In the previous chapter, we considered interpersonal methods of conflict resolution. In addition to them, structural methods of conflict resolution also play an important role. They mainly affect the participants in organizational conflicts arising from the incorrect distribution of functions, rights and responsibilities, poor organization of work, unfair system of motivation and incentives for employees, etc. Thus, structural methods are the prerogative of the administration of the organization, which can use the following four main methods:

1) Clarification of the requirements for the work of a subordinate and the results of his work, that is, each employee must clearly understand what his duties, rights are, and an explanation of what results are expected from each employee and unit. Here parameters such as the level of results, the system of powers and responsibilities should be mentioned. Policies, procedures and rules should be clearly defined.

Thus, the method is implemented through the development of appropriate job descriptions, regulations, documents regulating the distribution of functions, rights and responsibilities. This avoids many misunderstandings in the relationship between subordinates and superiors, and thereby significantly reduces the likelihood of conflicts between G.A. Golovanov "Fundamentals of Management". - St. Petersburg, 1993 - p.48.

2) Use of coordination mechanisms. This method is to use structural divisions organizations or officials who, if necessary, can intervene in the conflict and help eliminate the causes of the dispute between the conflicting parties. One of the most common mechanisms is effective use hierarchy of authority. It allows you to streamline the interaction of people, decision-making and information flows within the organization. If employees have disagreements on any issue, the conflict can be avoided by contacting general manager with a proposal to take the necessary decision.

Thus, the principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since subordinates are required to comply with the decision of their superior "Organizational Personnel Management" ed. .A. Ya. Kibanova, - M: INFRA-M, 2001 p.532

Managers striving to stabilize the social state of the team should not lose this opportunity from their field of vision, since this method can be quite an effective means of preventing the occurrence of conflict situation.

3) Promotion of a common strategic goal. Managers who strive for high performance in their organization not only develop and implement its overall strategic goal, but also by all available means promote the expediency and usefulness of this goal not only for the organization, but also for each of its members individually G.A. Golovanov "Fundamentals of Management". - St. Petersburg, 1993 - p.48. For example, if three shifts production department conflict with each other, it is necessary to form goals for the entire department, and not for each shift separately.

This method creates good conditions to reduce the causes that could cause conflict situations.

4) Application of a rational reward system. The idea of ​​this direction is simple and obvious. It lies in the fact that workers should be remunerated for their work strictly in accordance with its quantity and quality. The manager should strive for objectivity in evaluating results labor activity: the equivalent achievements of various workers must be evaluated equally, regardless of his personal likes or dislikes towards them. Otherwise, one of the employees will feel deprived, reduce the intensity and quality of work, tensions may arise between the assessed employees B.E. Zeldovich, N.M. Speranskaya, M.I. Faenson "Practical management: Tutorial"- M: MGUP Publishing House, 2001.

Unfortunately, in real life subjective factors intervene in this process, leading to a violation of such correspondence and thereby creating conditions for the emergence of conflict situations. Their management is impossible without strict observance of objectivity in the remuneration system. For example, if sales managers are rewarded solely on the basis of an increase in the volume of goods sold, this may conflict with the intended level of profit. The leaders of these departments can increase sales by unnecessarily offering large discounts and thereby lowering the company's average profit level.

Thus, it is equally important that the reward system does not encourage non-constructive behavior of individuals or groups.

But, people who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of the problem in a complex way, should be rewarded with gratitude, bonuses, recognition or promotion.

Summing up, we note that the system of a rational reward system can be used to manage a conflict situation, since a fair reward positively affects people's behavior and avoids destructive conflicts.

Interpersonal and structural methods are the main ones, and allow a more rational approach to conflict management, with the help of which the conflict situation can be resolved favorably. But there are also methods such as:

Intrapersonal - which affect an individual and consist in proper organization their own behavior, in the ability to express their point of view without causing a defensive reaction from the opponent. This method allows a person to defend his position without turning the opponent into an opponent. The intrapersonal method is especially useful when a person wants to convey something to another, but does not want him to take it negatively and go on the attack.

Negotiations - are a joint discussion by the conflicting parties with the possible involvement of a mediator of contentious issues in order to reach an agreement. Thus, the negotiation process in a specific form - with the participation of an intermediary - is the most universal and successful form of resolving disagreements with the help of a third, independent intermediary participant Isaenko A.N. New in the theory and practice of personnel management. - USA: Press, 2007 - p.198..

Negotiations act as a kind of continuation of the conflict and at the same time serve as a means of overcoming it. Negotiations are possible under the condition that: the interdependence of the parties involved in the conflict; the absence of a significant difference in the powers of the parties to the conflict; the depth of the development of the conflict, allowing negotiations; as well as participation in the negotiations of parties with real powers.

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

Also, methods of conflict management are divided on the basis of belonging to the direction of conflict management. There are areas of conflict management:

b Method of avoiding conflict. This method is used when the conflict is unnecessary, for example, when the costs of a possible conflict are very high. It is also expedient to apply in case of banality of the problem underlying the conflict. A variation of the conflict avoidance method is:

1) The method of inaction - everything happens spontaneously. Inaction is justified in conditions of complete uncertainty of events.

2) The concession method - in this case, the administration makes concessions by reducing its own requirements. This method is used when the administration discovers they are wrong.

3) Smoothing method - used in organizations focused on the collective methods of the labor process. Common interests are emphasized here.

The method of conflict avoidance should not be resorted to in cases where the underlying problem is very important, or if there is a prospect of a sufficiently long existence of the foundations of this conflict.

b Conflict suppression includes:

1) The method of covert actions, is used when a combination of economic, political, social or psychological circumstances makes it impossible to open conflict due to fear of loss of image; it is impossible for one reason or another to involve the opposite side in active opposition, the lack of parity in the resources of the opposing sides exposes more weak side increased risk or unnecessary costs.

2) The method of quick resolution - is that the solution to the problem that caused the conflict is taken in the most short time, almost instantaneous agreement. This becomes possible in case of acute shortage of time; a significant change in one of the conflicting parties in its position; mutual desire of the conflicting parties to participate in the search for more acceptable options for agreements, etc. "Organization personnel management", ed. .A. Ya. Kibanova, - M: INFRA-M, 2006 pp.533-535

As a result, to manage the conflict, the most rational and justified is the use of the whole complex of methods of influencing the conflict situation and the behavior of the participants in the conflict.

With appropriate experience in dealing with conflict situations, potential conflicts can be generally prevented or resolved. And even used as a source of improving relationships with other people and self-improvement. The task is not to avoid conflict, which is potentially possible in all social relations and situations of internal choice, but to recognize the conflict and control it in order to obtain the best outcome.

Thus, it becomes clear that the conflict process in the organization can be managed. Accordingly, the leader must choose a conflict management strategy from the point of view of the optimal balance of the consequences of a conflict situation for an organization or its structural unit.

A conflict can arise between members of the same team or between two or more teams.

A conflict is such an interaction between subjects that is characterized by their confrontation based on oppositely directed motives (needs, interests, goals, ideals, beliefs) or judgments (opinions, views, assessments) (see Fig. 22).

The conflict helps to reveal the diversity of points of view, gives Additional information, allows you to identify a greater number of alternatives, problems. This makes the decision-making process in the group more efficient.

Intragroup and intergroup conflicts can arise due to a number of reasons:

• limited resources to be distributed;
• interdependence of tasks, incorrect distribution of responsibilities;
• poor communications;
• discrepancy service requirements personal needs, goals, values;
• discrepancy between the norms of behavior adopted in the group and the norms of behavior that the employee adheres to;
• change in the balance of power in the group due to a change in leadership;
• emergence of an informal leader;
• differences in power and status;
• the emergence of coalitions.
• differences in goals, values, methods of work;
• psychological incompatibility;
• different level education, professionalism;
• low level performance discipline;
• unfulfilled expectations;
• unequal contribution to the cause;
• poor moral and psychological climate in the team;
• violation ethical standards(rudeness, arrogance, ignoring the opinions of others);
• violation of labor laws.

Rice. 22. The concept of conflict. 49

Conflict management is a targeted impact on the causes of the conflict in order to eliminate (minimize) them or correct the behavior of the participants in the conflict or maintain the level of conflict within controlled limits to ensure the required level of organizational performance. Conflict management methods are divided into two groups: conflict prevention methods and methods of influencing a conflict situation in order to resolve it (see Fig. 23).

Methods for preventing conflicts in a group are a set of ways to influence a group, which reduces the likelihood of intragroup and intergroup conflicts. They include all structural methods of conflict management, the elimination of the object of the conflict and the negative evaluation formula.

Rice. 23.

Structural Methods change the structure of tasks for employees or the structure of the group, the organization as a whole. Structural conflict resolution methods include the following.

• 1. Explain job requirements. Employees must know the parameters and level of results expected from them, the system of authority, responsibility and interaction with other members of the group and management, the rules and procedures used to complete tasks.
• 2. Use of coordination and integration mechanisms, that improve coherence between departments and individuals. These include:
  • distribution of powers, which streamlines the interaction of people, decision-making and information flows within and between groups;
  • special services that communicate between functional units;
  • common meetings for several groups;
  • cross-functional and target groups;
  • curators who, if necessary, can intervene in the conflict and help resolve controversial issues;
  • merging different departments and giving them a common task.
• 3. Setting comprehensive goals in front of departments. Their implementation requires the joint efforts of two or more groups, departments, subdivisions. The idea that is embedded in these complex goals is to unite groups and direct the efforts of all participants to achieve a common goal.
• 4. Use of the reward system to encourage behavior aimed at avoiding negative consequences conflicts. In a broader sense, the system of remuneration and work incentives can be seen as the basis for conflict prevention. These forms of labor incentives include the following:
  • reconstruction of the labor process: expansion of the set labor functions, creation of attractive jobs, intellectualization of labor;
  • participation in decision-making: participation in the development of the group's production policy, expanding the independence of groups and their employees in solving problems that arise in groups;
  • development of a sense of ownership: participation in profits, participation in the capital of the enterprise;
  • flexible working hours: flexible working hours, part-time work.

Elimination of the object of conflict involves bringing one of the conflicting groups under the renunciation of the object of the conflict in favor of the other side.

One of effective methods conflict prevention is negative evaluation formula. In order for a negative assessment of the actions of a subordinate to be effective and not lead to a conflict, the manager’s statements should contain four main points:

• fixing an overall positive assessment of the employee as an employee and a person (for example, you can say: “I have always respected you for your thoroughness and reliability in work”);
• formulating a critical assessment (the sentence may look like this: “But today, after reading your report, I see that you were mistaken ...”;
• recognition that an employee is a good professional, despite the fact that he made a mistake (for example, there may be such a phrase: “Everyone makes mistakes. Your high business qualities for me without a doubt");
• building a positive outlook for the future (you can say: “I am sure that tomorrow you will be able to fix everything and continue to avoid such mistakes”).

Methods of influencing a conflict situation include three groups of methods: administrative, interpersonal and mediation.

Administrative Methods involve the use of the manager's power resource to change the composition of the group, join one of the conflicting groups as an observer, increase available resources, or negotiate with conflicting parties as an intermediary.

Interpersonal methods of conflict resolution were proposed by K.U. Thomas and R.H. Killman in 1972. They identified five methods of conflict resolution (Fig. 24), presented in the form of a matrix, which is built on the basis of two variables: interest in oneself and interest in others. Interest is measured as low and high. The level of focus on one's own interests or the interests of the opponent depends on three conditions:

• 1) the content of the subject of the conflict;
• 2) values ​​of interpersonal relationships;
• 3) individual psychological characteristics of the personality.

Rice. 24.

• 1. Avoiding conflict associated with the lack of desire of the group to defend their rights, express their position, cooperate with others or solve the problem itself. This method involves avoiding responsibility for decisions. The group still has the opportunity to get out of the conflict interaction without prejudice to its interests, however, without resolving the conflict itself.
• 2. Coercion, conflict resolution by force characterized by an active struggle of the group for their interests, but without taking into account the interests of the other side.
• 3. Smoothing. The actions of the group are aimed at maintaining or restoring favorable relations with the opponent by smoothing out differences at the expense of their own interests.
• 4. Compromise characterized by moderate consideration of the interests of each of the parties. The implementation of this method is associated with negotiations, during which each of the parties makes concessions, a certain middle way of interaction between opponents is found, more or less satisfying to both.
• 5. Cooperation based on the recognition of differences in the opinions of opponents, and the willingness to get acquainted with other points of view in order to understand the causes of the conflict and find methods acceptable to both parties to solve the problem. In this case, there is a search for the best solution to the conflict situation.

Mediation (mediation). In this case, a third party, an intermediary (mediator), is involved to resolve disagreements. It can be a team leader, a higher-level manager, a specialist from a department human resources or corporate mediator. The mediator can discuss the essence of the problem with each of the conflicting parties and offer his own solution. If it is not possible to find an option that suits both parties, the parties should contact the mediator with a request to act as a judge in their dispute.

In Russia it's enough new method, although, for example, in the USA it has been used for about 30 years. Mediation can be used both when considering commercial disputes, conflict situations, and labor, social, domestic, interpersonal clashes, etc. A corporate mediator has long been a part of the top management of leading Western companies. This person focuses on the introduction of alternative methods for resolving intra-corporate (labor) disputes, organizes appropriate training, evaluates disputes in terms of their medialability and, if necessary, selects an appropriate third neutral person to resolve the situation, sometimes, however, he himself acts in this capacity. Mediation is a voluntary procedure - the decision to resolve the conflict is made by its participants themselves. In this regard, it is necessary to understand which situation is medialable and which is not. It is important to note that the mediator does not offer his own solution, it must be determined by the parties. The disadvantage of this method is the duration of its implementation - the entire mediation process takes from several hours to 2 - 3 days.

At radical change(in conflict between the individual and the group) are effective organizational and procedural manipulations. These include:

• formation of the primary installation;
• providing materials only the day before;
• avoiding re-discussion;
• the incandescence of the atmosphere by "aggressors";
• priority voting succession;
• suspension of discussion on the desired option;
• selective loyalty in compliance with the regulations;
• decision making "pseudo-de jure";
• a break in the discussion;
• letting off "steam" on unimportant issues"
• "accidental" incomplete set of documents;
• excessive information;
• "loss" of documents and others.

• Comp. by: Fundamentals of Management / V.R. Vesnin. - 3rd ed., add. and corrected, M: LLC "T.D. 'Elite-2000" ', 2006. P.363

To resolve organizational conflicts, the so-called structural methods conflict management within the organization. These methods are associated with the use of changes in the structure of the organization to resolve conflicts that have already developed. They are aimed at reducing the intensity of the conflict.

The group of these methods includes:

Methods related to the use by the head of his position in the organization (order, order, directive, etc.);

Methods related to the "breeding" of the parts of the organization of the participants in the conflict or the reduction of their interdependence;

Methods related to the creation of a certain "reserve" in the work of interdependent units (stock of materials and components);

Methods related to the introduction of a special integration mechanism for conflicting units (common deputy, curator or coordinator, etc.);

Methods associated with the merger of different departments and giving them a common task (for example, combining the labor department and wages and the personnel department to the personnel development department, designed to deal with the development of each individual employee in terms of his growth, and not just settlement and accounting functions).

Conflict situation- a situation in which there are uncoordinated interests. A conflict situation develops into a conflict as a result of the actions of one person to limit the ability of another person to realize their interests. To restrict another person in achieving his goals, it is necessary to use force in one form or another, for example, physical, legal, moral.

Conflict is a spontaneous confrontation between different parties, the behavior of a person, group or organization that prevents or limits another participant in achieving his goals.

If there is opposition, but there are no negative feelings, or, conversely, negative emotions are experienced, but there is no opposition, then this is not a conflict, but a pre-conflict situation. Thus, negative feelings and opposition of subjects are assumed as mandatory components of the conflict, which is reflected in the definition of A. Ya. Antsupov and A. I. Shipilov: subjects of the conflict and usually accompanied by negative emotions.

It is important to bear in mind that action can be considered both externally and internally.

At the same time, any conflict is an actualized contradiction, i.e., opposing values, attitudes, and motives embodied in interaction. It can be considered quite obvious that, in order to be resolved, a contradiction must necessarily be embodied in actions in their collision. Only through the clash of actions, literal or conceivable, does the contradiction reveal itself.

An interesting definition is offered by N. V. Grishina: “The conflict acts as a bipolar phenomenon - the confrontation of two principles, manifesting itself in the activity of the parties aimed at overcoming the contradiction, and the parties to the conflict are represented by an active subject (subjects).”

The concept of "conflict" is synonymous with the following concepts:

Dispute, rivalry - friendly competition or hostile struggle to achieve a goal;

Martial arts - armed conflict;

Wrestling is a clash of individual rivals;

Scandal - a public clash or a noisy quarrel.

In conditions of joint life, work or similar business, the interests of all participants cannot be coordinated all the time. The main points of disagreement are:- interests;

- lack of balance between rights and responsibilities. The main causes of conflicts in existing organizations:

Allocation of resources (no matter what) - even in the largest organizations, they are always limited, people always want to get more, not less, so the need to share resources almost inevitably leads to various types conflict;

Interdependence of tasks - the possibility of conflict exists wherever one person or group depends on another person or group in performing tasks (for example, when the principle of unity of command is violated);

Differences in perceptions and values ​​- instead of objectively assessing the situation, people can only consider those views, alternatives and aspects of it that, in their opinion, are favorable for the group or the realization of personal needs;

Differences in behavior and life experience, in age, level and specifics of education, in the manner of dressing - people can behave in a way that is not accepted in the team, for example, aggressively and hostilely, ready to challenge every word, which creates an atmosphere around them that is fraught with conflict;

Increasing demand for specialists and dependence of managers on professional knowledge specialists (conflicts between full-time specialists and administrative and managerial personnel) - administrative personnel and specialists view each other and evaluate their roles in the organization from different positions, for example, with the increasing importance of technical knowledge and experience in all areas of the organization, the role of technical specialists is increasingly expanding, which leads to an aggravation of conflicts between technical and administrative personnel, but the ever-increasing degree of complexity, specialization and competition in the activities of most organizations leads to the fact that conflicts between specialists and managers become the main concern of management in managing the behavior of the organization as a whole;

Poor communications - causes such as: ambiguous quality criteria, failure to accurately define official duties and the functions of all employees and departments, the presentation of mutually exclusive work requirements, poor communication - can serve as both a cause and a consequence of conflict, they can act as its catalyst, preventing individuals or groups from understanding the situation or the points of view of others.

The emergence of points of mismatch of interests is ongoing process, therefore, conflict situations, and consequently, conflicts are inevitable and unavoidable. They are a natural fragment of the life of any team, so the emergence of a conflict is This is fine. The complete absence of conflict within the organization is not only impossible, but also undesirable.

Conflict does not always and does not necessarily lead to destruction. On the contrary, it is one of the main processes that serve to preserve the whole. At certain conditions conflicts can help keep an organization alive and resilient. The conflict should not be perceived as an unequivocally destructive phenomenon and should not be assessed in the same unambiguous way.

Conflict contains potential positive possibilities: conflict, change, adaptation, survival. The value of conflict is that it is a stimulus for change, it is a challenge that requires a creative response.

The conflict can be managed, and managed in such a way that its negative, destructive consequences can be minimized or eliminated, and constructive possibilities are strengthened. This means that conflict is something to work with. Work with the conflict should be realized by the manager as a common social and personal interest.

Conflicts help to bring out a variety of points of view, more alternatives or problems, provide additional information, etc. This makes the decision-making process of the group more effective, and also gives people the opportunity to express their thoughts and thereby satisfy personal needs for respect and power. In addition, the presence of conflict can lead to more effective implementation of plans, development of strategies and projects.

Conflict can be functional, leading to an increase in the effectiveness of the organization, or dysfunctional, leading to a decrease in personal satisfaction, group cooperation and the effectiveness of the organization. The role of conflict depends largely on how effectively it is managed. To do this, you need to know the causes of its occurrence, the type and possible consequences, which allows you to choose the most efficient method of its resolution.

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

• intrapersonal;
• structural;
• interpersonal;
• negotiation;
• aggressive response.

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

Structural Methods mainly affect the participants in organizational conflicts arising from the incorrect distribution of functions, rights and responsibilities, poor organization of work, an unfair system of motivation and incentives for employees, etc. These methods include: clarification of work requirements, use of coordination mechanisms, development or clarification of corporate goals, creation of sound remuneration systems:

1. Job Requirements Explained is one of the effective methods of conflict prevention and resolution. Each employee must clearly understand what his duties, responsibilities, rights are. The method is implemented through the preparation of appropriate job descriptions (position description) and the development of documents regulating the distribution of functions, rights and responsibilities by management levels.
2. Use of coordination mechanisms is to involve structural divisions of the organization or officials who, if necessary, can intervene in the conflict and help resolve disputes between the conflicting parties. One of the most common mechanisms is the hierarchy of authority, which streamlines the interaction of people, decision making and information flows within the organization. If employees have disagreements on any issue, the conflict can be avoided by contacting the general manager with a proposal to make the necessary decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since subordinates are obliged to comply with the decisions of their leader.
3. Development or refinement of corporate goals allows you to unite the efforts of all employees of the organization, direct them to achieve the set goals.
4. Creating sound reward systems can also be used to manage a conflict situation, since fair remuneration positively affects people's behavior and avoids destructive conflicts. It is important that the reward system does not encourage negative behavior by individuals or groups.

Interpersonal Methods suggest that when a conflict situation is created or the conflict itself begins to unfold, its participants need to choose the form, style of their further behavior in order to minimize damage to their interests. Along with such basic styles of behavior in conflict as adaptation (compliance), evasion, confrontation, cooperation and compromise, attention should be paid to coercion and problem solving.

Coercion means trying to force people to accept their point of view at any cost. The one who tries to do this is not interested in the opinions of others. The person using this approach usually behaves aggressively and uses power through coercion to influence others. The disadvantage of this style is that it suppresses the initiative of subordinates, creates a high probability that some important factors because only one point of view is presented. This style can cause resentment, especially among the younger and more educated part of the staff.

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

Negotiation, as a method of conflict resolution, are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties. In order for negotiations to become possible, certain conditions must be met:

• the existence of interdependence of the parties to the conflict;
• the absence of a significant difference in the capabilities (powers) of the participants in the conflict;
• correspondence of the stage of development of the conflict to the possibilities of negotiations;
• participation in the negotiations of the parties that can make decisions in the current situation.

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

***
Practice shows that there are three directions (methods) of conflict management:

• avoiding conflict;
• conflict suppression;
• actual conflict management.

Each of these directions is implemented using special methods. Let's consider some of them.

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

• the banality of the problem underlying the conflict;
• there are more important problems that need to be addressed;
• the need to cool inflamed passions;
• needs to buy time to collect necessary information and avoiding making an immediate decision;
• involvement of other forces to resolve the conflict;
• the presence of fear of the opposite side or an impending conflict;
• when the timing of the impending conflict is not going well.

A variation of the method of avoiding conflict is the method of inaction. With this method, the development of events is at the mercy of time, goes with the flow, spontaneously. Inaction is justified in conditions of complete uncertainty, when it is impossible to foresee the scenarios for the development of events, to predict the consequences.

Another variation of this method is concessions or accommodation. In this case, one side makes concessions by reducing its own requirements. This method is used when a party discovers they are wrong; when the subject of the collision is more important to the other side; if it is necessary to minimize losses, when superiority is clearly on the other side, etc.

Conflict Suppression in turn involves the use various methods. For example, the method of hidden actions is used in cases where:

• a combination of circumstances makes open conflict impossible;
• there is no desire to deal with an open conflict due to fear of losing face;
• it is impossible for one reason or another to involve the opposite side in active opposition;
• the imbalance of power, the lack of parity in the resources of the conflicting parties, exposes the weaker party to increased risk or causes unnecessary costs.

The techniques used in these cases include both “gentlemanly” and far from them forms of influence on the opposite side. Backstage negotiations and the policy of "divide and rule" can take place here. It is not uncommon to create additional obstacles in the form of hidden or open resistance.

***
General algorithm on the impact on the conflict situation can be summarized as follows.

1. Recognize the existence of conflict, i.e., the presence of opposite goals, methods of opponents, determine the participants in the conflict themselves. In practice, these issues are not so easy to resolve, it can be difficult to confess and say out loud that you are in a state of conflict with an employee on any issue. Sometimes the conflict has existed for a long time, people are suffering, but there is no open recognition of it; each chooses his own form of behavior in relation to the other, but there is no joint discussion and search for a way out of the situation.
2. Determine Negotiation Opportunity. After recognizing the existence of the conflict and the impossibility of quickly resolving it, it is advisable to agree on the possibility of holding negotiations and clarify what kind of negotiations: with or without a mediator; who can be a mediator who equally suits the conflicting parties.
3. Agree on negotiation process: to determine where, when and how the negotiations will begin, i.e. to stipulate the terms, place, procedure for negotiating, the time of the start of a joint discussion.
4. Identify the range of issues that make up the subject of the conflict. The problem is to determine what is the subject of conflict and what is not. At this stage, joint ways to solve the problem are developed, the positions of the parties are clarified, the points of greatest disagreement and points of possible convergence of positions are determined.
5. Develop solutions. The conflicting parties offer several solutions with the calculation of the costs for each of them, taking into account the possible consequences.
6. Make a consensus decision. As a result of mutual discussion of options for solutions, the parties come to common decision, which is expedient to be presented in the form of a communiqué, a resolution, a cooperation agreement, etc. Sometimes, in particularly difficult or responsible cases, documents can be drawn up and adopted at the end of each stage of negotiations.
7. Put the decision into practice. The parties to the conflict should think about how to organize the implementation decision, to determine the tasks of each of the conflicting parties in the implementation of the results of the negotiations, fixing them in an agreed decision. The inability to defuse a conflict situation, to understand mistakes and miscalculations can cause constant tension. The main reason for the conflict is that people depend on each other, everyone needs sympathy and understanding, the disposition and support of the other, it is necessary that someone shares his beliefs. A conflict is a signal that something has gone wrong in communications or some significant disagreement has appeared.

• the ability to distinguish the important from the secondary. It would seem that something is simpler, but life shows that it is quite difficult to do this. If you regularly analyze conflict situations, the motives of your behavior, if you try to understand what is really important and what is just ambition, then over time you can more and more effectively learn to cut off the irrelevant;
• inner peace. This principle does not exclude the vigor and activity of a person. On the contrary, it allows you to become even more active, to respond to events and problems without losing your composure even at critical moments. inner peace- a kind of protection against all unpleasant life situations, it allows a person to choose an appropriate form of behavior;
• emotional maturity and stability: in fact, the possibility and readiness for worthy deeds in any life situations;
• knowledge of the measure of influence on events, meaning the ability to stop oneself and not “pressure” or, conversely, accelerate the event in order to “own the situation” and be able to adequately respond to it;
• the ability to approach a problem from different points of view, due to the fact that the same event can be assessed in different ways, depending on position taken. If you consider the conflict from the position of your “I”, there will be one assessment, and if you try to look at the same situation from the position of your opponent, everything may seem different. It is important to be able to evaluate, compare, connect different positions;
• readiness for surprises, the absence (or restraint) of a biased line of behavior allows you to quickly reorganize, respond promptly and adequately to a changing situation;
• desire to go beyond problem situation. As a rule, all "unsolvable" situations are ultimately solvable, there are no hopeless situations;
• observation, which is necessary not only for assessing others and their actions. Many unnecessary reactions, emotions and actions will disappear if you learn to observe yourself impartially. A person who can objectively evaluate his desires, motives, motives, as if from the outside, is much easier to control his behavior, especially in critical situations;
• foresight as the ability not only to understand the internal logic of events, but also to see the prospect of their development. Knowing “what will lead to what” protects against mistakes and wrong line of behavior, prevents the formation of a conflict situation;
• the desire to understand others, their thoughts and actions. In some cases, this means reconciling with them, in others - correctly determining your line of behavior. Many misunderstandings in everyday life happen only because not all people know how or do not take the trouble to consciously put themselves in the place of others. The ability to understand (even if not accepting) the opposite point of view helps to anticipate the behavior of people in a given situation.

Ardalyon Kibanov

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

• - Explain job requirements. One of the best management techniques to prevent dysfunctional conflict is to clarify what results are expected from each employee and department. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, as well as clearly defined policies, procedures and rules, should be mentioned here. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them and in what situation.
• - Coordination and integration mechanisms. This is an application of the coordination mechanism. One of the most common mechanisms is the command chain. In conflict management, integration tools are very useful, such as management hierarchy, the use of services that communicate between functions, cross-functional teams, task forces and inter-departmental meetings. Research has shown that organizations that maintained the level of integration they needed were more effective than those that did not. For example, a company where there was a conflict between interdependent divisions - the sales department and the production department - managed to solve the problem by creating an intermediate service that coordinates the volume of orders and sales. This service provided communication between the sales and production department and dealt with issues such as sales requirements, loading production capacity, pricing and delivery schedules.
• - Organizational overarching goals. Establishing corporate-wide complex goals is another structural method for managing a structural situation. Effective implementation these goals require the combined efforts of two or more employees, groups or departments. The idea that is embedded in these higher goals will direct the efforts of all participants to achieve a common goal.

For example, if three shifts in a production department conflict with each other, you should formulate goals for your department, and not 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 own functional area. The presentation of the highest principles (values) of the organization reveals the content of complex goals. The company seeks to reduce the potential for conflict by setting out company-wide, overarching goals in order to achieve greater coherence and performance across all staff.

The structure of the reward system. Rewards can be used as a method of managing conflict by influencing people's behavior to avoid dysfunctional consequences. Individuals who contribute to the achievement of corporate overarching goals, help other parts of the organization, and seek to address a problem in an integrated manner should be rewarded with commendation, bonuses, recognition, or promotions. It is equally important that the reward system does not encourage non-constructive behavior of individuals or groups.

The systematic, coordinated use of a system of rewards and rewards for those who contribute to the achievement of corporate goals, helping people understand how they should act in a conflict situation so that it is in line with the desires of management.