Ways and methods of behavior in conflict situations. Behavior of a manager in a conflict situation

Introduction... 3

The relevance of research. Conflicts are one of the most important phenomena of modern social and political life. Everyone is well aware that the life of a person in society is complex and full of contradictions, which often lead to a clash of interests of both individuals and large and small social groups.

Conflict (from the Latin "confluctus") means a clash of parties, opinions, forces.

In entrepreneurial activity, conflict resolution, that is, the resolution of a clash of opposing interests, views and aspirations, has great importance. Serious disagreements between businessmen, sometimes a sharp dispute that leads to a fight - all this can cause undesirable phenomena in entrepreneurial activity.

The confrontation and contradictions between the forces operating in business, especially at its early stage, are due to the nature of the activity and the circumstances accompanying this activity, spheres of influence and opposition of opposition forces.

However, the leader or manager has to resolve conflicts not only in a business form, but also in the personal-emotional sphere. When resolving them, other methods are also used, since, as a rule, it is difficult to single out the object of disagreement in them, there is no conflict of interest. How to behave as a manager with a "conflict personality"? There is only one way - "pick up the key." To do this, the manager needs to try to see him as a friend and best features(qualities) of his personality, since it is no longer possible to change either the system of his views and values, or his psychological features and features nervous system. If they could not “pick up the key to him”, then there is only one means left - to transfer such a person to the category of spontaneous action.

In a conflict situation or in communication with difficult person should use an approach that more appropriate to the specific circumstances and in which the manager would feel most comfortable. The best adviser in choosing the optimal approach to conflict resolution is life experience and the desire not to complicate the situation and not bring the person to stress. You can, for example, reach a compromise, adapt to the needs of another person (especially a partner or loved one); persistently pursue their true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; use a collaborative style to serve the most important interests of both parties. So the best way conflict resolution is a conscious choice of the optimal strategy of behavior, as well as the creation of mutual trust and cooperation. This can be facilitated by the manifestation of trust in the subordinate through the willingness to open the desire for agreement and mutual understanding, unwillingness to use the weak and vulnerable places of the subordinate.

The purpose of the study: to consider the behavior of a manager with subordinates in a conflict situation and conflict management.

Object of study: management activities.

Subject of research: strategies and styles of conflict interaction.

Research objectives:

To study various approaches to the strategy of conflict interaction;

To study the behavior styles of a manager in a conflict situation between subordinates;

Analyze the relationships in the group for fruitful work.

Research methods: study and analysis of scientific literature on the problem of strategy and styles of conflict interaction.

The practical significance of this work is due to the fact that its materials can be used by managers various enterprises when resolving and managing conflict situations between subordinates.

Research structure: the work consists of an introduction, two chapters, a conclusion and a bibliography.
...

Chapter 1. Theoretical aspects studying conflict interaction... 6

1.1. Ways to resolve conflicts... 6

Chapter 2 Conflict Management... 8

2.1. Causes of conflicts and conflict management... 8

2.2. Structural Methods and Interpersonal Styles of Conflict Resolution... 12

Conclusion... 18

Based on the analysis of scientific literature, it was revealed that researchers have different points of view about conflict management, strategies and styles of conflict interaction, and ways to resolve conflicts. It was put forward that in order to resolve a conflict, it is important to have different approaches at your disposal, be able to use them flexibly, go beyond the usual patterns and be sensitive to opportunities and act and think in a new way. At the same time, conflict can be used as a source of life experience, self-education and self-education.

It has been proven that every manager must have the ability to effectively resolve disputes and disagreements so that the fabric of social life does not tear with every conflict, but, on the contrary, grows stronger due to the growth of the ability to find and develop common interests. The main styles of behavior of a manager in a conflict situation between subordinates include: determination by the parties of the desire to positively resolve the conflict situation; support and maintaining in balance the power relations that have developed in this situation; a solution to the problem is possible only after a thorough study of specific complaints and opinions of both parties; providing conditions conducive to the development of openness; ensuring reliable communication.

Conflicts can also be turned into beautiful educational material if later the manager takes the time to remember what led to the conflict and what happened in the conflict situation. Then you can learn more about yourself, about the people involved in the conflict, or about the surrounding circumstances that contributed to the conflict. This knowledge will help correct solution in the future and avoid conflict.

As a result, it was revealed that for fruitful work in a group, cooperation is necessary, and not competition between group members. It is very important for a manager to take into account the personal properties of a person, which always manifest themselves more clearly in an unusual, non-standard environment, which naturally affects interpersonal relationships.
...

Bibliography... 20

1. Albastova L. N. Technologies effective management, 2001.
2. Antsinova D. Ya., Shapilov A. I. Conflictology, 2003.
3. Antsupov A-ya., Shipilov d "I. Conflictology. Textbook. Unity, 2002.
4. Borodkin F.M., Koryak P.M. Attention: Conflict. - Novosibirsk, 2000.
5. Boulanger M. Development of personnel at the enterprise, 2001.
6. Vesnin V. R. Fundamentals of management - Moscow 2000.
7. Voikunsky D. I say, we say: Essays on human communication. - M: Progress, 2003.
8. Gerasimov B. N., Chumak V. G., Yakovleva N. G. Personnel management - Rostov - On - Don, 2004.
9. Karmin A.S. Conflictology. Textbook. - Peter, 2002.
10. N.I. Leonov. Conflicts and conflict behavior. Study Methods: Study Guide
-2005 year

Price: 10 points

Course work

Topic: Managing behavior in conflict situations

Introduction

1. Theoretical basis conflict management

1.1 Definition and characterization of conflict

1.2 Conflict as a process

1.3 Types of conflicts

2. Ways and methods of behavior in conflict situations

2.1 Characteristics of role conflicts

2.2 Styles and strategies of behavior in conflict

2.3 Conflict resolution methods

2.4 Behavior and actions of the leader in conflict situations

Conclusion

The causes of the conflict are not always amenable to logical reconstruction, because they may include an irrational component, and external manifestations often do not give an idea of their true nature. The reasons that underlie any conflict can be organizational, industrial and interpersonal.

Organizational conflicts arise due to a mismatch between formal organizational principles and the actual behavior of members of the organization. For example, an employee for some reason does not fulfill the requirements imposed on him by the organization (poorly performs his duties, violates labor discipline, etc.).

Organizational conflict can also arise as a result of poor quality job descriptions(when the requirements for the employee are contradictory, non-specific), ill-conceived distribution of job responsibilities.

Industrial conflicts, as a rule, arise as a result of a low level of labor organization and management. The reasons for this kind of conflict can be obsolete equipment, poor work space, unreasonable production rates, lack of awareness of the manager on a particular issue and unskilled management decisions, low qualifications of workers, etc.

"Interpersonal conflicts mainly occur due to a mismatch of values, norms of behavior, attitudes, personal hostility towards each other, etc. These conflicts can occur both in the presence and in the absence of objective organizational or intra-production reasons, and also be a consequence of organizational or industrial conflict.In this case, disagreements on business basis turn into mutual personal hostility."

This kind of conflict can also manifest itself as a clash of personalities, when people with different personality traits, attitudes and values are unable to get along with each other. Such people work together poorly, spend a lot of time developing this conflict and defeating the enemy.

Organizational and industrial conflicts are more often constructive in nature and cease as soon as the problem that caused the clash of the parties is resolved. Interpersonal conflict, as a rule, takes a more severe form of flow and is more protracted.

In management theory, there are also the following types of conflicts: intrapersonal, interpersonal, between an individual and a group, and intergroup.

“Intrapersonal conflict is a kind of conflict, which, as it were, does not correspond to the definition of conflict given above. But if an employee receives contradictory or mutually exclusive tasks, then he has an internal conflict.

There are other forms of intrapersonal conflict. For example, it may arise in a situation where the goal or the means of achieving it conflict with the values or certain moral principles of the individual. In this case, the achievement of the goal, the satisfaction of a significant need is accompanied by negative experiences, remorse. In general, with an intrapersonal conflict, a person is characterized by mental stress, emotional dissatisfaction, a split personality (struggle of motives), etc. The experienced painful emotional state, irritability form the basis for an emotional explosion, the reason for which can be any trifle. intrapersonal conflict often a harbinger of interpersonal conflict.

"The conflict between the individual and the group includes conflicts between the leader and the group, a member of the group and the group. Analyzing such a conflict, it is necessary to take into account the specifics of the group as an adversary in the conflict."

Examples of situations in which this type of conflict arises may be the following: the leader comes to the unit from outside or takes the leadership of an already established team. In these cases, conflict can arise for various reasons:

a) if the team has reached a high level of development, and the newly appointed leader does not correspond to this level;

c) if the style and methods of management of the new leader differ sharply from the methods of work of the former leader.

Conflict can arise between an individual and a group if that individual takes a position that differs from that of the group. As you know, informal groups control the behavior of their members and require them to comply with the norms and rules adopted in the group, violation of these rules can lead to conflict,

"Intergroup conflict can have a very detrimental effect on the results of the organization's activities, cause great damage to the company, since representatives of structural divisions, departments, managers different levels, creative groups, etc. These opposing groups may number significant amount people, and the activities of the organization as a result of the conflict can be paralyzed.

A striking example of intergroup conflict is the conflict between the trade union and the administration.

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

The question of the causes of the conflict is one of the most important and complex, because often main reason secondary conflicts are layered, and it is not easy to sort out the problem.

You always need to look for genuine, deep causes and not confuse them with an external cause for conflict. Positive conflict resolution involves finding out what the parties to the conflict want and want.

The main types of intrapersonal conflict: motivational, moral, conflict of unfulfilled desire, role-playing, adaptation and conflict of inadequate self-esteem.

Of these, the most common form of role conflict is 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 and values.

Summing up, we can say that in communication with people and in business contacts, hidden or obvious conflicts may arise due to a misunderstanding of the true motives of behavior. In contacts with people it is necessary to show tolerance, restraint. Very often, the motives of behavior are not at all those that can be attributed. Arrogance and arrogance can hide timidity and shyness, vulnerability. Fear and anxiety can masquerade as anger and anger. Bad mood can be explained by fatigue. If there is a conflict in the team, you should not leave it. It is very important to be able not to translate a conflict situation into a conflict, since force is usually associated with emotional experiences. If the conflict situation has already developed into a conflict, then it is very important to work with the emotional mood of the participants. The ability to resolve conflicts depends on the ability to transform the mutual representation of participants from enemies to partners. The inability to defuse a conflict situation, to understand mistakes and miscalculations can cause constant tension. It must be remembered that the conflict must be skillfully managed before it becomes so strong that it acquires destructive properties. 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 wrong has happened in communications between people or some significant disagreement has appeared. Many people do not have specific conflict management skills and need guidance and appropriate practice. In the order of the main recommendations regarding behavior in conflict conditions, one can point to such guidelines as:

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. Virtually nothing but intuition can help a person. It is necessary to analyze conflict situations, the motives of one's behavior, if one tries to understand what is really a "matter of life and death", and what is just one's own ambitions, and learn to discard the insignificant.

Inner calm. This is such a principle of attitude to life, which does not exclude the vigor and activity of a person. On the contrary, it allows you to become even more active, to react sensitively to the slightest shades of events and problems, without losing your composure even at critical moments. Inner peace is 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, which means 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 differently, depending on the 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, perhaps everything will seem different. It is important to be able to evaluate, compare, connect different positions;

Readiness for any surprises, the absence (or containment) of a biased line of behavior allows you to quickly reorganize, respond promptly and adequately to a changing situation;

Perception of reality as it is, and not as a person would like to see it. This principle is closely related to the previous one, following it contributes to the preservation of mental stability even in cases where everything seems to be devoid of internal logic and meaning;

The desire to go beyond the problematic 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 occur 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;

The ability to extract experience from everything that happens, i.e. "learn from mistakes", and not only from your own. This skill - to consider the causes of past mistakes and failures - helps to avoid new ones.

In doing so, you should always remember: Do not expand the conflict zone; Offer positive solutions; Do not use categorical forms; Reduce the number of claims; Sacrifice the secondary; Avoid insults.

1) Ashirov D.A. Organizational behavior: - M.: Prospekt, 2006. - 360 p.

2) Ashirov D.A. Personnel Management. - M.: Prospekt, 2007. - 432 p.

3) Bukhalkov M.I., Personnel management at the enterprise. - M.: Exam, 2005. - 320 p.

4) Vershigora E.E. Management. - M.: INFRA-M, 2003. - 364 p.

5) Vesnin V.R. Management. - M .: Prospect, 2007. - 512 p.

6) Galenko V.P., Rakhmanov A.I., Strakhova O.A., Management. - St. Petersburg: Peter, 2003. - 229 p.

7) Glukhov V.V. Management. - St. Petersburg: Peter, 2007. - 608 p.

The psychological essence of the conflict, its main features.

Under conflict is understood as the most acute way of resolving significant contradictions that arise in the process of social interaction, which consists in the opposition of the subjects of the conflict and is usually accompanied by negative emotions and feelings experienced by them in relation to each other.

Prerequisites for conflicts are: lack of communication skills, mismatch of views on events taking place in the organization, the desire to dominate without any reason, a person's demonstration of selfishness and arrogance, emotional restraint, the use of brute force, etc.

The conflict has the following essential properties:

the presence of a contradiction between interests, values, needs, goals, views, motives;

opposition, confrontation between the subjects of the conflict, the desire to inflict material or moral damage to the opponent by any means;

negative emotions and feelings towards each other.

Depending on the characteristics of the conflicting parties, it is customary to distinguish:

intrapersonal conflict - a clash between approximately equal in strength, but oppositely directed interests, needs, inclinations of one person.

interpersonal conflict - two or more members of the same group pursue incompatible goals and realize conflicting values, or simultaneously strive to achieve the same goal in a conflict struggle, which can only be achieved by one of the parties (one of the most common types of conflicts). Many managers believe that the only reason for it is the dissimilarity of characters. However, such conflicts are based not only on subjective, but, above all, on objective reasons;

between the individual and the group - a clash of conflicting interests, needs, values, goals between an individual and a group of people. In foreign trade organizations, examples of such conflicts can be conflicts between the head of a department and a team, between an ordinary employee and a team, between a leader and a microgroup;

intergroup conflict when the conflicting parties are social groups(firms, organizations) pursuing incompatible goals and hindering each other in their implementation. The organization consists of many formal and informal groups, within which and between which conflicts can arise (for example, between the administration and the trade union of the organization, between employees of various departments, etc.).

The classification of conflicts according to the last two criteria may look like this:

Realistic (subject)	Caused by dissatisfaction with certain requirements of the participants in the conflict and aimed at achieving a specific result
	Functional (constructive)	Dysfunctional (destructive)
	Contribute to the adoption of informed decisions, the achievement of goals, the development of relationships	They impede the adoption of informed decisions, the achievement of goals, the development of relationships
Unrealistic (pointless)		The goal is an open expression of accumulated negative emotions. Such conflict is not a means to an end, but an end in itself.

The following can be added to the signs of conflict classification:

the scope of the conflict (local or broad);

duration of the course (short-term or protracted);

the force of influence on the participants in the conflict (affecting the role status of the individual or not affecting the fundamental interests of the individual);

consequences (positive or negative).

Behavioral styles of a manager in conditions of interpersonal conflict: ignoring, adapting, rivalry, cooperation, compromise.

There are the following five typical styles of human behavior in conflict:

Rivalry as the desire to achieve the satisfaction of one's own interests at the expense of another.

fixture, meaning sacrificing one's interests for the sake of maintaining good relations and tranquility.

Compromise as reaching an agreement through mutual and approximately equal concessions.

Avoidance, which is characterized by both the lack of desire to satisfy the interests of the partner, and the lack of a tendency to achieve their own goals.

Cooperation when the parties to the conflict come together to a solution to the contradiction that satisfies both sides.

Rivalry appropriate when:

the outcome of the conflict is very important to you, and you rely on your own solution to the problem that has arisen;

you need to make a decision quickly, and you have enough power to do so;

You are in a critical situation that requires an immediate response;

if it is necessary to put things in order for the sake of the general welfare.

the tension is too great and you feel the need to reduce its intensity;

You need to buy time to get Additional information or get support

the outcome is not very important for you, the subject of the conflict is not related to your main goals and interests;

time is needed to restore calm and create conditions for a cold-blooded, balanced assessment of the situation.

Compromise should be chosen if:

you need to make an urgent decision, but you are experiencing an acute shortage of time and information;

You may be satisfied with a temporary solution;

other ways of solving the problem turned out to be ineffective;

there are convincing arguments on both sides in favor of mutually exclusive positions;

the decision is not of fundamental importance to you, and you can revise the original goals without significant losses;

The compromise strategy is characterized by accepting the point of view of the other side, but only to a certain extent. The search for an acceptable solution is carried out through mutual concessions.

The ability of one party to compromise in conflict situations is highly valued by the opponent, as it reduces hostility in relations and allows relatively quickly to overcome the conflict. But after some time, the dysfunctional consequences of a compromise solution often appear, for example, dissatisfaction with a “half-way” solution. In addition, a conflict in a somewhat modified form may arise again, because the problem that gave rise to it has not been fully resolved.

fixture has a "right to life" if:

You are not interested or concerned about what happened;

the conflict will resolve itself precisely due to the fact that the parties continue to maintain friendly relations;

confrontation over minor disagreements introduces undue stress on the relationship of the parties;

You understand that the outcome of the conflict is much more important for the other person than for you.

Thus, adaptation (compliance) implies a person's refusal of his own interests, the readiness to sacrifice them to another, to meet him halfway.

Cooperation possible when:

Your and their proposals are extremely important and cannot be compromised;

the parties involved in the conflict have equal powers or are oriented towards equals to seek a solution to the conflict situation;

you have a close, long-term and interdependent relationship with the other party;

it is absolutely necessary to bring together the views of the parties that have different approaches to solving the problem;

You and the other side are able to listen to each other and work together to resolve the conflict.

The one who relies on cooperation in resolving the conflict does not try to achieve his goal at the expense of others, but seeks a solution to the problem. Briefly, the setting for cooperation is usually formulated as follows: "It's not you against me, but we are together against the problem." The manager should consider the cooperation strategy as the main one, since it is this strategy that most often makes the conflict functional, constructive.

Factors influencing the choice of the appropriate style of behavior by the manager.

On the one hand, it is advisable to know what form of behavior in a conflict situation your colleagues, subordinates, friends are oriented to a greater extent; on the other hand, based on a specific conflict situation, it is necessary to choose the most suitable option own behavior in conflict.

___________________________

*(for reference)

The sequence of actions of a manager in resolving a conflict in which he is one of its participants. Necessary:

a) be clearly aware of the need and possibility of a non-conflict resolution of the existing contradiction.

b) minimize their own negative emotions associated with the conflict;

c) deeply and impartially assess what actually caused and develops the conflict.

d) think over several options for resolving the main contradiction.

e) choose a criterion for the validity of a decision.

f) minimize the negative emotions of the opponent in relation to the manager.

g) have an open conversation.

Thematic materials: