Conflict Management. All people have conflicts. And that's a fact. Any interaction between individuals entails the formation of contradictions that result in clashes. Conflict management reduces the negative impact of confrontations and resolves seemingly irreconcilable differences. Conflict management in a team should be considered from two sides: internal (individual) and external. The individual aspect includes managing one's own behavioral reactions during an adversarial interaction. It is psychological in nature. The external side of conflict management reflects the organizational and technical aspects of the management process. In this case, the subject of management can be a manager or an ordinary employee.
Introduction
Conflict management is a process of purposeful influence on the organization’s personnel in order to eliminate the causes of the conflict and bring the behavior of the parties to the conflict in accordance with established norms.
There are many methods of conflict management. They can be divided into several groups, each of which has its own area of application:
intrapersonal;
structural;
interpersonal; conversations;
aggressive retaliation.
Intrapersonal methods influence an individual and consist in the correct organization of his own behavior, the ability to express his point of view without causing a defensive reaction on the part of his opponent. Often the method is used to convey to another person this or that attitude towards a particular subject, without accusations or demands, but so that the other person changes his attitude (the so-called “I say” 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 and dissatisfied. This allows you to express your opinion about the current situation and express fundamental points. 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.
The purpose of this work is to consider methods of conflict management.
Psychological parameters of conflict
Conflict as a complex psychological and social phenomenon can be characterized by many parameters, the most important of which are its essence, composition, causes and dynamics.
Finished works on a similar topic
Coursework Psychology of Conflict Management 450 ₽ Essay Psychology of Conflict Management 280 ₽ Examination Psychology of Conflict Management 240 ₽
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The parties to the conflict are subjects of social interaction who are in a conflict situation or who explicitly or implicitly support the conflicting parties.
The subject of the conflict can be what causes it.
The image of a conflict situation is a reflection of the subject of the conflict in the minds of the subjects during conflict interaction.
The motives of the conflict can be internal driving forces that push the subjects of social interaction towards a conflict situation. A motive can be expressed as a need, interest, goal, ideal, belief, etc.
The position of the conflicting party is what it declares to the opposite party during the conflict or during the negotiation process.
Features of conflict management
Conflict management has specific impacts:
— eliminating the causes of conflicts;
— correction of the behavior of participants in the conflict. ;
— maintain the required level of conflict without going beyond controlled limits.
Experts have given many recommendations on various aspects of people's behavior in conflict situations, the selection of appropriate behavioral strategies and means of conflict resolution, as well as their management.
Let us first consider a person’s behavior in a conflict situation from the point of view of its compliance with psychological norms. It is believed that constructive conflict resolution depends on the following factors:
— adequacy of the perception of the conflict, that is, a fairly accurate assessment, not distorted by personal prejudices of actions and intentions, both of the enemy and one’s own;
— openness and effectiveness of communication, readiness for a thorough discussion of problems, when participants honestly express their understanding of what is happening and how to get out of a conflict situation,
- create an atmosphere of mutual trust and cooperation.
It is also useful for a leader to know what character traits and behavioral characteristics of a person are characteristic of a conflicting personality. Summarizing the research of various scientists, we can say that these qualities include the following:
- inadequate self-esteem of one’s capabilities and abilities, which may be exaggerated or underestimated. In both cases, this may contradict the adequate assessment of others, and the ground is ready for a conflict to arise;
- the desire to master all means where possible and impossible;
- conservatism of thinking, views, beliefs, reluctance to overcome outdated traditions.;
- an excess of integrity and righteousness in statements and judgments, the desire to speak the truth to your face at all costs;
- a specific set of emotional personality traits: anxiety, aggressiveness, stubbornness, irritability.
How does a leader with a “conflict personality” behave? There is only one remedy - “pick up the key”. To do this, try to see in him a friend and the best characteristics (qualities) of his personality, since he will no longer be able to change either his system of views and values, or his psychological and nervous characteristics. If they were unable to “pick up the key,” then there is only one remedy left - to transfer such a person to the category of spontaneous actions.
Therefore, in a conflict situation or when dealing with a difficult person, you should take an approach that is more appropriate to the specific circumstances and in which you can feel more comfortable. The best advisers for choosing the optimal approach to resolving a conflict are life experience and the desire not to complicate the situation and not bring a person to stress. You can, for example, achieve commitment by adapting to the needs of another person (especially a partner or loved one); persistently demonstrate your true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; Use a collaborative style to satisfy the most important interests of both parties. Therefore, the best way to resolve a conflict situation is to consciously choose the optimal strategy of behavior.
How to effectively resolve conflict?
A simple way is to completely ignore the situation and deal with the very issue that gave rise to the conflict. In this case, the decision is made according to the following parameters:
- translate the controversial issue into the category of goals}
- determine a solution that suits all parties}
- look at the problem narrowly, the personal qualities of the parties have nothing to do with the matter}
- ensure intensive exchange of information and mutual influence of the conflicting parties}
- create positive relationships and attention to all opinions.
Management of existing conflicts is carried out through various techniques developed by professionals in this matter. And even they emphasize how many significant factors of conflict that cannot be influenced. This may include the views, motives and needs of both the group and the individual. The aggravating effect is brought by superimposed stereotypes of behavior, biases or prejudices - all of which can greatly slow down the work or completely reduce the results of the work of experienced conflict management professionals.
2.1. Intrapersonal methods
Intrapersonal methods of conflict management consist in the ability to correctly organize one’s own behavior, express one’s point of view so that it does not cause a negative reaction or a psychological need to defend oneself from others. For example, when you come to work in the morning, you find that someone has moved everything on your desk. You want this to not happen again, but you also don’t want to ruin your relationship with your employees. You state, “When papers move around on my desk, it really bothers me. I would like to find everything in the future as I leave it before I go." By being clear about why those around you are irritated by these actions, you help them understand you, and when you speak up without attacking them, this reaction can encourage others to change their behavior.
2.3. Interpersonal methods (management styles)
Interpersonal methods of conflict management are methods in which at least two parties participate and each party chooses a form of behavior to preserve its interests, taking into account possible interaction with the opponent. K. W. Thomas and R. H. Kilmain developed basic strategies of behavior that are most appropriate in a conflict situation. They point out that there are five main styles of conflict behavior: adaptation, commitment, cooperation, avoidance, rivalry, or competition. The style of behavior in a particular conflict, they note, is determined by how much you want to satisfy your own interests, acting passively or actively, and the interests of the other party, acting jointly or individually.
Recommendations are given on the most appropriate use of a particular style, depending on the specific situation and the nature of the person’s personality.
The style of rivalry and rivalry can be used by a person who has a strong will, sufficient authority, power, who is not very interested in cooperation with the other side and seeks to satisfy first of all his own interests. It can be used if:
- the outcome of the conflict is very important to you, and you place a big bet on your solution to the problem that has arisen;
- you have enough power and authority, and it seems obvious to you that the solution you propose is the best;
- you feel that you have no choice and have nothing to lose;
- you must make an unpopular decision, and you have enough authority to choose this step;
— interact with subordinates who prefer an authoritarian style.
We decide and manage
In the event that conflicts that arise are not managed or managed ineffectively, the consequences will be dysfunctional, interfering with the achievement of the organization's goals. These include an increase in personnel turnover, a decrease in productivity, a shift in goals and emphasis - the main thing is winning the confrontation, and not resolving production issues.
All methods of managing conflicts that have arisen can be grouped into two blocks: structural methods and interpersonal methods of resolution.
Regardless of the method chosen, the conflict that has arisen must be analyzed to identify the real reasons, which may have nothing to do with what caused the controversial situation, and only then take adequate measures.
2.4. Personal receptions
This group focuses on the leader's ability to actively confront conflict, which means the following:
- the use of force, rewards and punishment directly against the parties to the conflict;
— changing the conflict motivation of employees by influencing their needs and interests using administrative methods;
— persuasion of the parties to the conflict;
— changing the composition of the participants in the conflict and the system of their interaction by moving people within the organization, dismissal or introduction into voluntary guardianship;
— the supervisor’s entry into the conflict as an expert or arbiter and the search for an agreement through joint negotiations;
Alternative dispute resolution methods
Resolving a conflict situation through litigation is far from ideal - the legal system is heavy and cumbersome, expensive and time-consuming. The result does not bring mutual reconciliation and does not take into account the interests of both parties.
That is why an alternative solution is becoming increasingly popular. This is a technique for resolving a situation through negotiations - it includes friendly, arbitration, arbitration and other courts, which are based on mediation.
Mediation as a method of conflict resolution is the settlement of disagreements with the help of a neutral mediator. This technique has proven itself well, since an independent mediator works to find a solution acceptable to all parties to the conflict, and not to clarify the question of who is right and who is wrong.
Conflict management involves the use of knowledge, skills, methods and methods to keep the confrontation of interests that has arisen at a level that is safe for all types of relationships, as well as the subsequent resolution of the problem taking into account the interests of all parties involved.
2.5. Negotiation
Of all the ways to overcome confrontation between the parties, negotiations between them are the most effective. They are characterized by the fact that the parties try to achieve at least part of what they want and take on certain obligations. In order for negotiations to be possible, certain conditions must be met:
— interdependence of the parties to the conflict;
— lack of significant differences in power among the subjects of the conflict;
— correspondence of the stage of development of the conflict to the possibilities of negotiations;
— participation in negotiations of those parties who can actually make decisions in the current situation.
Properly organized negotiations go through several stages:
1) preparation for the start of negotiations. Before starting negotiations, it is necessary to diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the balance of power, clearly formulate your goal and possible results of participation in the negotiations, resolve procedural issues: Where is the best place to negotiate, what kind of situation is expected, is good relations with the enemy important? in future. According to many researchers, the success of all activities depends 50% on this correctly organized stage, and the lack of information leads to suspicion and mistrust of the participants, that is, to a deepening of the conflict;
2) initial choice of position (official statements of the negotiators). This stage allows you to show your opponents that you know their interests and take them into account, determine the field of maneuver and try to leave as much space for them as possible. There are several possible tactics for starting negotiations:
- you can be aggressive in order to put pressure on your opponent, to suppress him;
— successful negotiations contribute to the establishment of relaxed personal relationships, the creation of a friendly atmosphere, and the demonstration of interdependence;
- small concessions can be used to achieve a mutually beneficial compromise;
- obtaining a small advantage contributes to the provision of new facts and the use of manipulations;
— simplicity of the procedure is achieved by joint search for information;
3) search for a mutually acceptable solution, psychological struggle. At this stage, the parties test each other’s capabilities, trying in every possible way to seize the initiative. Opponents come up with facts that are beneficial only to them, and claim that they have all sorts of options. The goal of each participant is to maintain balance or a slight advantage. The mediator's task at this stage is to direct the negotiations towards finding specific proposals. In the event that negotiations begin to dramatically affect one of the parties, the mediator of the new party must find a way out of the situation;
4) completion of negotiations or exit from stagnation. There are already a significant number of different proposals and options for this stage, but agreement on them has not yet been reached. Time begins to run out, tension increases, and some decision needs to be made. A few last-ditch concessions by both sides could have saved the whole thing. But here it is important that the parties to the conflict clearly remember which concessions do not affect the achievement of their main goal, and which ones nullify all previous work. The mediator, using the power given to him, resolves final disagreements and leads the parties to a compromise.
Humanity has accumulated vast experience in negotiations. In recent decades, a number of rules and procedures for their implementation have been defined. The parties to the negotiations, the direct participants, the topic, channels of mutual communication, and information are determined. It was noted that there are difficulties in establishing criteria for assessing both the progress and the results of the negotiations. In general, the behavior of the participants largely depends on the situation, as well as on their educational and cultural level, will and other personal characteristics.
The essence of conflict, the object and subject of conflictology. The main goals and objectives of conflictology.
Topic 1. Conflictology as a science
Plan:
Studying lecture notes (read carefully);
1. The essence of conflict, the object and subject of conflictology. The main goals and objectives of conflictology.
2. Dynamics of conflict
3. Classifications of conflicts
Tasks to determine the level of knowledge on the topic
1. Give answers to questions (briefly);
2. Solve situational problems.
3. Homework
The essence of conflict, the object and subject of conflictology. The main goals and objectives of conflictology.
Contradictions, conflicts, crises experienced by a person, on the one hand, are a source of development of the individual and society, on the other hand, the main cause of death.
Conflictology is the science of the patterns of occurrence, development and completion of conflicts, as well as their management, i.e. principles, methods and techniques for resolving them.
Conflict is one approach, as a clash of parties, opinions, forces, i.e. very widely. Another approach is to understand conflict as a collision of opposing goals, interests, positions, opinions or views of opponents or subjects of interaction.
Among the essential features of the conflict, the following stand out:
· Any contradiction;
· Opposition of its subjects;
· Experiencing negative emotions.
The totality of counteraction and experience of negative emotions is called social tension, which manifests itself at the level of relationships and interactions quantitatively (increasing the number of destabilizing factors and situations) and qualitatively (in the content of expectations and relationships between subjects).
The object of conflictology is conflicts in general.
The object of conflictology includes three types of conflicts : social, intrapersonal, and animal conflicts.
The subject is the main characteristics of conflicts, the patterns of their occurrence, development and completion.
The subject of conflictology
is an ideal model of conflict interaction, its theory, the basis of which is the conceptual apparatus with its central link - the category of conflict.
The object of conflictology
is social life itself, all the endless variety of real, “living” conflicts from childhood quarrels to world wars that fill the social life of the past and present.
Between the object and the subject of conflictology, like any other science, there is not only a relationship, but also a certain distance, which through the efforts of scientists can gradually be reduced, but can never be completely overcome due to the limited capabilities of human cognition. However, scientists constantly strive to ensure that their theoretical conclusions are as consistent as possible with objective reality. The achievement of these goals, as evidenced by the entire history of science, is largely determined by the tools and research methods used by scientists.
The main goals of conflictology are:
1. study of all conflicts that are the object of science, intensive development of conflict theory;
2. creation of a system of conflict management education in the country, promotion of conflict management knowledge in society;
3. organization in Russia of a system of practical work of conflictologists on forecasting, preventing and resolving conflicts;
To achieve the first goal - the development of methodology, theory, methods of conflict management - it is necessary to solve the following substantive and organizational tasks:
1. Overcoming the extreme disunity of private conflictology sciences, familiarizing conflictologists with all branches of conflictology and forming an independent science on this basis.
2. Conducting interdisciplinary conflict research.
3. The establishment of the scientific specialty “conflictology” in the Higher Attestation Commission of the Russian Federation, perhaps first as one of the specialties within the framework of psychology, sociology or political science.
4. Regular holding of scientific and scientific-practical conferences dedicated to methodological, theoretical and methodological problems of conflict management.
5. Creation of a systematic database of empirical data, including the results of situational analysis of real conflicts of all types.
6. Organization of the publication of the scientific journal “Problems of Conflictology”, broader reflection of fundamental problems of science in other periodicals devoted to conflicts.
7. Expansion of scientific contacts with the global community of conflictologists, publication in Russia of the most significant works of foreign authors in this field.
8. Creation of the Institute of Conflictology within the system of scientific institutes of the Russian Academy of Sciences on the basis of the Center for Conflictology Research, already operating since 1992.
The solution to the second goal - Creation of a system of conflict management education in the country, promotion of conflict management knowledge in society - can be achieved by solving the following tasks:
· expanding the list of educational specialties at universities for which the course “Fundamentals of Conflict Management” will be a mandatory academic discipline. Since any specialist, especially a manager, is constantly faced with conflicts, this course should be studied by graduates of all educational institutions;
· introduction of the course “Fundamentals of Conflict Management” in secondary specialized educational institutions, vocational schools, general secondary schools;
· introduction of the educational specialization “Conflictologist” within the framework of psychology, sociology, and political science. Subsequently, the introduction of an independent educational specialty;
· introduction of the academic discipline “Fundamentals of Conflict Management” in the system of advanced training for specialists in all sectors of the national economy, especially for managers;
· publication of textbooks and other educational literature on conflict management by the most famous foreign authors;
· publication of popular scientific works on conflictology, completed by psychologists, sociologists, political scientists, philosophers, lawyers, etc., who deal with the problem of conflict, i.e. based on an interdisciplinary principle.
The organization in Russia of a system of practical work of conflictologists on forecasting, preventing and resolving conflicts provides for the third goal of conflictology - solving the following main tasks:
· development of methods and technologies for assessing the risk of conflicts in the main spheres of life and activity of society;
· creation of separate groups and centers uniting conflictologists involved in practice in forecasting, preventing and resolving real conflicts;
· creation of the Association of Russian Conflictologists, the main task of which will be the development of applied, theoretical and methodological problems of conflictology;
· development of universal interdisciplinary methods for analyzing real conflicts and creating on this basis a database that allows one to evaluate current conflicts and compare them with similar completed ones.
The role of conflictology in the development of domestic society
In our country, for the first time, the problem of conflict is highlighted as an independent branch of knowledge. By the beginning of 1998 22 doctoral and 203 candidate dissertations have been defended in the country, more than 311 books have been published on the problem of conflicts in various fields of human activity.
The set of concepts of conflictology can be divided into the following groups:
1) the structure of the conflict,
2) dynamics of the conflict,
3) conflict resolution (conflict management),
4) typology of conflicts.
The combination of these concepts reveals both the object and the subject of the science of conflict. Let's consider these four groups of concepts.
The structure of any object is understood as the totality of its parts, elements and connections,
relationship between them, ensuring its integrity.
The main elements of conflict interaction are:
1) the object of the conflict,
2) participants in the conflict,
3) social environment, conflict conditions,
4) subjective perception of the conflict and its personal elements.
1 Object of conflict . Every conflict has its own reason; it arises over the need to satisfy some need. The value that is capable of satisfying this need and because of the mastery of which conflict arises is its object. The object of conflict can be material, social and spiritual values.
2 Participants in the conflict can be individuals, social groups, organizations, states, coalitions of states. The main participants in the conflict are the opposing parties or opponents. They form the core of the conflict. When at least one of the main parties withdraws from the confrontation, the conflict ends. Depending on the nature of these parties, conflicts can be divided into four
type:
1) intrapersonal
, in which one aspect of personality is opposed to another aspect of it; such is the conflict experienced by Shakespeare's Hamlet;
2) interpersonal
, in which one personality opposes another, as is the case in Gogol’s story “How Ivan Ivanovich and Ivan Nikiforovich Quarreled”;
3) personality
-
a group
, a vivid example of which is presented by Griboyedov in his play “Woe from Wit”;
4) and finally, conflict group
-
a group
, the bearers of which can be both small and large social entities, for example, nations, classes, states.
In addition to the main parties to the conflict, there may be other participants who play secondary roles in it. These roles can be both significant and insignificant, up to the roles of the so-called “people from the crowd.”
The roles of the parties to the conflict are not the same. They differ from both sociological and psychological points of view.
From a sociological
points of view, they can differ significantly in their social significance, strength, influence, which is especially clearly revealed when an individual collides with the state. Of course, in a conflict of this kind, the forces of the participants are far from equal, as evidenced by the tragic fates of the “dissidents” who actively opposed the Soviet state. According to their social significance, the roles of the participants in the conflict are arranged in the following order:
1)
individuals acting on their own behalf,
2)
followed by teams,
3)
social strata,
4)
state.
However, the significance and influence of the parties to the conflict do not always correspond to the indicated sequence. As history shows, the role of individuals not only in the life of individual organizations and groups, but also in the destinies of entire nations and states can be very great.
The role of individual participants in the conflict is not the same with psychological
points of view; in this regard, it can be sublime, even heroic, or it can also be base and unsightly. Each participant can be guided during the development of the confrontation by his own motives, goals, interests, values and attitudes.
Both the social significance of the participants and their goals and attitudes appear especially clearly only when the conflict reaches a high degree of development. It is at this time that the “moment of truth”
in the development of the conflict, it becomes clear who is who among its participants.
3 But in addition to the participants in the conflict, the totality of which constitutes its microenvironment, the macroenvironment, those specific historical socio-psychological conditions, also plays an important and sometimes decisive role in its development.
in which it is deployed.
The concept of social environment
defines the ground on which conflict arises and develops. This concept includes not only the immediate, but also the distant, broader environment of the conflicting parties, the large social groups to which they belong, national or class, as well as society as a whole.
4 But the nature of the conflict depends not only on the objective conditions in a given country, large or small group, but also on the subjective perception
or
the image of the conflict
that is created by individuals or groups acting in a given conflict situation.
This image or perception does not necessarily correspond to the true state of affairs, the actual situation. These images and perceptions of people can be of three
types:
1) ideas about themselves,
2) the perception of other participants in the conflict,
3) images of the external environment, large and small, in which the conflict unfolds.
It is these images, ideal pictures of a conflict situation, and not the objective reality itself, that are the direct basis for the behavior of conflictants.
Of course, in general, these images and pictures are generated by objective reality. However, as Immanuel Kant noted, our knowledge reflects not only objective nature, but also includes our own human nature as its integral part. Therefore, the relationship between our images, ideas and reality is very complex and not only never fully corresponds to it, but can also seriously diverge from it, which serves as another source of conflict.
It should be borne in mind that whatever our images, perceptions, ideas about the conflict situation, the conflict will not begin until they are realized in appropriate mutual actions.
The objective and subjective causes of the conflict, arising both on its near and distant approaches, as well as the composition of the participants, determine the set of possible courses of action and behavior of the parties. Since each action of one of the participants in the conflict causes a corresponding reaction, they influence each other and interact.
Determining the temporal, spatial and systemic boundaries of the conflict is an important prerequisite for successful regulation and prevention of its destructive outcome.
The maturation of the causes, the formation of the composition of the participants in the conflict, their interaction and one or another outcome of the conflict take time. Therefore, any real conflict is not a one-time act, but a process
often very long.
In this regard, the analysis of the conflict involves not only consideration of its structure and statics, but also the study of the dynamics, stages and phases of its development.
Dynamics of conflict
three can be distinguished
main
stages of conflict development :
1) latent stage (pre-conflict situation),
2) the stage of open conflict,
3) stage of conflict resolution (completion).
1 On hidden (latent)
stage, all the basic elements appear that form the structure of the conflict, its causes and main participants, i.e. there is a basic basis of prerequisites for conflict actions, in particular, a certain object of possible confrontation, the presence of two parties capable of simultaneously laying claim to this object, the awareness of one or both parties of the situation as a conflict.
At this “incubation” stage of conflict development, attempts may be made to resolve the issue amicably, for example, to cancel the order of disciplinary action, improve working conditions, etc. But in the absence of a positive reaction to these attempts, the conflict moves into the open stage.
2 A sign of the transition of the hidden (latent) stage of conflict to open is the transition of the parties to conflict behavior.
As noted above, conflict behavior represents the externally expressed actions of the parties. Their specificity as a special form of interaction is that they are aimed at blocking the enemy’s achievement of his goals and the implementation of their own goals.
Other signs of conflicting actions are:
• expansion of the number of participants;
• an increase in the number of problems that form a complex of causes of conflict, a transition from business problems to personal ones;
• a shift in the emotional coloring of the conflict towards the dark spectrum, negative feelings, such as hostility, hatred, etc.;
• increase in the degree of mental tension to the level of a stressful situation.
The entire set of actions of the participants in the conflict at its open stage is characterized by the terms escalation,
which is understood as the intensification of the struggle, the increase in the destructive actions of the parties against each other, creating new preconditions for a negative outcome of the conflict.
The consequences of escalation, which depend entirely on the position of the parties, especially the one that has greater resources and strength, can be of two types
species.
In case of incompatibility of the parties, the desire to destroy the other party, the consequences of the open stage of the conflict can be catastrophic, leading to the collapse of good relations or even to the destruction of one of the parties.
Conflict resolution
In another case, with the mutual desire of the parties to relieve the tension, mutual concessions, and restore cooperation, the conflict enters the stage of resolution and completion.
Theoretical support for practical resolution, regulation, and conflict is the most important goal of conflictology.
Various strategies, methods, techniques for managing conflict, narrowing its boundaries, and finding ground for agreement constitute the content of a special section of this textbook. Here we point out two
Possible ways to resolve the conflict:
1) transformation of the objective factors that gave rise to the conflict;
2) transformation of the subjective, psychological side, ideal images of the conflict situation formed by the parties.
However, the effectiveness of these methods may vary. Their use can lead to either complete or only partial resolution of the conflict.
Partial resolution
conflict is achieved when the external conflict behavior of the parties stops, but the internal, so-called cognitive and emotional sphere that gave rise to the conflict behavior has not yet been transformed. Thus, the conflict is resolved incompletely, only at the behavioral level, when, for example, administrative sanctions are applied to both parties to the conflict, but the objective cause of the conflict is not eliminated.
Full resolution
conflict is achieved only when both components of the conflict situation are transformed - both at the external and internal levels. Such a complete result is achieved, for example, when all fair demands of the conflicting party or both parties are satisfied by finding additional resources.
It should always be borne in mind that the most difficult task of conflict management at the resolution stage is the transformation of the subjective image, the ideal picture of the conflict situation among the conflicting parties. The problem of transforming existing values, motives and adopting new ones requires a high level of psychological training and experience in managing conflict situations from a manager or mediator.
It should also be noted that the conflict does not always go through all of the indicated stages: latent (hidden), open and resolving. Thus, an objectively existing conflict situation may not be noticed or understood by those whose interests it has infringed. Then, naturally, the conflict will not begin. A conflict will not begin even if, after its objective causes arise, they are immediately eliminated.
Exploring a variety of conflict prevention
at its early stages - another important task of conflictology; solutions.
Another group of concepts in the categorical apparatus of conflictology are concepts that define the main types of conflicts and their typology.
The need to classify conflicts is dictated by the research interests of deeper insight into their essence, as well as the practical needs of the most effective regulation of their various types. The classification depends on the criteria that are taken as its basis.
2.6. Personality methods of behavior management
Behavioral management is a system of measures for the formation of principles and norms of behavior of people in an organization, which allows you to achieve your goals within a certain time frame at reasonable costs. The organization, in accordance with its goals, strategy, organizational structure, specific features of its activities, selects specialists for specific roles, to perform specific functions and obtain the required results, for which it receives a certain reward. A person who has an idea of himself and his capabilities, taking into account his goals, enters into a relationship with an organization, striving to take a certain place in it, perform a certain job and receive a reward. The individual expects from the organization: a place in the social structure, specific interesting work, the desired reward.
