changes in the company or on conflict management. You will learn how to recruit and manage staff in such a way that conflict situations are resolved quickly and benefit the business. Vladimir Khmelev has earned the trust of large Russian corporations: Rostelecom, Russian Railways, Rosneft, GAZ Group, PAZ, Sberbank, TNS-Energo. Use his help and get your company promoted to the next league!

Introduction

Each person in life has his own goals related to various areas of life. Everyone strives to achieve something of their own or tries to do something in their own way. But often people connected by ties of joint business activity collide in their own interests and then a conflict occurs, it disorganizes people, puts them in a state where emotions, and not reason, begin to control them. If in ordinary life conflict situations for the most part, apart from stress and temporary mental imbalance, do not present anything to us in life (of course, prolonged contact with human conflict situations and prolonged exposure to stress are fraught not only with mental disorders, but also with serious illnesses, but this is not now and not here), then for the manager the conflict is one of the main enemies, because the consequences of it can be the most unpredictable. Therefore, one of the functions of a manager, as a person working with people, is the ability to prevent the occurrence of conflict situations, smooth out their consequences, resolve disputes, and the ability to bring people out of hostility of interests to cooperation and mutual understanding.

But often managers who cannot concentrate or control themselves in a conflict situation, take an objective position, instinctively try to either prevent the conflict or postpone it, which does not provide a complete solution to problems in the business team.

It should be noted that in the early writings on management, as a rule, the importance of the harmonious functioning of the organization is emphasized. According to their authors, if the right formula is found, the organization will act like a well-oiled machine. Conflicts that arise within the organization have always been considered, and are considered, as very negative phenomena. Today's management theorists recognize that the complete absence of conflict within an organization is not only impossible but also undesirable. Therefore, in order to understand the very essence of conflicts and determine methods for their prevention, in this term paper I will try to reveal the nature of conflicts in organizations, as well as describe methods for managing them.

The purpose of this work is to consider the conflict as a socio-psychological process, characterized by certain stages of flow and performing specific functions in relation to people.

Based on the goal, the following tasks are defined:

1. Familiarize yourself with the types, causes and consequences of conflicts;

2. Conduct a research part of the work to identify the psychological causes of people's conflict in the organization;

3. Obtain and present the results of the practical part;

1. Conflicts in the organization

1.1 Types of conflicts

The task of optimizing the socio-psychological climate of teams dictates the urgent need to identify the causes of conflicts between their members. One of the first steps towards solving this problem is the development of a socio-psychological typology of conflicts. This typology is proposed on the basis of research conducted at various enterprises. This typology is based on the relationships of people within their relationships in the primary production team. Firstly, these are interconnections of a functional nature, determined by joint labor activity. These relationships are both direct and indirect. Secondly, these are interrelations arising from the belonging of workers to one primary production team. Thirdly, these are interconnections of a psychological nature, caused by the needs of people in communication.

Consider the four main types of conflicts

1. Intrapersonal conflict.

This type of conflict does not meet the definition given above. However, its possible dysfunctional consequences are similar to those of other types of conflict. It can take many forms, and of these, the most common form is role conflict, when conflicting demands are made to one person about what the result of his work should be, or, for example, when production requirements are not consistent with personal needs or values. Studies show that such conflict can arise with low job satisfaction, low self-confidence and organization, and stress. catfish

2. Interpersonal conflict.

This is the most common type of conflict. It manifests itself in organizations in different ways. Most often, this is the struggle of managers for limited resources, capital or labor, equipment use time, or project approval. Each of them believes that since resources are limited, he must convince higher management to allocate these resources to him, and not to another manager.

Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, attitudes and values ​​are sometimes just not able to get along with each other. As a rule, the views and goals of such people differ in cor not.

3. Conflict between the individual and the group.

4. Intergroup conflict.

Organizations are made up of many formal and informal groups. Even in the best organizations, conflicts can arise between such groups. Informal groups that feel that the manager is treating them unfairly can rally tighter and try to "pay off" with a decrease in productivity. A striking example of intergroup conflict is the conflict between the trade union and the administration of the conflict labor management organization

1.2 Causes of conflicts

All conflicts have several causes, the main of which are the limited resources that must be shared, differences in goals, differences in ideas and values, differences in behavior, level of education, etc.

Resource Allocation: Even in the largest organizations, resources are always limited. Management can decide how to allocate materials, people, and finances in order to achieve the organization's goals in the most efficient way. It doesn't matter what the specific decision is about - people always want to get more, not less. Thus, the need to share resources almost inevitably leads to various kinds of competition. conflict.

Task Interdependence: The potential for conflict exists wherever one person or group is dependent on another person or group for tasks. Certain types of organizational structures increase the potential for conflict. This possibility increases, for example, with the matrix structure of the organization, where the principle of unity is deliberately violated. chalia.

Differences in Purpose: The potential for conflict increases as organizations become more specialized and broken down into divisions. This is because departments can formulate their own goals and pay more attention to achieving them than to achieving the goals of the organization. For example, the sales department may insist on producing as many different products and varieties as possible because this improves competitiveness and increases sales. However, the goals of the production unit, expressed in terms of cost - efficiency, are easier to achieve if the items and products are less diverse.

Differences in perceptions and values: the perception of a situation depends on the desire to achieve a certain goal. Instead of assessing a situation objectively, people may consider only those views, alternatives, and aspects of the situation that they believe are favorable to the group or personal needs. Differences in values ​​are a very common cause of conflict. For example, a subordinate may believe that he always has the right to express his opinion, while a leader may believe that a subordinate can only express his opinion when asked, and implicitly comply take what he is told.

Differences in behavior and life experiences: These differences can also increase the possibility of conflict. It is not uncommon to meet people who are constantly aggressive and hostile and who are ready to challenge every word. Such individuals often create an atmosphere around them that is fraught with conflict. volume.

Poor communication: Poor communication can be both a cause and a consequence of conflict. It can act as a catalyst for conflict, making it difficult for individuals or groups to understand the situation or the perspectives of others. For example, if management fails to communicate to workers that a new performance-based pay scheme is not intended to "squeeze" workers but to increase the company's profits and its position among competitors, subordinates may react by slowing down the pace of work. Other 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 work requirements. These problems may arise or be exacerbated by the inability of managers to develop and communicate to subordinates an accurate job description.

The head of the company must understand that not all conflicts in the team need to be resolved independently. It is necessary to intervene only in those conflicts in the labor collective that impede the normal functioning of the company or affect it personally.

In this article you will read:

• Why do conflicts arise in a team?
• How managers, without realizing it, can provoke conflicts in the team
• Because of what conflicts flare up in the women's team
• What are the ways to resolve conflicts in the team
• How to turn conflicts in the team for the benefit of the company
• Is it possible to prevent conflicts in a team?
• What are the options for preventing conflicts in the team

What are the types of conflicts

intrapersonal conflict. The most common type of conflict in a team is the so-called role conflict. Usually it is associated with a discrepancy between the internal expectations and life priorities of the employee with his work responsibilities or ambiguous requirements for the quality and result of the work he performs. Role conflict can also be caused by dissatisfaction with one's job, lack of confidence in oneself, in the company, and stressful work situations.

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If you do everything yourself, employees will not learn how to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.

We published in the article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to give the task correctly so that it is completed, and how to control staff.

Interpersonal conflict. The most common case. Interpersonal conflict in a team can manifest itself in different ways, but most often occurs between leaders. They may compete for employees, cash injections, the use of technical facilities, project approval, any allocated resources. It is the desire to get them at your disposal and the desire to prove to the management that you are superior to your colleagues that lead to clashes. People with opposite life positions, principles and attitudes cannot interact normally either.

Conflict between the individual and the group. Sometimes a person appears in the team expressing a position that is radically different from the generally accepted one in the team. Even if this employee is guided by concern for the good of the company, opposing his opinion to the public will give rise to disputes and misunderstandings, and these are the main causes of conflicts in the team.

Intergroup conflict. It is not uncommon for entire departments, structural divisions and informal groups that arise in any team to conflict with each other. For example, the conflict between the trade union and representatives of the administration.

Why conflicts occur in a team: 4 reasons

The first reason is an excess of free time for company employees. Unemployed time they spend on sorting out relationships, spreading gossip. Ways to resolve the issue suggest themselves.

The second reason is the wrong division of duties and powers. Often, it is enough to reduce the cases of intersection of interests of employees in order to eliminate many causes of conflicts in the team.

The third reason is interpersonal relationships between employees. Of course, a competent leader must have a talent for resolving such conflicts.

The fourth reason is the internal conflict of the employee associated with the discrepancy between his requests and expectations, excessive ambitions. The promotion of one of the specialists can cause a feeling of envy and injustice among other colleagues. Employees who believe that their merits are underestimated may question the competence of the leader and overthrow his authority in the eyes of other colleagues. Often, by participating in a conflict in a team, a person satisfies the lack of communication or attention to his personality.

How managers, without realizing it, can provoke conflict

Goal inconsistency. Employees with opposing values ​​and views find it difficult to communicate effectively with each other. A leader who involves incompatible personalities in solving a common problem runs the risk of igniting a new conflict in the team.

Inconsistency of role and circumstances. An employee with high qualifications and a level of competence in submission to a non-professional will feel uncomfortable.

• Collective disputes: how to eliminate conflicts between employees

Mismatch between task and resource. Overestimated standards and requirements put forward by the manager, or lack of working tools, lack of normal working conditions.

Risk response. An employee who is convinced of the future failure of his efforts will resist in advance the execution of the task assigned to him.

Character inconsistency. Sometimes in teams there are employees whose characters, by definition, are incompatible. The method of preventing conflict in the team in this case will be their maximum distance from each other.

Because of what conflicts flare up in the women's team

Conflicts in the women's team are specific. The most common reasons for them are:

– Competition. Zealous attitude to other people's successes, beauty, happy family life, financial well-being - competition manifests itself in various spheres of life. There is a category of women who find it difficult to calmly accept someone else's superiority.

- Intrigue. The kindness of your female colleagues should never be taken at face value. Do not rush to open your soul to those who communicate nicely with you, invite you to dinner and are interested in your life. All your secrets can later be used against you in the course of intrigues and even harassment by the team.

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- Gossip. Not a single women's team can do without this phenomenon. Each news is transmitted along the chain from one lady to another, acquiring additional details. The resulting information is so distorted that it should not be trusted. But there will definitely be an employee who will pick up this greatly changed story, develop it and spread it throughout the company, discrediting all its participants.

- Envy. A terrible personal quality that harms not only the object of envy, but also the envious person himself. Long legs, a rich husband, a supportive attitude of management - there can be any number of reasons for envy. The most innocent manifestations of this disgusting feeling can be discussions, whispers and chuckles behind your back.

– Emotionality is one of the main causes of conflicts in the women's team. Restraint, as a rule, is not characteristic of ladies. Male self-control and endurance are not subject to them. It is sometimes unbearable for a woman to keep feelings and emotions in herself. Consequently, the more representatives of the weaker sex in the team, the higher the intensity of passions.

What happens if you do not pay attention to conflicts in the team

functional implications. There may be several such consequences. Firstly, the resolution of conflicts in the team can be organized in such a way that all participants will be satisfied with the result and feel their own involvement in their settlement. Accordingly, confrontation and enmity disappear. Secondly, in the future, the parties to the conflict will avoid such situations and strive for normal cooperation. In addition, conflict increases the level of critical thinking of employees and teaches them to avoid submission to the opinion of the majority.

dysfunctional consequences. The consequences of inefficient management that adversely affect the work of the company:

• discontent;
• performance degradation;
• low level of cooperation;
• high competition within the company;
• hostile attitude towards opponents;
• approval of one's goals and condemnation of others;
• substitution of the true goal: the achievement of success in confrontation is placed above the success of the common cause.

How is conflict managed in a team?

1) Avoiding resolving the situation. One of the parties to the conflict constantly avoids the accusation made against it, moving the conversation to another topic, and explains this by lack of time, inappropriate conditions for discussion and avoids the dispute.

2) Smoothing. The participant in the conflict tries to justify himself or creates the appearance of agreement with the accusations. In fact, the internal conflict is even more exacerbated.

3) Compromise. Overcoming the conflict in the team through a constructive dialogue with the active participation of both parties. When all participants are interested in resolving the situation as soon as possible, the discussion is argued, without focusing on their point of view, and the decision is made voluntarily. This way of resolving conflicts in the team does not infringe on anyone's interests and allows the parties to openly express their position. Compromise helps to defuse the situation and find a way out that suits all parties.

4) None of the participants takes into account the position of the other. Neither side is prepared to accept the charges against it. The participants in the conflict get the opportunity to understand the essence of each other's claims and demands, perhaps this is the only thing that can be called the positive side of such a situation.

How to behave as a leader during a conflict in the team

Tatiana Endovitskaya, business coach, head of the sales department of the corporation "Business-Master", Moscow

Most often, the real causes of conflicts in the organization's team are hidden or not fully understood. So, behind the protection of the interests of the company and uncompromisingness, personal goals, hidden grievances, hurt feelings and the desire to replace another employee in his position are often masked. Such a cover is necessary to keep the peace of the collective. First, the initiator of the conflict thus justifies himself in the eyes of other employees, and then he himself begins to believe in it. Justifying your not too noble actions is a variant of psychological protection.

The leader must, first of all, find out the cause of the confrontation. The intervention of the authorities in the conflict of employees in the team is necessary if it was caused by an incorrect organization of interaction. When communicating with participants in a controversial situation, adhere to the basic rules:

1. Be tactful and restrained, do not let yourself be drawn into conflict;
2. Give both parties the opportunity to express everything that hurts, complain;
3. Find out all the opinions, check everything stated before drawing your own conclusions;
4. You cannot be categorically sure of your awareness, usually only 10 percent of the information reaches the management from the team.

A short plan for resolving the conflict in the team

1. Identifying the problem in terms of a goal, not a solution.

2. The choice of ways and means of resolving the conflict that satisfies both sides.

3. The main emphasis is on the problem itself, and not on the personalities of the participants in the confrontation.

4. Increase the level of trust, interaction, information exchange.

5. Try to show respect for all points of view, thereby establishing a friendly attitude in the process of communication.

3 effective ways to resolve conflict in the workforce

1. "Solomon's court"

The resolution of the conflict of employees in the team is completely transferred to the hands of the authorities. Assuming the role of a judge, the manager assesses the situation, listens to all points of view and makes a verdict. The perpetrators, appointed by the leadership, must be punished fairly. In order to avoid such situations in the future, clear instructions for employees are prescribed in the internal order.

Advantages of the method: speed and clarity of decision making.

Cons of the method:

- management is not immune from mistakes due to insufficient awareness of the cause of the conflict;

- the order cannot take into account all the variety of emerging controversial issues;

- even minor issues will be resolved only with the participation of the head;

Comment: in this case, the cause of the conflict in the labor collective was not identified, but only a quick way to resolve it was found. If we draw an analogy with the treatment of a disease, a fast-acting medicine is taken that relieves the main symptoms. Unfortunately, this method of therapy has many side effects, and it is addictive to the drug.

2. "Witch Hunt"

Often, when the intensity of the struggle in the team takes a serious turn, the transition to the individual begins, the manager has to fire one of the employees. In this case, the most scandalous employees with complex characters, regardless of their professional competence, fall under the hot hand.

Advantages of the method: there are none.

Cons of the method:

- there will always be those who will regret or condemn the appointed “extreme”, again there is a split in the team;

- the company may lose a competent specialist;

- what happened is discussed for a long time after the departure of the employee;

- The cause of the confrontation has not been eliminated.

Comment: this way of resolving the conflict is more like not therapy, but a conspiracy and “removing the evil eye”. The source of the ailment was not found, instead the culprit of all the problems was assigned.

3. "Modern gingerbread"

Consider what other ways to resolve conflicts in the team are available to the leader. First, these are measures taken to reduce the risk of disputes. Secondly, the correction of the behavioral characteristics of employees, the introduction of the principles of conflict-free interaction in the company.

A few more tips for eliminating various types of conflicts in the team:

1. Forget about emotions when coming to work.
2. Explain to the team that the true cause of the controversial situation is the wrong organization of the process, and not themselves.
3. Resolve emerging confrontations through discussions and discussions.
4. Call on an independent specialist or employee to conduct the initial stage of negotiations.

What measures will help to minimize conflicts in the workforce:

– Competent work of the department for the selection of personnel or recruiters. The team must initially have similar principles, preferences, follow internal corporate standards of conduct.

1. Clearly defined job responsibilities, motivation system, spheres of influence and the level of authority of each participant in the work process.
2. The motivation system itself reduces controversial situations to a minimum.
3. Uniting a team to effectively solve a common problem.
4. Conducting various corporate events aimed at team building on the basis of common hobbies.

Psychologists emphasize the positive function of conflicts in the workforce, believing that they raise all hidden problems to the surface. Naturally, the problem can be eliminated by punishing the perpetrators, but it is better not to bring the situation to an open confrontation and carry out preventive work in this direction. Such measures include all kinds of trainings, where employees are taught the principles of conflict-free communication.

How to solve the problem of conflicts in the women's team

Andrey Beloedov, Sales and Marketing Director of REHAU Eurasia Region, Moscow

Firstly, every week we organized staff meetings, where each of them in turn could try on the functions of a leader, preparing the topic of the meeting and offering their ideas for the implementation of a particular project. So, for example, one of the ideas was to organize a face-to-face meeting with representatives of the purchasing departments of key customers to discuss ways to optimize the shipping process.

We introduced material incentives for employees who took part in the implementation of the SAP system. In each department, trained employees helped other colleagues to master the program. No one had to be appointed - thanks to the system of monetary motivation, those who wished were found themselves.

On Fridays, we held women's "gatherings" on topics of interest to our employees, such as: how to organize the workflow in order to have time to pick up the child from kindergarten; delicious and quick breakfast for my husband; How to get things done and never be late. These meetings were a great success.

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A game of "Mafia" was organized for the entire department in a cafe. We used the game as a team building event. It should be borne in mind that the participants in a possible conflict should not be opponents at the gaming table. In discussing the course and results of the game, we were able to draw analogies with work situations.

The cost of all team building activities amounted to 7,000 rubles (the host of "Mafia" and a light dinner in a cafe), but the effectiveness of these meetings was obvious. The team rallied, relations within it became better, the number of layoffs decreased.

The positive function of conflict in the workforce

Some managers try to use conflict management in the team to stimulate employees, thus increasing internal competition. Of course, sometimes, work conflicts unite the team, but, most often, personal motives come to the fore. In this regard, not all managers use this method. to motivate employees.

If the confrontation develops naturally against the backdrop of disputes over work issues, the manager can safely take advantage of this situation. To illustrate this method of management, we can give an illustrative example of a conflict in a team. Two employees tried to prove to the director the effectiveness of their particular method of solving the problem. The dispute was so emotional that the work confrontation could turn into a personal conflict. The leader proposed the following solution to the dispute: each of these specialists took upon himself the responsibility of solving the problem in his own way, but if his plan failed, he had to quit. Only one of the disputants agreed to this condition. Thanks to this situation, the director identified an employee who was ready to make decisions and be responsible for them, and appointed him as the head of the department.

Prevention of conflicts in the organization: 8 rules

Rule 1. Do not mix the areas of responsibility of subordinates. If a task assigned to one of the employees is part of the task of another colleague, a conflict may arise. It is desirable to discuss the responsibilities of all participants in the work process at general meetings, which also stipulate the functionality, areas of responsibility and the level of independence in decision-making for each.

Rule 2. Keep the team informed. Often, managers believe that the competence of their employees is at the same level as their own, expect them to have a similar train of thought and ways of solving problems. In fact, this is far from the case, sometimes subordinates are not even able to formulate a question that would help them in solving emerging problems. In order to prevent conflicts in the team, organize weekly informal meetings with your direct subordinates (heads of departments), and those, in turn, with their own. Discuss on them, including issues related to work. Twice a year, hold meetings with the team, tell employees about the problems and achievements of the company, answer questions, including provocative ones, and be open to communication.

Rule 3. Explain the decisions you make. Your actions should be understandable and logical for employees, try to justify your decisions.

Rule 4: Include feedback. Often in the company there is no feedback between the leader and subordinates. In such a situation, it can even be difficult for employees to understand whether the management is satisfied with the quality of their work. In these cases, the following ways of preventing conflicts in the team are practiced: “breakfast with a top manager”, when the subordinate gets the opportunity to personally communicate with the boss, discuss his concerns; Friday informal tea parties.

Rule 5. Praise in public, speak in private. The motivating power of praise cannot be overstated. Public gratitude expressed personally by the head is always pleasant for the employee. Do not constantly praise the same employees, try to highlight the successes of all members of the team.

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Rule 6. Tell employees about the results of their colleagues. Respect for colleagues and recognition of merits and significance is very important for an employee.

Rule 7. Organize a mentoring system. Many employees are ready to help their colleagues in learning and mastering new skills and functions, support this desire in them. They may oversee other employees' projects. It is effective, from the point of view of managing conflicts in a team, to involve people with complex relationships in joint work on projects.

Rule 8. You must “sell” any innovation to employees. Try to get approval from the team of all innovations introduced into the work.

Prevention of conflict in the team: what should the leader pay attention to

First. There are several signs that speak of a tense atmosphere within the team: the use of hints and hidden subtexts in communication; excessive emotionality when discussing any issue or person; isolation of a person or group of people due to discussion; strained, cold communication; lengthy showdown, etc. If possible, the manager should notice these markers and look for ways to prevent conflict in the team.

Second. A comfortable and friendly atmosphere in the team is the key to stable, conflict-free relationships between employees. Basic postulates, such as: mutual respect, the authority of superiors, a conscientious attitude to work, self-criticism are valued by all participants in the work process and protected by them. Such a comfortable climate becomes habitual for each employee, which is expressed in benevolent relations between colleagues. It is the result of the fruitful work of the leadership in tandem with the public. An important role in building such a model of interaction in a team is played by the communication style of the leader and his deputies.

Third. The personality of the manager plays one of the decisive roles in shaping the style of behavior within the company. For subordinates, every seemingly insignificant detail of the behavior of the boss is important. A personal positive example will be the best means of preventing conflicts in a team.

Fourth. The work team is a complex mechanism within an even more complex system. Sudden breakdowns in the form of troubles and problems in it are inevitable. Any leader, faced with unexpected difficulties, can show excessive emotionality, exactingness and categoricalness in an effort to solve them as soon as possible. Restraint, professionalism and respect for others are the best way to prevent conflict in the team and maintain the working mood of the team.

Fifth. In times of crisis, in times of need downsizing, the psychological climate in the company deteriorates sharply. First of all, this affects teams with hidden omissions, insufficiently clearly defined job responsibilities, unequal attitude towards employees, priority opinion of any group within the team. Unrest can be provoked by the leader himself, if he singles out one of the employees or, conversely, overestimates the requirements for someone, neglects the sense of tact in dealing with subordinates, etc. All this causes rumors, anxiety, disapproval of the team .

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Sixth. Often, in a team and in communication with management, an employee is revealed differently, which allows the boss to give only a subjective assessment of the personality of this subordinate. The assessment of the team is formed over a long period of time, based on close interaction and observations. You should not ignore the opinion of the team, this is an important resource in managing conflicts in the team. Colleagues can characterize any employee by the manner of communication with colleagues, the level of return to work, life principles and priorities.

Seventh. The behavior of one of the employees can provoke conflict and harm the entire work process. Of course, it is not always possible to correct the character, but the recognition of one's own mistakes in behavior is already one of the first steps towards correction and self-control. The same act of goodwill and a sign of self-improvement can be considered the measures taken by the initiator to reduce the degree of tension in communication with colleagues, the desire to correct their mistakes. It happens that an employee quickly undergoes functional adaptation, having joined the work process, but because of deceived expectations or unfulfilled ambitions, an intrapersonal role conflict arises.

Eighth. As for role positions, they tend to change. The new boss is usually new to the roles in the team and is forced to figure them out by experience. If the manager ignores these roles, unnecessary conflicts may arise that harm the effective functioning of the work team.

Experience shows that leaders with excellent communication skills make gross mistakes in interpersonal interaction when trying to overcome conflict in the team, thereby exacerbating and exacerbating it.

Information about authors and companies

Tatiana Endovitskaya, business coach, head of the sales department of the corporation "Business-Master", Moscow. Business Master Corporation is a training and consulting center. Formed in 1996. The main activities are business trainings, recruiting, personnel assessment, organization of corporate holidays and conferences, consulting. Conducts trainings aimed at developing leadership qualities and intuition among top managers. Clients: VimpelCom OJSC, SladCo Confectionery Association OJSC, Soyuz-Viktan, McDonald’s, etc.

Andrey Beloedov, Sales and Marketing Director of REHAU Eurasia Region, Moscow. REHAU LLC. Field of activity: development and implementation of polymer-based technologies for construction, automotive and industry. Territory: 170 representative offices. Number of employees: more than 15,000. Annual turnover: more than 2.5 billion euros.