The concept of conflict in the organization. The causes and consequences of the conflict.

There are no conflict-free organizations. Moreover, the more active and dynamic an organization is, the more often it causes reasons for large and small conflicts. Therefore, to understand the origins of the conflict and to be able to manage its course and resolution is an integral part of the manager’s professionalism.

It is customary to distinguish between two main approaches to conflict. In the framework of the first approach, conflict is defined as a conflict of interests, contradiction, struggle, and opposition. The origins of this approach are proposed by the sociological school of T. Parsons, one of the leitmotifs of which is the harmonization of organizational structures. From the standpoint of the second approach (G. Simmel, L. Koder), the conflict is viewed as a process of developing interaction, which has a number of invaluable advantages in terms of the development of an organization.

For greater clarity, we give several definitions of the conflict. Conflict is the clash of opposing goals, interests, positions, opinions or views of two or more people.

Conflict - this is the interaction between the subjects, which is characterized by their confrontation on the basis of oppositely directed motives (needs, interests, goals, ideals, beliefs) or judgments (opinions, opinions, evaluations).

Conflict is the lack of agreement between two or more parties, which can be both specific individuals, groups, and organizations as a whole, and this disagreement between the parties leads to the fact that the conscious behavior of one of the parties conflicts with the interests of the other party.

A modern view of conflicts in an organization is not only possible, but may be desirable. Conflict helps to identify a variety of points of view, provides additional information, allows you to identify a greater number of alternatives, problems. This makes the decision-making process in the organization more efficient.

Thus, the conflict can be functional and lead to an increase in the effectiveness of the organization and dysfunctional, that is, it can lead to a decrease in the effectiveness of the organization, personal satisfaction, group collaboration. Destructive consequences arise when the conflict is at a very low or very high level. When the conflict is small, they try to ignore it and do not try to find ways to resolve it. Disagreement seems insignificant in order to encourage the parties to change their decision or the general decision. But a joint decision that does not take into account all positions is less effective in terms of its motivation.

The high level of conflict is accompanied by the development of the participants in stress. This leads to a decrease in morality and cohesion. Communication networks are destroyed, which leads to hiding information and making wrong decisions. The organization may die.

Functional conflicts occur when the level of conflict is sufficient to motivate people. Such conflicts arise on the basis of differences in goals, objectively determined by the work performed. The parties differently see the desired state of the controlled system in the future. The development of the conflict is accompanied by an active exchange of information, coordination of different positions and the desire to understand each other.

When discussing differences that can not be ignored, but also cannot be combined, a compromise solution is developed based on a creative approach to the problem.

Positive conflict features.

1. Discharge tensions between the parties.

2. Rallying the team in front of an external enemy. It is widely known that making friends is easier against someone.

3. Undoubtedly, an external enemy can help strengthen the consolidation of group members.

4. Obtaining new information about the opponent and the surrounding social environment.

5. More willing to cooperate in the future.

6. Removal of submissive syndrome in subordinates.

Rulemaking is the fixation of new rules for the relationship between the subjects of the conflict and the third forces, whose interests also figured in the course of it.

Creating new social institutions. The conflict is one of the " pioneers" of new organizations and activities. Most organizations arose in the process and as a result of the separation of groups of employees from the parent organization. It was the conflict that allowed them to unite and realize the difference between their interests and the interests of other employees and managers.

Negative conflict functions.

1. Large emotional and material costs of participation in the conflict.

2. Growing dissatisfaction, poor morale.

3. Decrease in labor productivity, increase in staff turnover.

4. The idea of ​ ​ the second side as an enemy.

5. Reduction of cooperation after the conflict.

6. Difficult restoration of business relations (“train” of conflict).

7. Strengthen the tendency towards authoritarian leadership.

The role of conflict in an organization depends on how effectively it is managed. To manage, you need to know the components of the conflict, their types, causes, the resolution process and methods of conflict resolution.

In a conflict, the following components can be distinguished:

1) the participants (opponents) with their different goals;

2) intermediary (may be absent);

3) the object (the subject of the conflict);

4) pre-conflict situation;

5) the incident;

6) conflicting actions of opponents;

7) the phase of the conflict;

8) measures to resolve the conflict;

9) the end of the conflict.

The question arises about the necessity and sufficiency of each of these components. So, participants are a necessary component, and the mediator is not always present. Pre-conflict situation can always be identified, even if it is short-term. It is believed that a conflict is a pre-conflict situation plus an incident. A pre-conflict situation can exist without going into the incident stage, but an incident cannot happen without a pre-conflict situation.

Currently, no single conflict classification has been created. The most common criterion for classifying organizational conflicts is scale. According to this criterion, intrapersonal, interpersonal, conflict between personality and group, intragroup and intergroup conflicts are distinguished.

An intrapersonal conflict is a clash within an individual of equal in strength but oppositely directed motives, needs, and interests. This is the conflict of choice between the two evils of the lesser. For example, an employee was entrusted with an urgent, interesting job, and at his home - a major overhaul and necessary leaving from work. The reasons for this conflict can be:

1) inconsistency of service requirements with personal needs, goals, values;

2) the presentation of contradictory requirements to the employee;

3) violation of the principle of unity of command;

4) overload or underload, resulting in dissatisfaction with work;

5) awareness of their failure.

Interpersonal conflict involves two or more people. This is the most common conflict. An example is the struggle of two leaders for the resources of an organization or the struggle between two applicants for an official promotion. The causes of conflict may be differences in goals, attitudes, values, character traits, behavior, methods of work.

The conflict between the individual and the group occurs for the following reasons:

1) the discrepancy between the norms of behavior adopted in the group and the norms of behavior that the employee adheres to;

2) incorrect distribution of duties;

3) different positions of the group and the individual in solving a problem;

4) change of leadership;

5) the emergence of an informal leader.

An example of such a conflict is a conflict between a leader and a group or a conflict between a group and its new member.

Intra-group conflict is a collision between parts or all members of a group, affecting the results of the group as a whole. In scale, this conflict is larger than the sum of interpersonal conflicts. The main causes of the conflict are:

1) a change in the balance of power in the group due to a change in leadership;

2) the appearance of an informal leader;

3) the emergence of coalitions.

 

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