Methods of conflict resolution

Conflict management is a targeted impact on the elimination (minimization) of the reasons that gave rise to the conflict, or on the correction of the behavior of the parties to the conflict.There are many methods of conflict management. Enlarged they can be presented in the form of several groups, each of which has its own scope: 1) intrapersonal, i.e. methods of influence on the individual; 2) structural, i.e. methods for resolving organizational conflicts; 3) interpersonal methods or behaviors in conflict; 4) negotiations; 5) aggressive response. This group of methods is used in extreme cases when the capabilities of all previous groups are exhausted.

1 Intra-personal methods consist in the ability to properly organize their own behavior, to express their point of view, without causing a defensive reaction from another person. Some authors propose to use the method " I-statement", i.e. a way to transfer to another person your attitude to a particular subject, without charges and demands, but so that the other person changes his attitude.

This method helps a person to maintain his position without turning another into his enemy. “I-statement” can be useful in any situation, but it is especially effective when a person is angry, annoyed, or unhappy. It should immediately be said that the application of this approach requires skills and practice, but this is justified in the future. The “I-statement” is structured in such a way as to allow the individual to express his / her opinion about the current situation, to express his positions. It is especially useful when a person wants to pass on something to another, but does not want him to take it negatively and go on the attack.

2 Structural methods, i.e. methods of influence mainly on organizational conflicts arising due to improper distribution of powers, labor organization, adopted incentive system, etc. Such methods include: clarification of work requirements, coordination and integration mechanisms, corporate goals, use of reward systems.

Clarification of work requirements is one of the effective methods of management and conflict prevention. Each specialist must be clear about what results are required of him, what his responsibilities, responsibilities, limits of authority, work stages consist in. The method is implemented in the form of compiling relevant job descriptions (job descriptions), distribution of rights and responsibilities by management level.

Coordination and integration mechanisms. This is another method of conflict management. One of the most common mechanisms is a chain of commands. The establishment of a hierarchy of powers streamlines the interaction of people, decision making and information flows within the organization. If two or more subordinates have disagreements on any issue, the conflict can be avoided by turning to the general at the head, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows whose decisions he has to execute.

Equally useful are the integration tools, such as cross-functional groups, task forces, inter-divisional meetings. For example, when in one of the companies there was a conflict between interdependent divisions - the sales department and the production department - an intermediate service was organized, coordinating the volume of orders and sales.

Corporate complex goals. Effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea behind this methodology is to direct the efforts of all participants towards the achievement of a common goal.

The structure of the reward system. Rewards can be used as a conflict management method, influencing people to avoid dysfunctional consequences. People who contribute to the achievement of integrated corporate goals help other organizations and try to address the problem in a comprehensive manner, should be rewarded with thanks, bonuses, recognition or promotion. It is equally important that the reward system does not encourage unconstructive behavior of individuals or groups.

The systematic, coordinated use of the reward system to encourage those who contribute to the achievement of corporate goals helps people understand how they should act in a conflict situation so that it meets the wishes of management.

3 Interpersonal conflict resolution styles

Evasion. This style implies that the person tries to escape from the conflict. His position is not to fall into situations that provoke the emergence of contradictions, not to enter into discussion of issues fraught with controversy. Then do not have to come into an excited state, even if dealing with a problem.

Smoothing. With this style, a person is convinced that you should not get angry, because " we are all one happy team, and we should not rock the boat." Such a “smoother” tries not to let out the signs of conflict, appealing to the need for solidarity. But at the same time you can forget about the problem underlying the conflict. As a result, peace and quiet may come, but the problem will remain, that eventually an “explosion” will occur.

Compulsion. In this style, attempts to force one to take one’s point of view at any cost prevail. The one who tries to do this is not interested in the opinions of others, usually behaves aggressively, in order to influence others, he uses power through coercion. This style can be effective where the head has more power over subordinates, but cannot suppress the initiative of subordinates, creates a greater likelihood that the wrong decision will be made, since only one point of view is presented. It can cause outrage, especially among younger and more educated personnel.

Compromise. This style is characterized by the adoption of the point of view of the other side, but only to a certain extent. The ability to compromise is highly valued in management situations, as it minimizes ill will, which often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, the use of a compromise at an early stage of conflict that has arisen on an important problem can shorten the time to search for alternatives.

Problem solve. This style is recognition of differences of opinion and readiness to get acquainted with 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 such a style does not try to achieve his goal at the expense of others, but rather seeks the best solution. This style is the most effective in solving problems of the organization. Negotiations are a broad aspect of communication, covering many areas of the individual. As a method for resolving conflicts, negotiations are a set of tactical techniques aimed at finding mutually acceptable solutions for the conflicting parties.

Negotiations are a broad aspect of communication, covering many areas of the individual. As a method for resolving conflicts, negotiations are a set of tactical techniques 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 (strength) of the subjects of the conflict;

- compliance with the stage of development of the conflict with the possibilities of negotiations;

- participation in the negotiations of the parties who can really make decisions in this situation.

Each conflict in its development goes through several stages. At some of them, negotiations may not be accepted, as it is still too early, and at others it will be too late to begin them, and then only aggressive response actions are possible.

It is believed that it is advisable to negotiate only with those forces that have power in the current situation and may affect the outcome of the event. There are several groups whose interests are affected in the conflict:

- primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiation does not always depend on these groups.

- secondary groups - affected their interests, but these forces do not seek to openly show their interest, their actions are hidden until a certain time. There may also be third forces that are also interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages:

- preparation for the start of negotiations (before the opening of negotiations);

- preliminary position selection (initial statements of participants on their position in these negotiations);

- search for a mutually acceptable solution (psychological struggle, the establishment of a real position of opponents);

- completion (way out of a crisis or negotiation deadlock).

To reduce the intensity and resolve conflicts, methods can be used related to:

- with increasing administrative pressure (pressure of the authorities) on the conflicting with the top management;

- with a change in the order of spending or the redistribution of resources;

- with a change in production technologies or decomposition (separation) of technologies and their distribution among structural units;

- with a change in the structure of the organization with the subsequent redistribution of functions (including the union or division of units into parts);

- with the introduction of a special integration link: general manager, curator, etc.

The manager is able to significantly increase the chances of joint conflict resolution if he makes it clear when discussing conflicts with his behavior that he considers constructive conflicts to be normal and, participating in their resolution, acts not as the dominant force, but on equal footing with all grounds.

The following list of rules provides guidelines for the line of conduct that counteract the occurrence of conflicts.

Fundamental rules:

- Recognize each other.

- Listen without interrupting.

- Demonstrate an understanding of the role of the other.

- Find out how the other perceives the conflict, how he feels.

- Clearly formulate the subject matter.

- Establish a common point of view.

- Find out what separates you.

- After this, describe the content of the conflict again.

- Search for a common solution.

- Accept a common “communique”.

General recommendations for resolving a conflict situation can be summarized as follows.

1 Recognize the existence of a conflict, i.e. to recognize the presence of opposing goals, methods of opponents, to identify these participants themselves. Practically, these issues are not so easy to solve, it is quite difficult to confess and declare 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, everyone chooses his own form of behavior and influence on the other, but there is no joint discussion and way out of this situation.

2. Determine the possibility of negotiation. After recognizing the existence of a conflict and the impossibility of resolving it " on the fly, " it is advisable to agree on the possibility of holding negotiations and clarify which negotiations: with or without a mediator and who can be a mediator equally suiting both parties.

3 Agree on a negotiation procedure. Determine where, when and how negotiations will begin, i.e. specify the time, place, procedure for negotiating, the time of commencement of joint activities.

4 Identify a range of issues that are the subject of the conflict. The main problem is to define in shared terms what is the subject of the conflict and what is not. Already at this stage joint approaches to the problem are developed, the positions of the parties are identified, the points of greatest disagreement and points of possible convergence of positions are determined.

5 Develop solutions. When working together, the parties propose several solutions with the calculation of costs for each of them, taking into account possible consequences.

6 Make an agreed decision. After considering a number of possible options, with mutual discussion and on condition that the parties come to an agreement, it is advisable to submit this general decision in writing: a communique, resolution, cooperation agreement, etc. In especially difficult or responsible cases, written documents are drawn up after each stage negotiations.

7 Implement the decision taken in practice, if the process of joint action ends only with the adoption of a well-developed and agreed decision, and then nothing happens and does not change, then this situation can be a detonator for other, stronger and more prolonged conflicts. The reasons that caused the first conflict did not disappear, but only intensified with unfulfilled promises. Repeated negotiations will be much more difficult.

 

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