business development for executives
30.11.2021
Author: Academy-of-capital.ru
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From this material you will learn:
- The essence of the conflict management process
- 5 main reasons for conflicts in an organization
- 4 types of possible conflicts
- 5 styles of behavior of parties in a conflict situation
- 5 groups of management conflict management methods
- 4 main principles of successful conflict resolution
- 7 stages of conflict management
- 5 Tips for Conflict Management
- Necessary skills for successful problem solving
Skillful conflict management in an organization allows you to avoid many problems, both personal and general. This skill does not allow the company’s work to stall, and sometimes even significantly spurs the enthusiasm of employees, that is, it serves as a kind of engine of progress.
However, all this is possible only if you understand well what exactly should be done in a particular case. That is, managers must be well versed in theory: know the basic principles of successful conflict resolution, choose methods appropriate to the situation, and have certain personal qualities.
The essence of the conflict management process
Conflict management is an activity aimed at resolving disputes and eliminating differences between parties defending different points of view. The ultimate goal of such activity is the complete resolution of the conflict, that is, the achievement of mutual agreement. Each party should come out of the situation with a feeling of satisfaction and benefit that they received for themselves.
Conflicts can have different types of functionality. These can be heated but constructive dialogues between subjects, contributing to the solution of important social problems, or destructive disputes leading to the destruction of the social system. Therefore, the dynamics of conflicts are usually regulated by subjects of social management, whose actions are determined based on their own interests.
The main goal of conflict management is to prevent destructive situations.
It is important to see the possibilities of conflict management in an organization from the point of view of internal and external positions. The internal position involves managing the behavior of the person involved in the conflict and is based on the possibility of using psychological approaches. The external position represents the organizational and technological aspect of this process, in which both the manager responsible for the implementation of the goals and the employee performing official duties are considered as subjects of management.
A conflict is a signal of a failure that arose in the communication process. Poor conflict management can make the situation worse. Therefore, it is necessary to defuse it as quickly as possible, trying to avoid mistakes and miscalculations that could cause an increase in tension.
Let's consider some methods of conflict resolution, as well as a general algorithm for influencing a conflict situation and recommendations regarding behavior in conflict conditions.
Conflict Management Techniques
There are many methods of conflict management. They can be divided into 5 large groups, each of which has its own area of application:
— Intrapersonal; — Structural; — Interpersonal; - Negotiation; — Retaliatory aggressive actions.
Intrapersonal methods
They influence an individual and consist in the correct organization of one’s own behavior, the ability to express one’s point of view without causing a defensive reaction on the part of the opponent. The method of conveying to another person one or another attitude towards a certain subject without accusations or demands, but so that the other person changes his attitude (the so-called “I-statement” method) is often used. This method allows a person to defend his position without turning his opponent into an opponent. “I-statement” is especially effective when a person is angry or dissatisfied. It allows you to express your opinion about the current situation and express fundamental principles. This method is especially useful when a person wants to convey something to another, but does not want him to perceive it negatively and go on the attack.
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Structural methods
They mainly affect participants in organizational conflicts that arise due to incorrect distribution of functions, rights and responsibilities, poor work organization, unfair system of motivation and incentives for workers, etc. These methods include:
Clarification of job requirements . It is one of the effective methods of preventing and resolving conflicts. Each employee must clearly understand what his duties, responsibilities, and 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 across management levels.
Use of coordination mechanisms . It consists of involving structural units of the organization or officials who, if necessary, can intervene in the conflict and help resolve controversial issues 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 an organization. If employees have disagreements on some 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 carry out the decisions of their leader.
Developing or clarifying organization-wide goals . Allows you to unite the efforts of all employees of the organization and direct them to achieve the set goals.
Creation of reasonable reward systems . It can also be used to manage a conflict situation, since fair rewards have a positive effect on people’s behavior and help avoid destructive conflicts. It is important that the reward system does not reward negative behavior by individuals or groups.
Interpersonal methods
It is assumed that when a conflict situation is created or the conflict itself begins to unfold, its participants need to choose the form and 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), avoidance, confrontation, cooperation and compromise, attention should be paid to coercion and problem solving.
Coercion . It 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. A person who uses 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, creating a greater likelihood that some important factors will not be taken into account, since only one point of view is presented. This style may cause resentment, especially among the younger and more educated part of the staff.
Solution . It means recognizing differences of opinion and being willing to listen to other points of view in order to understand the causes of the conflict and find a path 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 for overcoming a conflict situation. In complex situations where diversity of thought and accurate information are essential to sound decision making, conflicting opinions must be encouraged and the situation managed using a problem-solving style.
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Negotiation
As a method of conflict resolution, they represent 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; — Absence of significant differences in the capabilities of the parties to the conflict; — Correspondence of the stage of development of the conflict to the possibilities of negotiations; — Participation in negotiations between parties making decisions in the current situation.
Aggressive responses
Methods that are extremely undesirable for overcoming conflict situations. The use of these methods leads to resolving a 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.
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Algorithm for influencing a conflict situation
1. Recognize the existence of a conflict , i.e. the presence of opposing goals and methods among opponents, to identify the participants in the conflict themselves. In practice, these issues are not so easy to resolve; it can be difficult to admit and say out loud that you are in a state of conflict with an employee on some issue. Sometimes the conflict has existed for a long time, people suffer, but there is no open recognition of it; Each chooses their own form of behavior in relation to the other, but there is no joint discussion and search for a way out of the current situation.
2. Determine the possibility of negotiations . After recognizing the existence of a 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 the negotiation procedure : determine where, when and how negotiations will begin, i.e. stipulate the timing, place, procedure for conducting negotiations, and the start time of the joint discussion.
4. Identify the range of issues that constitute the subject of the conflict . The problem is to determine what is in conflict and what is not. At this stage, joint ways to solve the problem are developed, the positions of the parties are clarified, points of greatest disagreement and points of possible rapprochement of positions are determined.
5. Develop solution options . The conflicting parties offer several possible solutions, calculating the costs for each of them, taking into account the possible consequences.
6. Make an agreed decision . As a result of mutual discussion of possible solutions, the parties come to a common decision, which should be presented in the form of a communiqué, resolution, cooperation agreement, etc. Sometimes, in particularly complex or important cases, documents can be drawn up and adopted at the end of each stage of negotiations.
7. Implement the decision made in practice . The conflicting parties must think through how to organize the implementation of the decision made, determine the tasks of each of the conflicting parties in implementing the results of the negotiations, recording them in an agreed upon decision. The inability to defuse a conflict situation and 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 location and support of the other, they need someone to share their beliefs.
A conflict is a signal that something went wrong in communications or that some significant disagreements have arisen.
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3.6. Control over the procedure for moving towards conflict resolution
Among other things, the success of the mediator is influenced by the structure of the conflict management process, i.e. the degree of change in the nature of the confrontation between the parties. The process, as experience shows, can easily take the form of cyclically repeating discussions of the same issues.
In these cases, the quality of the intermediary’s performance of such management functions as control plays a special role. In this role, the mediator, as a manager, within the framework of his powers, must create conditions for constant progress in the negotiations.
Learn to manage any conflicts by studying the course “Conflictology”:
Conflictology: practical interactive multimedia distance course
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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;
3.5. Defining procedures for reaching a compromise
An important task of the mediator is to clearly define, explain, justify and indicate the procedures that the parties must follow. Clarity in defining the roles and work algorithms of the parties creates a calm environment necessary for continued work, while uncertainty, indecision and ambiguity cause confusion and mistrust.
Often the parties feel disoriented and under pressure. If the mediator is not able to regulate the interaction of the parties, then a hostile atmosphere easily arises, which makes it impossible to constructively discuss anything and calls into question the feasibility of negotiations.
