INSTRUCTIONS AND PROPHECIES OF THE Blessed MOTHER ALIPIA GOLOSEEVSKY, Kyiv...
In the solution of a labor conflict in sociology, they understand the process of managerial influence (in the form of a set of methods, methods, forms, etc.) on the course of a labor conflict in order to remove (eliminate) the causes of its occurrence and negative consequences. Such a view does not deny the possibility of resolving the conflict in a natural way, since the "managerial" influence of factors on the course of the conflict in this case will be random.
The decision is not seen as some independent process behind the labor conflict. This is actually the final stage of the conflict process. It is carried out either through a change in the objective situation, and therefore at the price of a psychological restructuring of the subjective image of the situation that has developed among the warring parties. In both cases, a twofold resolution of the social conflict is possible: complete and partial. A complete solution means the cessation of the conflict at the level of external and internal personal confrontation, when the "image of the enemy" is transformed into the "image of a partner", and the orientation towards the struggle is replaced by an orientation towards the worker's singing. According to a partial solution, only open conflict behavior is leveled, but the internal impulse to continue antagonism is preserved, restrained by the will, reasonable arguments, or the violation of sanctions by a third party oroni.
An example of a complete resolution of a labor conflict is the distancing of "opponents" who worked in one team, by transferring one of them to another in conditions of limited resources - as an object of opposition - until a complete solution leads to the attraction of additional funds (financial, organizational, informational), reducing social dissatisfaction. Partial relief of tension is carried out by imposing administrative sanctions on one or both sides of the conflict. However, this type of power influence (unless, of course, the punishment is perceived as fair) does not give the proper effect.
In the literature, there are three fundamentally different ways of regulating labor conflicts:
Compromise, based on the coordination of interests between the parties, conflict (for example, between the administration and workers), while each of them makes concessions;
One-sided, which consists in the suppression of one side by the other (for example, the organization of strikebreaking, the introduction of troops, forced coercion to work);
Integrative, in which new ways and models of conflicting behavior are developed and implemented, in the area that caused the conflict (for example, the privatization of an enterprise if the administration and employees cannot reach a final agreement.
Agree that it is often the integrative way of resolving the conflict that is optimal, since the compromise and unilateral methods only hinder the development of such conflicts, not completely extinguishing "into hotbeds of tension", not achieving a complete settlement of the conflict (for example, a constantly "smoldering", unresolved conflict between the government of the country and miners of Donbass.
It should be noted that the solution of conflicts caused by objective contradictions provides for a timely accurate diagnosis, a joint search for ways to overcome them. To do this, you need to get rid of the stereotypes of the struggle, the accumulated "image of the enemy", hostility and mistrust towards each other. This is achieved on the basis of a goal that is significant for each group and at the same time such that it unites opponents on a wider platform. In addition, the parties must understand that a goal based on mutually beneficial interest can only be realized through joint efforts.
The main methods of resolving social conflicts in the sphere of production include: compromise, negotiations, the use of force (power, law, tradition)
Compromise is a way to solve a problem when opponents realize their interests through mutual concessions: either concessions to a weaker side, or one that has managed to prove the validity of their demands to the one who voluntarily renounced part of their claims. This rarely happens; more often compromises are acquired as a result of difficult business negotiations.
Negotiations are a specific type of institutionalized conflict regulation. In the narrow sense of the word, this is a mechanism for regulating relations between social actors, based on the simultaneous existence of the interaction of homeownership and disagreement of interests.
Conditions conducive to negotiation include the following points: 1) the participation of parties with different value systems and striving for mutually opposite or sharply different goals, 2) the parties take part in a specific area of activity where they have a zone of common interests, 3) the attitude of the parties to the subject of negotiations is not the same, that is, there is a serious difference in approaches to resolving the conflict, up to their opposite; 4) the parties have a great desire to reach a mutually acceptable agreement, 5) they are aware of the need to take into account the interests and positions of each other, 6) the parties sharply assess the situation, the desired outcome of the negotiations, the balance of power - their own and the enemy.
Only properly conducted negotiations can resolve a social conflict. Often business negotiations are based on a flexible balance of interests and resources of the parties, on the desire for compromise. True, sometimes they end with a choice between alternatives. Of considerable importance is the socio-psychological background of the negotiations; the great influence of the psychological appearance of the participants in the negotiations, both initial and what appeared during the negotiations. Elements of verbal communication (disputes, discussions) play their role, the purpose of which is to protect one's own interests and change the opponent's position.
The use of force occurs every time the parties are confident in their strength, that is, that they are able to impose their decision on the opponent.
The following forms of application are distinguished: information, experience of communication with different partners, the social status of a parliamentarian, official powers in decision-making, reputation, personal potential. It should not be forgotten that the power strategy involves the deliberate infliction of damage to the opponent or the elimination of support from a third party; that negotiations could break down at any moment.
Another way to resolve conflicts, where the forces of the opponents are clearly unequal or the position of one of the parties is more convincing, is a retreat. Sometimes it is more useful to retreat with certain losses than to lose everything by being unyielding. The ability to give in in a timely manner is a sign of the high culture of conflict behavior of most Ukrainian enterprises.
In the literature, the following forms of resolving a labor conflict are distinguished
reorganization, that is, a change in the organizational and labor order that caused the conflict, and not the struggle and persuasion of the parties to the conflict;
informing, that is, socio-psychological regulation aimed at restructuring the image of the situation in the minds of the parties, achieving the correct view of the conflict, promoting reconciliation and the benefits of this about (in this particular case)
transformation, i.e. transferring the conflict from a state of useless hostility to a state of negotiations;
distraction is the transfer of the attention of the parties in conflict to other problems or positive aspects of their relationship; orientation of the attention of the parties to something in common, which contributes to the unification;
distancing - the withdrawal of the conflicting parties from the general organizational and labor relations by, for example, moving to other jobs, to other divisions, personnel replacements;
ignoring - deliberate neglect of the conflict so that it resolves itself or so that focusing on the conflict does not contribute to its aggravation;
suppression is a situation in which the causes of the conflict are not eliminated, but any conflict behavior is prohibited under the threat of administrative sanctions for one or both parties;
comfortable advantage is a decision in favor of the majority, satisfaction of the interests of the stronger in social sense sides
Successful resolution of labor conflicts requires possession of a set of means, forms and methods of solution, the ability to combine their varieties according to real conditions
At the end of the consideration of the topic, we note that the social labor conflict is the stage of maximum development of contradictions between the subjects of social and labor relations, behavior directly in the sphere of labor activity or related areas (distribution, exchange, consumption, etc..
At the heart of the labor conflict is the struggle between individuals (or groups) for the achievement (or preservation) of the means of production, economic position, power or other values that have social recognition, as well as the subordination, neutralization, elimination of the real (or imaginary) enemy.
Labor conflict is a complex social phenomenon that has its own structure and functions. The structure is formed by all participants - both individuals and groups. The main functions of the conflict include: integration, signaling, information, innovation, transformation, stabilization, socialization. Labor conflicts have both positive and negative consequences.
A social and labor conflict is a social process that has a length in time and stages (stages): pre-conflict, conflict and post-conflict situation
Among the causes of labor conflicts, there are: objective and subjective; associated with conditions, reinforcing or encouraging the unity of value opposites; aggressive attitudes directly lead to conflict behavior, psychological processes that reinforce confidence in incompatibility between the two.
The solution of a labor conflict is a process of managerial influence (in the form of a set of methods, methods, forms, etc.) on the course of a labor conflict in order to eliminate the causes of its occurrence and negative consequences.
. Questions for self-control
1. How does sociological science understand labor conflict?
2. How does the concept of "labor conflict" differ from the concepts of "competition", "hostility", "rivalry"?
3. What social processes underlie the labor conflict?
4. What social signs are inherent in the labor conflict?
5. What elements form the structure of a labor conflict?
6. What functions are inherent in the labor conflict?
7. Through what stages does the process of the emergence and development of a labor conflict go through?
8. What causes labor conflicts?
9. On what grounds is the classification of labor conflicts carried out?
10. What elements does the process of resolving a labor conflict consist of?
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One of the main strategies for preventing labor conflicts in the teams of organizations can be considered, first of all, to reduce the level of conflict of those individuals who are prone to inciting them. Deep analysis and conflict resolution are possible, but this requires maturity and the art of working with people. Such constructiveness in resolving the conflict (by solving the problem) contributes to the creation of an atmosphere of sincerity, which is so necessary for the success of the individual and the company as a whole.
This approach can work in two directions:
- Correction of subjective (internal) conditions of a conflict personality;
- · Creation of organizational and managerial conditions conducive to reducing the manifestations of conflict.
Appeal to the "arbitrator". This method is especially common in the psychological studies of conflicts. It can be very effective if a very authoritative person acts as an "arbitrator", whose opinion will be decisive for the opponents regarding their confrontation. The "arbitrator" must necessarily be able to separate the object of the conflict from its subject, and this is not easy to do. In this case, it is recommended to use the following psychological tricks. The first of them is called "frank conversation": opponents are given the opportunity to speak in any form about the conflict itself, its causes, the behavior of the opposite side, ethical sides, "hidden springs" of its action, etc. conflict." In this case, the participants who have relieved emotional tension during the first conversation are given the opportunity to speak out on this issue again, but only in business uniform, without any emotional assessments of the opponent - facts, actions, events, information. Thus, the labor conflict, as it were, is decomposed into its component parts, it gradually acquires a business basis again, opponents begin to see their mistakes, wrong actions and assessments. The next method is called "explosion". It is a kind of public opinion influence. This method is advisable to apply if the opponents do not stop the conflict, clearly aware of its negative consequences for the organization, but at the same time they are valuable personnel that it is not advisable to part with. "Explosion" is a method of public condemnation of the conflicting parties by the whole team. The method, as they say, works, but it must be applied very tactfully so as not to offend people who are in an already difficult situation, and this is very easy to do. It can be used only taking into account the psychological characteristics of opponents and their emotional states, the degree of maturity of the team, as well as, with a well-known humor.
All methods are divided into two groups: negative, including all types of struggle, pursuing the goal of achieving victory for one side over the other; positive, when using them, it is assumed that the basis of the relationship between the subjects of the conflict will be preserved. These are various types of negotiations and constructive rivalry. The distinction between negative and positive methods is conditional. These methods often complement each other. Psychological publications also describe other ways of resolving conflicts. They are based on specially organized negotiations and advisory assistance. Now let's dwell on ways to resolve labor conflicts in which conflict personalities participate. Therefore, if confrontation involves conflicting individuals who are not of value to the organization, it is recommended to use administrative methods to resolve it. They are:
- Structural changes in the team, increasing the degree of its organization;
- removal from the team of opponents if their activities began to harm the team;
- · changing the status of opponents or their inclusion in other systems that do not "intersect" with each other.
If conflicting individuals, despite the damage caused by their behavior, are still of value to the organization, then it is necessary to build appropriate relationships with them, communicate in a special way to minimize the manifestations of their conflict, and determine ways to influence them. One of the ways to resolve conflicts is to force opponents to adhere to certain models of behavior in a conflict confrontation. This technique is nothing more than a way to manage conflict. The choice of model is determined by the situation and, again, by the psychological characteristics of the opponents, the level of damage inflicted on the opponent and one's own damage, the availability of resources, the opponent's status, possible consequences, the significance of the problem being solved, the duration of the conflict, etc. Consider the main models.
- 1. Model "ignoring" the conflict. This model should be applied when the conflict is not so acute and dangerous and represents a postponing of the conflict resolution for a remote period. Opponents must be convinced of the absence of danger for them from the current contradiction. In addition, over time, emotional tension may decrease, and this will allow you to resolve the conflict on a business basis.
- 2.Model" compromise". The use of this model gives a positive result under the following conditions: opponents have almost equal opportunities and reserves to increase resources; opponents are not interested in the destructive consequences of the conflict. The style of compromise is preferable because it usually blocks the path to ill will, allows, albeit partially, to satisfy the claims each of the parties involved in the conflict.In many situations, it allows you to achieve a quick resolution of the conflict, especially when one of the parties has clear advantages.Today, compromise is the most commonly used strategy for ending conflicts.Unfortunately, opponents often consider this behavior model as a tactical trick that allows gain time and thereby strengthen their own resources for the subsequent application of the "coercion" strategy.
- 3.Model" concessions". It is effective in the case when a strong influence on opponents is possible, and they themselves cannot strengthen their positions, besides, it is important for them to maintain partnerships. It is easy to see that this model of behavior is possible if the conflict is businesslike, short-lived and In other cases, the use of this model is problematic.The disadvantages of this model of behavior include the fact that concessions are often one-sided, which gives the other conflicting party reason to make more and more demands and thereby complicate relations.
- 4.Model" cooperation". Such a model allows you to achieve the desired results under the following conditions: opponents do not yet experience enmity towards each other; opponents do not have experience in conflict confrontation; they are interested in maintaining and developing partnerships. The use of this model is unacceptable in the absence of opportunities to take advantage of conflicting parties of the decision.
- 5.Model" avoiding a decision". In this case, the opponents give up their options for resolving the conflict and completely entrust it to a third party. However, they often perceive this model as a tactic of "avoiding" the conflict situation. The meaning of such actions is usually to get away from the discussion at a disadvantage for the opponent moment, equalize the chances, and then use models of compromise, concessions or cooperation Negotiation theory was developed by American conflictologists Fisher R., Urey W., Den D. .
Negotiations are a joint discussion by the conflicting parties with the possible involvement of a mediator of contentious issues in order to reach an agreement. They act as a kind of continuation of the conflict and at the same time serve as a means of overcoming it. If negotiations are understood as a method of conflict resolution, then they take the form of honest, open debates, calculated on mutual concessions and mutual satisfaction of a certain part of the interests of the parties.
The current labor legislation of the Republic of Belarus takes into account the world experience and norms of international law and orients the parties to labor disputes - the employer and employees - to active and responsible actions to resolve it in mutual interests, as is practiced in countries with developed market relations.
The main normative acts regulating the procedure for consideration of labor disputes are:
- · Labor Code of the Republic of Belarus;
- · Code of Civil Procedure.
The Labor Code, regulating the procedure for considering individual labor disputes, provides for the organization of labor dispute commissions, the competence of such commissions, the terms for applying to it, the procedure for considering a labor dispute, making decisions and their execution. The Labor Code provides for the procedure for appealing the decision of the commission on labor disputes and the transfer of an individual labor dispute to court, regulates the content and terms for consideration of individual labor disputes in courts, and the execution of decisions made by courts. In accordance with the idea of social partnership, when resolving collective labor disputes, partners must adhere to the following principles:
- • priority of conciliatory methods and procedures;
- • the use of a strike only as a last resort to resolve a collective labor dispute;
- · aspiration of the parties for the fastest settlement of the arisen collective labor dispute and signing of the agreement.
The procedure for resolving collective labor disputes can be stipulated in collective agreements and social partnership agreements, but in compliance with the norms of the Labor Code. The procedure for resolving collective labor disputes is preceded by the stage of settling disagreements by the parties to labor relations themselves. Employees and their representatives at their meetings or conferences by majority vote have the right to put forward demands. The requirements are set out in writing and sent to the employer, and a copy of them can be submitted to the Service for Settlement of Collective Labor Disputes. The employer is obliged to consider the claims within three working days and notify the employees' representative of his decision in writing. If the employer has satisfied all the requirements of the employees, then the disagreements are settled and no dispute arises. If they are completely or partially rejected by the employer, then the representatives of the employees can initiate conciliation procedures regarding the arisen collective labor dispute. None of the parties to a collective labor dispute may evade participation in conciliation procedures.
In the implementation of conciliation procedures, along with the legal, legal subtleties of settling social and labor conflicts, it remains important to observe the generally accepted and practice-tested principles of negotiation - one of the priority and most effective ways to overcome conflict confrontation. Negotiations are a discussion, an interested dialogue on emerging or already established relations, on acceptable conditions for resolving the conflict. In the implementation of conciliation procedures, no less than the legal norms and principles of negotiations, the same generally recognized rules of communication are significant. They usually imply an indispensable culture of communication, tolerance for other people's opinions and the position taken by a partner in business relations or an opponent in a conflict situation, recognition that each subject of the conflict is right in his own way, all parties involved in the conflict confrontation are equal. Therefore, the conflicting parties are strongly recommended:
- 1. be able to listen and calmly, patiently discuss, avoiding a passionate argument, because the truth in it, as a rule, perishes;
- 2. to pay priority attention to the essence of the matter, not to waste on trifles, to conduct a dialogue with dignity, in the correct form (in no case do not get personal, constantly remember that excessive emotions obscure the mind, interfere with understanding the problem, distract from the main thing - general interests in a particular field of activity);
- 3. clearly formulate the subject of discussion, look for a common approach to a mutually acceptable solution, fix, first of all, positive aspects and concurrence of opinions, given that the interest of each party in the end is to best ensure the interest of the other side, without which mutual agreement is impossible ;
- 4. It is important not only what is said, but also who and how speaks. It is necessary to negotiate with a smile, not to be aggressive, not to take a “fighting stance”, not to force opponents or negotiating partners to keep a “deaf defense”;
- 5. The best option for negotiations, as well as the outcome of conciliation procedures in general, is to reach an agreement that satisfies all the participants in the conflict, but not at the expense of the interests of those who are not directly involved in the conflict, i.e. any collusion.
Considering the main methods of resolving conflict situations, we can say that they are divided into two groups: negative, including all types of struggle, pursuing the goal of achieving victory for one side over the other; positive, when using them, it is supposed to preserve the basis of the relationship between the subjects of the conflict - various types of negotiations and constructive rivalry. The difference between negative and positive methods is conditional, they often complement each other. Partial resolution of the conflict is achieved when the external conflict behavior of the parties stops, but the internal, intellectual and emotional sphere that gave rise to the conflict behavior has not yet been transformed.
Conflicts arise in any work collective from time to time, and managers, of course, have to take part in resolving them. Management theorists recognize that the complete absence of conflict within an organization is not only impossible but also undesirable.
People connected by ties of joint business activity collide in their own interests and then a conflict occurs, it disorganizes people, puts them in a state where emotions, and not reason, begin to control them.
At the heart of any conflict lies the clash of people, their opinions, positions, views. If some positions are not shared by all members of the team, these disagreements will not necessarily turn into conflict. In the event of a conflict, differences in views are complicated by emotional experiences, people's behavior changes, and a situation of acute confrontation develops. At the same time, as a rule, a person comes into conflict only in a situation that is significant for him, when he sees no other opportunity to change it.
It is almost impossible to insure against conflicts, since in any organization there are a lot of objective reasons that can exacerbate the situation. Thus, any situation associated with the limitation of resources to be distributed leads to the emergence of tension. The appearance of information that is acceptable to one side and unacceptable to the other (rumors, gossip) stimulates the inappropriate behavior of some employees. An example of such a situation is the performance appraisal in the team, when the employees were not informed about the change in the selection system and possible reductions. The discrepancy between the values and goals of employees and the goals of the organization is a very significant reason for the development of disputes. There were and will be communicative or behavioral reasons, including the behavior of employees that did not meet the expectations of others, as well as issues of property, social status, power, responsibility, etc. And if there are so many objective reasons, it is impossible to insure against conflict, then learn how to manage it not only possible, but absolutely necessary.
There are four main types of conflict: intrapersonal, interpersonal, conflict between the individual and the group, and intergroup conflict. In an organization, conflicts are possible along the horizontal and vertical lines of management, between different categories of employees, officials of various departments. There are conflicts between organizations, including between enterprises and authorities.
Conflict Management - component personnel management. In order to successfully resolve a conflict, the leader must first find out the causes that gave rise to it. They are very diverse, but the most characteristic are:
- humiliation of the personal dignity of employees in an official or informal setting;
- a sharp change in attitude to work;
- evasion from fulfilling the instructions of direct or higher managers;
- offensive words or actions (on one or both sides);
- isolation or depression of individual workers;
- formalism in personnel management;
- negative attitude to innovations, their rejection;
- sharp negative judgments about others, about the life and work of colleagues or superiors;
- lack of self-control, low culture of communication, impulsiveness and irascibility of individual workers;
- psychological incompatibility, different levels of moral requirements, ideas and values, as well as life experience and professional preparedness of the company's employees.
Interpersonal conflicts often arise due to claims related to the level wages, the appointment of bonuses, with a fuzzy organization of labor, the introduction of new norms and prices, with the administration's inattention to the everyday problems of employees, and the rudeness of managers.
In the production sphere, conflicts arise, as a rule, due to the limited resources that have to be divided between departments, the interdependence of tasks, and differences in goals. Poor communication (transmission of distorted information) can be both a cause and a consequence of conflict.
Psychologists distinguish several phases of conflict resolution: fixing the conflict; collection of facts related to it; their assessment, identification of opportunities for conflict resolution; search and selection of specific measures; the use of these measures, with the possibility of their adjustment (the actual resolution of the conflict); control over the course of conflict resolution; evaluation of results.
In the process of resolving the conflict, its subjects, their actions (the roles of the conflicting parties), the causes of the conflict, the goals of the conflicting parties, the areas of convergence of their positions should be established. It is necessary to force the conflicting parties to accept certain rules: to show mutual respect; try to understand how the other side understands the conflict; clearly articulate the subject of discussion; determine what really separates the parties; find common ground; come to a common solution to the problem.
Domestic researcher I. D. Ladanov (author of books on practical management, non-verbal methods of communication, psychology of management) developed a tactic for resolving interpersonal conflicts. Within the framework of this concept, nine options for the behavior of the parties are distinguished:
Status support - position rigidity, passive interaction. This tactic is used when you need to buy time.
Neglect of contradictions - the rigidity of the evidence, the average activity of the interaction. This tactic is used when you need to approve your position, but there is no authority to control other persons.
Dominance - rigidity of evidence, high activity of interaction. Methods of persuasion, suggestion, encouragement and punishment are used.
Tactics are used in conditions when there is no time for discussion, when the leader considers his point of view to be the only correct one.
Appeal to the established rules of the game - the average degree of flexibility, passive interaction. This type of behavior is appropriate when you want to show your adherence to legal rituals.
Compromise is an average degree of flexibility, an average activity of interaction. Tactics are used in cases where the parties are convinced that rapprochement is impossible. Both sides act under their own slogans, but take into account the agreements.
Mutual concessions - medium degree of flexibility, high activity of interaction. Such tactics can be used in cases where opponents feel a clear benefit from mutual concessions or when it will cost them much more to refuse concessions.
Concession to the opponent - a high degree of flexibility in evidence, passivity in interaction. Despite differences of opinion, one opponent refrains from confrontation, because he considers these differences as insignificant. Such behavior is also appropriate when concessions on tactical issues can provide a strategic gain.
Encouragement of the opponent - high degree of flexibility, medium degree of interaction. Using such tactics, one of the parties calls on the other to resolve the problem, expressing readiness to provide all possible assistance. Tactics are used in cases where the other party is able to solve the problem, but is not sure about it.
Collaboration – high degree of flexibility, high level of interaction. The tactic consists in a joint business discussion of points of view, the search and finding of a mutually beneficial solution; It is used in difficult situations, as well as in the case when all parties to the conflict desire a peaceful outcome.
In Western management psychology, it is customary to distinguish two main categories of conflict resolution methods - structural and interpersonal.
Structural methods include:
- clarification of job requirements;
- coordination and integration mechanisms; the main coordination mechanism is the establishment of a hierarchy of authority, integration mechanisms include the formation of a managerial hierarchy, the use of services that provide links between functions, cross-functional groups, target groups, meetings with the participation of representatives of different departments;
- promotion of corporate complex goals, the achievement of which requires the joint work of two or more people or departments of the company;
- Creation of a reward system. The main interpersonal methods of conflict resolution are: - avoidance - when a person tries to avoid the conflict or get away from it;
- smoothing - when a person tries not to notice or not let out signs of conflict, appealing to the need for solidarity; - - coercion - when a person at any cost tries to force an opponent to accept his point of view;
- compromise - when a person accepts the point of view of the opponent, but only to some extent;
- problem solving - when the parties to the conflict recognize differences of opinion, express their readiness to get acquainted with the point of view of the opponent, - establish the causes of the conflict and develop a way to neutralize it, acceptable to both parties.
It should be noted that experienced leaders, as a rule, carry out certain preventive work to prevent conflicts. In order for it to be effective, you need to know people well, the motives of their behavior. Of great importance is the clear organization of labor, the optimal mode of work, the moral satisfaction of workers. In addition, people must be prepared for innovation, otherwise there will inevitably be a negative reaction on their part. Here methods of persuasion are especially important: it is much easier to eliminate the causes of discontent in advance than to fight in an atmosphere of mass indignation.
SUBJECT AND OBJECT OF CONFLICTOLOGY
Conflict is a multifaceted social phenomenon. The subject of the scientific discipline that studies conflicts and related phenomena depends on what characteristics and parameters are included in the definition of the concept of "conflict".
The conflict in conflictology is an acute clash of oppositional interests, goals, views, leading to opposition from the subjects of the conflict and accompanied by negative feelings on their part.
The collision of subjects occurs in the process of their interaction: in communication, actions directed at each other, and behavior.
The object of conflictology is the totality of all conflicts in general or all those contradictions, problems that exist in society. There are three main types of conflicts in the object:
1) social;
2) intrapersonal;
3) animal conflicts.
The central place in the object of conflictology is occupied by social conflicts, since they are directly related to other conflicts (intrapersonal, interpersonal). To understand the motives that drive individuals to enter into a conflict, it is necessary to study the internal component of a person's conflict behavior - intrapersonal characteristics and conflicts. Interpersonal interactions and their features reveal the properties of human behavior in society. All types of conflicts are interconnected by combining them into the area of the object of conflictology. It is important to understand that such a widely declared object of conflictology cannot be completely exhausted within the framework of one scientific discipline.
The object of any science is a component that is difficult to change, often reflecting the conservative views of scientists and not reflecting the changes taking place in the scientific discipline. That is why the definition of the subject of science is more important.
The subject of conflictology is a set of regularities and properties of the emergence, development and end of the conflict. The subject of this scientific discipline is an ideal model of conflict interaction. Conflictology is interested in theory, the conceptual apparatus of the category of conflict and conflict interaction. The characteristics and patterns of conflicts can change as society and social interactions change and develop. The subject of conflictology can change, reflecting the most relevant aspects of research and the theoretical interests of science at a particular moment in the development of the scientific discipline itself.
Modern conflictology is focused on the development of a general conflictological theory, therefore it is interested in all the diversity existing conflicts: social conflicts between groups of different scale, interpersonal, intrapersonal and animal conflicts.
PREREQUISITES FOR THE ORIGIN OF CONFLICTOLOGY
Conflicts are phenomena that exist inseparably with the advent of society. However, the science of "conflictology" arose only in the 20th century, since it was in this century that the phenomenon of "conflict" acquires new properties and characteristics. The emergence of a new scientific discipline is due to many sociohistorical circumstances. Two world wars of the XX century. made conflict contradictions catastrophic in their scope and consequences. Improved weapons of mass destruction and the death of a large number of people have put society in conditions of expectation of catastrophes and crisis.
The economic processes that took place in the last century (the March of the Poor, the Great Depression in America) exacerbated the degree of catastrophic life in society. The improvement and complication of crime types, the demographic crisis, the destruction or change of social institutions are the phenomena that forced the phenomenon of "conflict" to be endowed with new qualities. The constant atmosphere of crisis, social tension led people to drug addiction, alcoholism, mental illness. Intrapersonal conflicts in the XX century. reached its climax and provoked an increase in suicide in society.
Factors that influenced the emergence of conflictology:
Globalization of society and the world as a whole;
Complication of life and relationships;
Increasing the dynamism of life and the high speed of ongoing changes;
Tension and increased stress levels.
The first three factors relate to objective threats to balance and harmony in society, tension is subjective threats. In the 20th century, there was a quantitative and qualitative increase in objective and subjective threats to a person and society, so there was a need for new ways to reach a compromise, resolve contradictions and prevent conflicts.
There was a need for conflict resolution technology. Educational practice, research, scientific knowledge in the field of conflict at that time could provide a methodological and theoretical foundation for new science, so the emergence of conflictology became possible.
The intersection of two vectors served as the basis for the emergence of a new science:
Socio-historical need for new conflict resolution procedures;
Sufficient amount of scientific knowledge for this.
There were three main views on the need for the emergence of conflictology:
Conflictology should be a separate independent science;
Conflictology should become interdisciplinary and develop as a direction within other existing sciences;
The science of "conflictology" should not be a separate science, since it is not significant for society.
CONFLICTOLOGY AS A SCIENTIFIC DISCIPLINE
As a scientific discipline, conflictology began to take shape in the 1960s. abroad and in the 1990s. in Russia. This young science is still in the process of developing and creating the integrity of the theoretical and methodological base.
There are three directions of conflictology as a scientific discipline.
1. Development of the theory, methodology and research of conflictology.
2. Formation of conflictological knowledge in the field of education.
3. The introduction of the applied value of conflictology in order to predict and prevent conflicts in society.
The first direction is called upon to reach a consensus of all conflictology knowledge, including sciences related to conflictology, reconciliation of theoretical disagreements between branches of science. Conflictology studies should be both narrowly focused (the subject is to see the methodological perspectives of science), and interdisciplinary and general applied significance.
Empirical research data should be systematized and transformed over time into theoretical knowledge of conflictology. Within the framework of the first direction, the task is to hold scientific and scientific-practical conferences, symposiums and round tables on the theory and methods of conflictology. Translations and publications of works by foreign theorists of conflictology, organization of contacts with international scientific centers of conflictology, as well as the creation of the Institute of Conflictology in Russia are tasks within the first direction of the discipline "Conflictology". In the field of education, the tasks of conflict management are the introduction training courses in the programs of general education and higher educational institutions, the opening of specialties in universities in conflictology, the introduction of conflictology knowledge into the system of professional development of specialists. Expansion of editions of educational literature on conflictology, ensuring the possibility of publication of domestic conflictologists.
The third direction of conflictology is the organization of groups and centers on practical issues of conflictology. They should be aimed at developing methods for assessing modern conflict situations, technologies for resolving conflicts that arise in society and forecasts that help prevent the emergence of conflicts.
The work of such centers involves a wide range of ways to prevent conflicts in various spheres and areas of society. An analysis of the practical work of such groups will make it possible to systematize the methods of conflictology research and form universal interdisciplinary knowledge about conflicts.
CAUSES OF CONFLICTS
Causes of conflicts - important component in resolving any conflict. The causes of the conflict are the driving force behind the development and escalation of the conflict. The nature of causes may be objective or subjective. The causes themselves can have a structure, so it is necessary to be able to separate changes in parameters within the causes from the cause of the conflict as a whole.
Four main groups of causes are identified.
1. Objective reasons.
2. Structural management, or organizational.
3. Social and psychological factors.
4. Subjective reasons.
External circumstances, stereotypes of behavior, the social position of the individual, lifestyle are examples of objective factors in the emergence of a conflict. An agreement or legal framework existing in society can cause conflicts in society if it is not sufficiently developed, does not take into account the whole variety of possible situations in interpersonal interactions, and has a weak regulatory function.
The second group of causes includes structural, functional, situational causes of conflicts. In this case, conflicts arise in connection with the poorly organized activities of individuals. The structure of the organization does not meet the requirements, affects the weak functionality, and therefore provokes conflicts within the team and between work groups. Management errors cause situations of conflict. The layering of managerial blunders exacerbates tensions in the organization and leads to conflicts. All relations of an individual in society are determined by his psychological and social attitudes, which are sometimes capable of causing contradictions and conflicts in interpersonal interactions - socio-psychological factors.
For example, the psychological system of a person is designed in such a way as to optimally regulate all the information that comes to the individual. Therefore, in interpersonal relationships, people lose or distort the information that comes in communication. This natural process does not depend on a person, but can provoke conflicts. The discrepancy between the roles occupied by the individual in the process of interaction belongs to the third group of reasons.
Subjective (or personal) reasons depend on the person, his perception and forms of behavior, psyche. Personal conflict resistance depends on how an individual evaluates the behavior of another individual, how he projects conflict-free or conflict behavior.
The separation of the causes of conflicts into subjective and objective components is important in a real conflict.
COMPONENTS OF THE CONFLICT AND ITS CHARACTERISTICS
Any conflict consists of a number of components, some of which are objectively present regardless of the type and form of the conflict situation and constitute the structure of the conflict. But there are also components that can be introduced into the conflict interaction by the participants in each specific conflict or arise only under certain conditions. In other words, these are subjective components, or psychological components of the conflict.
There are three main psychological components of the conflict:
Motives, goals, needs that drive the participant in the conflict;
Methods and tactics of the participant's behavior in conflict interaction;
Informational component of participants' behavior models.
The desire to satisfy the need often serves as a motive for conflict interaction. It is not always possible to determine the motives of the conflict, since the participants tend to hide the true motives, passing off superficial and obvious explanations of their behavior for them. True motives form the goal of conflict interaction for each participant. The goal is the result that the participants aspire to.
All actions of the participants proceed from the goal.
Needs are the basic conditions that activate the motives and actions of the warring parties. Needs may vary depending on the state and conditions of the individual. Satisfying one's needs is a natural aspiration of a person; what matters is how the participant in the interaction achieves this. Often actions become conflicting, turning the behavior of the individual into an opposing, acute conflict.
Such behavior causes a negative reaction from the opponent or a person whose aspirations, motives and needs are directed in the opposite direction. In the future, there is an alternation of reactions and actions that form conflict behavior during interaction. When the participant is focused only on himself, the strategies of action take the form of avoidance or rivalry.
With a more constructive approach - focusing on other participants conflict- form behavior - cooperation, adaptation, compromise. Possible tactics of actions of the parties can be neutral, soft or hard in impact.
The third component of the psychological orientation of the conflict is a set of views, thoughts and information about the conflict of the opposing participants. It depends on this how emotionally the conflict will go and how soon its resolution will be possible.
STRUCTURE OF THE CONFLICT
The structure of any object is understood as the totality of its parts, stable connections and everything that makes up its integrity.
The main elements of conflict interaction:
1) the object of the conflict does not always lie on the surface, more often it is hidden from the participants in the conflict, but is a central component of conflict interaction. A conflict can only be resolved if the object is clearly defined.
Misunderstanding of the object of the conflict or its substitution aggravate the conflict situation. The conflict has a reason and arises due to the non-satisfaction of some need, sometimes this reason or reason is considered the object of the conflict.
A person will strive to satisfy this need through values. Value is the object of conflict. Allocate social, material, spiritual values that the conflicting parties strive to possess;
2) the subject of the conflict is a contradiction that is present throughout the entire conflict situation. The presence of a contradiction forces the opponents to fight. The contradiction of the conflict is objective and imaginary and problematic for a particular subject;
3) participants in the conflict are people who are involved in the conflict situation. Types of participants in the form:
separate personality;
Social group;
Organization;
State.
Allocate major and minor participants. Among the main warring parties, you can determine the initiator. Among the minor - instigators, organizers. These persons do not directly participate in the conflict, but contribute to the development of the conflict, involve new participants. The extent of his influence and strength in the conflict depends on what kind of support a participant in the conflict has among others, what connections, resources, and opportunities he has. Individuals who support one or another conflicting side form a support group. At the stage of conflict resolution, third parties may appear - independent mediators who help resolve the contradiction. The involvement of judges, professional mediators contributes to the non-violent resolution of the conflict;
4) socio-psychological conditions and the social environment in which the conflict unfolds. The environment acts as a helping or hindering factor for opponents and for mediators, as it contributes to understanding the goals, motives, and dependencies driven by the participants.
The nature of the conflict depends on the subjective perception of the conflict (or the image of the conflict). There are three levels of subjective attitude:
1) self-image;
2) perception of other participants in the conflict situation;
3) understanding the image of the external environment.
INTERPERSONAL CONFLICT
Interpersonal conflict is an open clash of individuals caused by the inconsistency and incompatibility of their goals at a particular point in time or situation.
A conflict occurs between two or more people. The confrontation takes place in the direct relations of these individuals.
Interpersonal conflicts have their own specifics in comparison with other types of conflicts.
1. Each participant seeks to prove his case, more often resorting to blaming the opponent's opinion, but not to the actual argumentation of his views.
2. In the conflict, all the parties involved have acute negative emotions that the subjects are no longer able to control.
3. Negative attitude towards the opponent, inadequate emotions and moods prevail even after the conflict is resolved.
The system of interpersonal relations is the main area of interpersonal conflict. The system will be broken if its participants have opposite opinions or disagreement with the already established ways of interaction. The resolution of the conflict will come when harmony is restored within the system of interpersonal relations: either by restoring old attitudes or modified ones, or by creating new views that are accepted by all.
The subjects of interpersonal conflict strive to defend their point of view and achieve their goals. The objects of the conflict are what the parties are fighting for, what they are claiming. The manifestation of opposing interests and all the contradictions that arise in connection with this are the subject of interpersonal conflict.
There are 6 main styles of behavior of participants in an interpersonal conflict:
1) evasion;
2) fixture;
3) confrontation;
4) compromise;
5) cooperation;
6) assertiveness.
At any stage of interpersonal conflicts, it is necessary to take into account the personal characteristics of the warring parties. They are especially important at the stage of conflict resolution.
Personal characteristics are made up of:
Type of human temperament;
Directions of character;
General level of personal development.
Types of temperament proposed by Hippocrates: sanguine, choleric, phlegmatic, melancholic.
They differ in the degree of stability of nervous activity. The orientation of the character depends on several mutually exclusive traits that Myers and Briggs developed: extraversion / introversion, sensory / intuitive, thinking / sensuality, decisiveness / receptivity. Individuals with opposite traits of character and type of temperament, solving one problem, will offer different, antagonistic ways of action, which can lead to interpersonal conflicts.
INTRAPERSONAL CONFLICT
In psychodynamic theory (Z. Freud, K. Jung, K. Horney), the basis of intrapersonal conflict is the category of contradiction, internal struggle that arise at the unconscious level. The intrapersonal or mental conflict is primary and is caused by the contradiction between the unconscious and the consciousness of the individual.
Within the framework of behaviorism (D. Skinner), internal conflict is interpreted as a bad habit, the result of erroneous upbringing. In the works of neobehaviorism (N. Miller, J. Dollard), conflict is defined as frustration, a kind of reaction to an obstacle.
Existential humanistic theory (A. Maslow, K. Rogers, V. Frankl). Maslow put forward the concept of fundamental human needs, which are in a certain hierarchy. Dissatisfaction of needs leads to neurosis and psychological incapacity, which prevents the individual from becoming a self-actualizing personality. From Frankl's point of view, the loss of the meaning of existence can lead to conflict within the personality. The search for meaning acts as a stimulating task that allows a person to increase internal tension and through this ensure the growth of psychological health.
Foreign and domestic researchers believe that the internal conflict is caused by difficulties that appear even in childhood in the stages of maturation of the "I" (theories of E. Erickson, J. Piaget, etc.) or during regular age-related crises (L. Vygotsky).
Each stage is accompanied by a conflict, it is a crisis for the individual, for example, if the basic trust in the world around is not formed in infancy, then this leads to the fear of external aggression.
Domestic conflictologists A. Antsupov and A. Shipilov identified 6 main types of intrapersonal conflict:
Moral conflict (conflict between "I want" and "I need");
Motivational conflict (between "I want" and "I want");
Role conflict (between "should" and "should");
Conflict of unfulfilled desire ("I want" - "I can");
Adaptation conflict ("must" - "can");
The conflict of inadequate self-esteem (between "I can" and "I can").
Analyzing theoretical approaches to the study of intrapersonal conflict, it can be determined that it is based on personally significant contradictions between the motivational formations of the individual, which are reflected in various spheres of life. The content of contradictions determines the type of conflict. The causes of internal conflicts lie either in adverse life situations or in unresolved contradictions that occurred at an early age. They are also influenced by the process of collision of the individual and the environment.
POLITICAL CONFLICT
Political conflict - contradictions that arise in power relations and unfold in the struggle for political influence.
Types of political conflicts:
Foreign policy or international;
Domestic political.
Members of a society or state seek to defend their interests, maintain their power position and status, or fight for its improvement and recognition of rights. In the structure of the power relations of society, the main clash of interests of various classes and social groups of society, ethnic, political and religious communities takes place.
Conflicts in this area can:
Defend political interests;
Strive for dominance in power relationships.
There are different types of internal political conflicts.
1. Conflict between the classes of society.
2. Conflicts between social groupings existing in society and aimed at the struggle for power.
3. Conflicts involving political parties and other social movements.
4. Interethnic conflicts of a political nature.
Modern society improves the functions of the structures of the political system. The more alternative ways of resolving the political contradictions that arise in the state are developed by society, the easier it will be to resolve them and prevent their extreme form - civil war. Moreover, society must improve the ways of regulation in order to ensure their effectiveness.
Methods for preventing internal political conflicts:
1) maneuvering;
2) manipulation;
3) force pressure;
4) weakening the influence of the opposition;
5) the unification of the political counter-elite.
Maneuvering can be social and political and is aimed at finding compromises in the contradiction that has arisen. May include a short-term redistribution of resources between conflicting parties, a change in political leader, or others.
Political manipulation often uses the media to maintain a stable power force in the current political system. In a society with low political activity of the main social groups, the method of preventing conflicts through forceful pressure prevails. The dictatorship of power may be direct or indirect in nature, in case of non-observance of fundamental rights and norms of public order, it may encounter resistance.
With the weakening of the influence of the opposition, the group fighting for power seeks to destabilize the opposition by any means and take its place in the structure of power relations. The counter-elite in an internal political conflict acts as a social regulator if it is turned from an anti-government elite into a political elite.
GENDER CONFLICT
Gender conflict - a clash of interests or goals in the field of perception of gender values, roles and gender relations.
Gender conflicts can be:
Intrapersonal;
interpersonal;
Intergroup.
Society projects and expects special behavior from men and women, endowing them with specific and different characteristics. If individual character types do not coincide with social expectations, a person experiencing negative feelings and emotions about this may experience a gender intrapersonal conflict. In the case of personification of standard expectations and their projection from specific person interpersonal conflict may develop. For example, the standard expectations of the workforce from a female or male leader. The team ascribes to the leader the features inherent, in their opinion, to his gender. The absence of these traits causes a negative reaction, and sometimes the conflict is expressed in an open form.
Gender conflicts unfolding in the struggle of social movements and organizations for women's rights are intergroup in nature. Women's movement, which began its history at the end of the XVIII century. , aimed at satisfying the interests of various social strata of women, seeks adjustments in the policies of states towards the creation of gender equality in society.
The specificity of the gender conflict is expressed:
In the biological direction (differentiation of the sexes, various natural functions and the biological system as a whole);
The psychological component (differences in the information models of the psyche of men and women and individual differences of all people in general);
Social orientation (objective social functions and position in society of men and women cause clashes).
In the second half of the XX century. there have been significant changes in gender values and expectations. The male monopoly in public life was gradually transformed. Women's movements, employment models (for example, the Post-Fordist model) have launched many social processes, thanks to which women now occupy positions of power, serve in the army, participate in previously inaccessible sports competitions, and many other previously closed areas of public life.
The status and roles of men and women are constantly changing, giving rise to a clash of interests and gender discrimination. In many social institutions (school, family), gender inequality continues for a long time. Many of them are not sharply expressed, but are never resolved, since deep contradictions are concentrated in stereotypes that change very slowly.
RELIGIOUS, RACIAL, ETHNIC CONFLICTS
With the development and complication of society and social relations, communication channels and spheres of influence increase. The isolation and integrity of any social group or community is violated. Culture is integrated and becomes international, all modern society is involved in the process of globalization. All the described phenomena increase the likelihood of ethnic, racial and religious conflicts in society.
The unification of ethnic groups or races sometimes occurs in a democratic and natural way, but more often it causes social tension of collision. After all, any community strives to preserve its unique culture and history, actively fights for its territory and identity.
Depending on the level of self-awareness, an ethnos can react differently to social change. Ethnocentric groups are the most conflicted. In their struggle, they can use religious principles and attitudes, therefore, involve new participants in a conflict situation.
The main groups of causes of ethnic, religious and racial conflicts are distinguished:
Causes of the ethnopsychological factor;
political factors;
Socio-economic reasons;
Sociocultural factors and differences.
The destruction of the habitual way of social and cultural life of an ethnos causes a defensive or protective reaction of this ethnos. Since the loss of former values unequivocally presupposes the dominance of new introduced values and norms, the assimilated ethnos perceives its culture as secondary and suppressed. This explains ethno-psychological factors and the conflicts arising from them.
The emergence of a new ethnic group or religious movement contributes to the creation of new political leaders - political factors. The socio-economic position of a particular social group or ethnic group in a particular historical period affects general position groups in intergroup relations either causes tension, and the poor economic situation negatively affects the perception by the ethnic group of any actions directed at it, or the nature of relations with other ethnic groups and social groups projects existing discrimination, which creates conditions for the outbreak of conflict.
Conflicts that arise due to sociocultural differences are the most acute and prolonged, as they occur as a result of the violent destruction of cultural differences. Religious, linguistic and other cultural norms are assimilated and destroyed. All this disintegrates the ethnos and therefore encounters resistance.
INTERNATIONAL CONFLICT
Interethnic or interstate conflict - contradictions that arise between states, nations, coalitions of states and affect a large number of people and international relations in general.
The specifics of interstate conflicts: a conflict that has arisen between two states, with its consequences, carries a danger for other states; interstate conflicts shape international relations in the world; interethnic conflict is a consequence of the wrong policy of the states participating in the confrontation.
The nature of the interests defended in interstate conflicts:
Ideology, non-coincidence of the socio-political system of states;
Striving for dominance, both local and global;
Economic interests;
Territorial preference or retention of territorial boundaries;
Religious interests influencing the status of the state.
The causes of interstate conflicts are diverse, they can be subjective and objective.
In every ethnic conflict there are: main causes; related; reinforcing or arising already in the course of the conflict.
At the stage of creating independent states and establishing their borders, many parameters are often not taken into account: the presence of cultural communities, ethnic groups, historical and natural characteristics areas, all this exacerbates international relations and provokes conflicts. Sometimes interstate conflicts occur in a military way. For example, the war between Iran and Iraq over the territorial spaces of states.
When an internal political conflict arises, some countries begin to interfere in the affairs of the conflict state, seeking to resolve contradictions and reduce political and social tensions (for example, Russian interference in the politics of Iraq).
Conflicts within the state lead to interethnic clashes without the participation of other states. This is due to the negative impact of internal political conflicts on the position of the state in the international arena.
Possible actions to resolve interstate conflicts:
1) creation of transnational systems in cultural, political, economic and other significant areas of society;
2) observance by states of the principle of peaceful coexistence and recognition of various options for the development of society and the nation;
3) dominance in the field of legal regulation of relations between states of international organizations that ensure world security;
4) the reduction of armaments and the introduction of bans on the creation of weapons of mass destruction.
ARMED CONFLICT
An armed conflict is an open contradiction between medium and large social groups, in which the subjects use armed formations. Armed conflicts differ in the content and scale of goals, the use of means to achieve them, and the territorial space of the military conflict.
Types of armed conflict by goals:
1) fair (determined by the UN Charter and other international rules of law);
2) unfair.
According to the occupied territory of action, an armed conflict can be: local; regional; large scale.
Local wars are defined by territorial boundaries and have clearly defined and limited goals. A local war can develop into a regional one. In the latter, more important military-political goals are pursued, military formations of other states may participate. At the stage of escalation of an armed regional conflict, there is a possibility of a transition to a large-scale armed conflict.
A large-scale armed conflict requires the mobilization of all the forces of the participants in the conflict, since the goals set are cardinal in terms of the changes achieved in society.
The following forms of armed conflict are distinguished: an armed incident, an armed action, any form of armed struggle limited in scope.
Specificity and signs of armed conflict
1. High probability of vulnerability of the population in whose territory an armed conflict unfolds.
2. The involvement of new participants in the course of the conflict.
3. Armed formations are slow and irregular.
5. Expenditure of forces and resources not only on the conduct of the conflict, but also on ensuring security, movement and location of the actors in the conflict (troops).
6. High danger of transformation into an international or civil war.
Despite the existence in the modern world of many legal conventions on the preservation of peaceful coexistence and the prevention of armed formations, the objective situation with regard to armed conflicts is negative. As a rule, problems here arise in connection with the numerous victims of people not participating in the armed conflict - civilians. Sometimes in connection with the armed conflict there is an illegal involvement of outsiders for the purpose of exploitation and additional physical forces. Children and women are especially vulnerable in this case.
The consequences of armed conflicts have a negative impact on the entire infrastructure of the social, political and economic life of society.
GENERATION CONFLICT
There are three main generations in society: the young, the mature and the older generation. Sometimes, when talking about the conflict between generations, they single out a group of fathers and children, grandchildren and fathers, etc. In this case, the generational conflict is transferred from the macro level to the micro level (a separate family). Family relations are a model of generational conflict, on its example all the contradictions of generations that exist in society are broadcast. Valid empirical research in the sociology and conflictology of family relationships of a certain number of families allows us to transfer the results obtained to the structure of the whole society and characterize the conflict of generations at the macro level.
On the different stage development of society, it is possible to single out the most conflicted generation or group that provokes conflicts. The most respected and conflict-free generation is also determined. Each generation is characterized by a certain spiritual image, worldview, value orientations, interests, socio-psychological properties, status in society. Each generation has its own specificity.
Society of the 20th century characterized by youth conflict. Since it is during this time that youth culture plays a dominant role in organizing and maintaining changes in society. Moreover, the youth culture is not a mainstream movement, but its various subcultures. Especially in the second half of the 20th century. there are many subcultural movements that actively fight and advocate for the interests of young people: hipsters, beatniks, mods, skinheads, hippies.
The culture of a society is divided on the basis of the dominant of a particular generation into several cultures (the typology was proposed by G. Mead):
1) prefigurative - the mature generation "learns" from the younger generation;
2) cofigurative - exchange and learning among equals in age, among their generation;
3) post-figurative - the experience of elders and adults is significant, the younger generation draws knowledge from the older one.
The conflict of generations may not develop according to the stages that are distinguished in other conflicts, as it has its own specifics: it is longer in time scale, the intensity of the conflict decreases at any stage or fades completely. As a rule, in a society all generations coexist peacefully, but when the fundamental interests of one generation or another are violated, the conflict escalates.
For example, the economic and legislative infringement of the rights of young people at the beginning of the 20th century. in France led to numerous demonstrations, picketing of government buildings and damage to the property of educational institutions.
CONFLICTS IN ORGANIZATIONS
Conflicts in organizations (or labor conflicts) are contradictions that arise in labor relations and the conditions associated with their provision.
Conflicts in organizations are divided into two main types: interpersonal (as a rule, these are "vertical" conflicts); intergroup.
Parties (groups) of intergroup conflicts in organizations:
1) administration;
2) labor collective;
3) trade union;
4) another organization;
5) governing bodies, municipalities.
There are three areas of activity in which labor conflicts can occur.
1. The scope of working conditions: working conditions, ensuring the safety and comfort of the workplace, labor standards, etc.
2. The scope of fixed and accepted agreements on a particular subject of production.
3. Distribution of resources or provision of material rewards for work.
Any area of labor relations can become a subject of conflict in the organization if any of the parties (group) does not cope with the obligations and functions assigned to them. There are many possible causes of conflict in an organization.
External reasons may be:
General increase in unemployment;
Decrease in the value of labor;
The impoverishment of the population;
Lack of regulation of working conditions by administrative circles.
Labor conflicts can have both negative and positive effects.
Positive consequences of conflicts in organizations include:
1) change in the socio-psychological climate towards improvement and mutual respect;
2) the conflict can help in overcoming various difficulties (social, economic, etc.) of the organization;
3) the conflict signals the weakest point in the relationship of labor groups, after which the defect can be eliminated;
4) the cohesion of the labor collective and the organization as a whole increases.
Methods for resolving labor conflicts: strikes, speeches at meetings, demonstration, written or oral appeal to higher management or administration, statement in the media, settlement through trade union committees, appeal to the commission on labor disputes, dismissal.
An effective way to prevent and resolve labor conflicts is the conclusion of an agreement or an employment contract at the stage of employment or at the stage of a conflict that has already arisen. The contract includes the basic rights and obligations of all parties to the organization, contains acceptable ways to resolve labor conflicts and allows democratic management of the conflict situation.
CONFLICTS IN MANAGEMENT
Conflicts in management are conflicts that arise in the workforce between the leader and the subordinate (vertical conflicts).
The nature of subordination in relations between a subordinate and a leader can extend to two areas: official and personal. Official relations involve formal rules and norms and require the fulfillment of the employee's functional instructions.
Personal relationships that arise in informal relationships can reveal a mismatch of temperaments, features of interaction between the leader and the subordinate, which also affects the nature of the relationship.
The manager defines a set of requirements and roles that the subordinate must fulfill, organizing all the conditions for their implementation.
Almost always, opportunities and conditions do not match the requirements, so a conflict arises. Conflicts between a subordinate and a leader are determined by the following features:
Interpersonal conflicts in production are the most conflictogenic, as they are in the "man - man" system;
The substantive content of activities in the relationship between a subordinate and a leader is important, since the quality depends on it. professional activity subordinate, the result of his work;
The emergence of conflicts occurs more with more intense and frequent joint activities of the leader and subordinate.
(Researchers of management conflicts define May and January as the most conflict months, since during these periods the main reports and attestations are carried out, involving private contacts between the leader and the subordinate);
More than half of the conflicts occur at the level of "immediate supervisor - subordinate." Therefore, the relationship of a leader and a subordinate close in status is more conflictogenic than a relationship of a large status distance.
Poorly organized communication between a leader and a subordinate is the main cause of conflicts in relationships. If there are several managers, the subordinate must be clearly aware of the continuity of their requirements and perform work, guided by the hierarchy existing at the workplace. When managing a large number of subordinates, the manager must quickly manage the functional responsibilities of each employee. This will help prevent or reduce management conflicts.
The organization of working conditions is an important condition in the prevention of conflicts "vertically". In other words, everything functional responsibilities subordinates must be provided with the means to carry them out.
FAMILY CONFLICT
Family conflict can arise between spouses, parents and children, grandchildren and the older generation. But all the same, when they talk about a family conflict, they first of all assume a conflict between spouses. When any needs of the spouses are not satisfied in the system of their interpersonal relationships, conflict may arise.
A. Antsupov and A. Shipilov identify several main causes of conflicts between spouses:
Incompatibility of spouses according to psychosexual characteristics;
Lack of respect from the spouse;
Dissatisfaction with the need for emotional approval;
Satisfaction of one's needs by one of the spouses to the detriment of the needs of the other;
Lack of help and understanding in matters of upbringing or other family matters;
Various leisure preferences and disapproval of hobbies.
Additional factors or conditions that create a conflict situation are some stages of married life, which theorists call crisis:
Crisis of the first year of life (adaptation period);
The appearance of children in the family (a wide range of interfering conditions);
Midlife crisis (conflict of uniformity);
Crisis of a family living for about 20 years (conflict of loneliness and loss, conflict of experiences).
As well as external conditions the social life of spouses, the difficulties of which directly affect the nature of family relations (employment problems, worsened financial situation, housing problems, etc.).
Family (marital) conflicts are divided into several types.
Conflict family - a clash of interests of spouses in many areas, the predominance of negative emotions in relationships. A problem family is a long-term existence of common social problems that lead to an aggravation of the relationship between spouses. Crisis family - an acute clash of interests of spouses in the most important areas of activity, the predominance of irreconcilable
relations between spouses, unwillingness to make concessions. A neurotic family is the accumulation of psychological and social difficulties that worsen the well-being of the spouses, as a result of which the psychological microclimate of the family is disturbed. Hidden and open forms of conflict behavior of spouses are determined. The resolution of conflicts between spouses should occur through mutual understanding and compromise, based on respect and the ability to forgive a spouse. It is recommended not to accumulate grievances and negative emotions, but to resolve emerging contradictions as they arise.
Divorce is one of the radical ways to resolve marital conflict. Psychologists believe that legal divorce is preceded by emotional and physical divorce.
CHILD-PARENT CONFLICT
Child-parental conflicts are one of the most common categories of conflict in modern times. This type of conflict exists even in prosperous families and represents a contradiction in the relationship between children and parents.
Basically, the causes of conflicts between parents and children are personal and psychological factors present in the relationship between parents and children.
Intra-family relationships are divided into two main types:
Harmonious type of relationship (the predominance of balanced relationships, the rational division of psychological roles within the family, the ability to resolve emerging contradictions);
Disharmonious type of relationship (negatively colored relations of spouses lead to conflict interaction between spouses, the latter can cause negative emotions and anxiety in children; respect for parents is lost, psychological roles are violated, tension increases).
A disharmonious type of intra-family relations leads to conflicts between parents and children and projects a destructive way of upbringing.
Features of destructive parenting:
Excessive prohibitions for children in areas of life that are significant to them;
Using threats in demands on children;
Condemnation of the wrong actions of the child in exchange for encouragement and praise for achievements and successes;
Inconsistency and inconsistency in the actions of parents;
Differences in the views of parents in matters of education.
The causes of parental conflicts may be inadequate reaction of parents to age crises of children (crisis of 1 year, crisis of 6-7 years, crisis of puberty, etc.).
Age crises
Transitional periods of development of the child, cause increased irritability in the child. Aggressive behavior of children, a negative attitude towards previously acceptable requirements are the causes of conflict interaction. The task of parents and children is to smooth relations during this period, the mutual desire to compromise.
Types of conflicts between parents and children of adolescents:
1) the conflict of instability of the parental assessment of the child;
2) conflict when lowering the level of independence of the child, excessive control;
3) the conflict of overcare;
The conflict in the relationships and actions of parents causes a special reaction in children, expressed in different styles of child behavior:
Demonstration of a negative attitude, opposition on all issues;
Failure to comply with the requirements;
Avoiding communication with parents, hiding information about yourself and your actions.
CONCEPT AND FUNCTIONS OF SOCIAL CONFLICT
Social conflict is a conflict of large social groups that has arisen on the basis of social contradiction. In the modern world, there is an aggravation and an increase in the number of social contradictions, which leads to an increase in conflict in society.
Babosov's definition of social conflict reflects the modern specifics of social contradictions: "Social conflict is an extreme case of exacerbation of social contradictions, expressed in a clash of social communities." The communities that the domestic conflictologist is talking about here are not only national and ethnic groups, states, classes of society, but also social institutions existing in society at a given stage of development. lead to social conflict various purposes, to which institutions or social groups aspire, as well as a mismatch of interests and values supported by social communities. Each social conflict is limited by its specific situation (causes, duration, scope, intensity), therefore, it requires the resolution of the problem in it. It is impossible to unite all social conflicts.
A significantly different definition of social conflict can be found in Zaprudsky: "Social conflict is a clear or hidden state of confrontation, objectively divergent interests, goals of social actors." The causes of social conflict remain the same, the forms of conflict and the ways of demonstrating the interests of social communities are changing. In Zaprudsky, interests are expressed by the social attitude of a particular community to the existing order in society, the distribution of social forces and the expression general trends(social action). Social forces that participate in conflict do not always reflect the tendencies of their development in a conflict way or in a way of open struggle. Preserving one's positions and interests can already lead to a new "social unity." Therefore, social conflict is also the formation of a new order in the system of social relations.
The functions of social conflict were studied in detail by L. Koser, defining their specifics for a closed and open type of society.
Social conflicts can perform two main functions:
1) negative (destructive);
2) positive (constructive).
The theory of social conflict was influenced by some psychologists who studied conflicts between large social groups (for example, D. Campbell and his theory of realistic group conflict, L. Berkowitz, D. Turner).
The resolution of a labor conflict is a process or purposeful activity that removes its causes and consequences. The resolution of a labor conflict can be organized or arbitrary, spontaneous. Clear boundaries between conflict resolution and the conflict itself are not always established, since it sometimes proceeds as a constructive overcoming of labor problems.From a theoretical point of view, the solvability of a labor conflict depends on the degree of its complexity. However, in reality, the latter is rather difficult to determine and predict. The most insignificant problems turn into an acute conflict situation, and the most significant ones sometimes never develop into an open and prolonged conflict. It is possible to formulate several specific factors that determine the complexity of the labor conflict.
1. Scale of the conflict. It is determined by the total number of individuals involved in the conflict, affected by the conflict; the number of parties, positions in the conflict. So, in the process of conflict, three, four, and so on can appear. conflicting parties, positions, which complicates its resolution. The number of participants is not an unambiguous factor. Labor conflict between groups can be as simple as between individual workers.
Moreover, interdisciplinary conflicts are more pronounced personal factors, which complicates its resolution. In an intergroup conflict, participants may be aware of its scale, the consequences associated with it, the risk, and responsibility, therefore, they are especially striving to resolve it. In the interindividual advantage is the pro-stacks of discussion; it can take place promptly, in working order (if the conclusion of a specialist or the opinion of an administrator on some problem is not required), however, the “collective mind” is weaker here, and there is less likelihood of a compromise.
2. The duration of the conflict situation. Resolve the conflict on his initial stage it may be simpler, since it has not yet been personified (it has not received the nature of personal hostility), the destructive consequences of the conflict are small, and the complex and intricate structure of the participants in the conflict has not been formed. All this suggests that the conflict must be resolved as early as possible. At the same time, the late stage of the conflict may have its advantages in its resolution, since the cause of the conflict has become clear and understandable to everyone; everyone is tired of the conflict and wants to resolve it; the motive of the game is replaced by the motive of risk.
3. Novelty or standard conflict. If such a conflict has already taken place before, now it will occur in a less acute form. Participants treat the problem of conflict as already familiar, ordinary, they are calm, they know the solutions to this problem.
4. Objective or subjective causes of the conflict. The conflict resolution technology is more complicated for objective reasons, since organizational and labor changes are required. At the same time, realizing the objective, transpersonal nature of the problem, participants can treat the conflict itself more calmly and constructively. The conflict in this case simply turns into the expectation of appropriate organizational and labor changes.
5. Subjective characteristics of the conflicting parties. If the participants in the conflict have experience, culture, education, they are able to better and faster see the solution to the problem, find ways to best behave in the conflict. However, acute conflicts are possible not only at the level of workers, but also at the level of specialists, administrators, not only in production labor groups, but also in collectives with intellectual labor. A high level of culture sometimes, on the contrary, contributes to conflicts due to a more principled attitude of people to business.
We can single out the following specific models for resolving labor conflicts.
1. If the conflicting parties do not see a way to agree, then they mutually renounce their own claims in order to maintain social peace in the organization or between organizations.
Labor conflict
1. One of the conflicting parties renounces its claims, realizing them as less significant, fair, its ability to "win" the conflict - as weaker.
3. The conflicting parties find a compromise option, sacrificing part of their claims in order to create the possibility of their reconciliation (claims cannot be fully reconciled).
4. Both parties can realize their claims; if “new resources” are found, if the conflict problem “collides” with some third party, i.e. resolved by that third party.
There are such types of conflict resolution as: autonomous, when those in conflict in the process of social and labor relations are able to solve problems on their own, within the boundaries of their own tasks and functions; corporate, if the labor conflict is resolved only as a result of organizational changes; independent, when the conflicting parties solve the problem themselves, relying on their own capabilities, desires and abilities; public, if others are involved in the resolution of the conflict, they sympathize, advise, approve or condemn, and administrative, when the settlement occurs only as a result of intervention and relevant decisions of the administration.
There are the following forms of labor conflict resolution.
1. Reorganization - a change in the organizational and labor order that caused the conflict, and not a struggle and persuasion in relation to the conflicting parties.
2. Informing, i.e. socio-psychological regulation aimed at restructuring the image of the situation in the minds of the conflicting parties, achieving a correct view of the conflict, promoting the benefits of peace in this particular case.
3. Transformation, i.e. transition of the conflict from a state of useless hostility to a state of negotiations.
4. Distraction - shifting the attention of the conflicting parties to other problems or positive aspects of their relationship; focusing attention on something in common, which contributes to cohesion.
5. Distancing - the exclusion of conflicting parties from general organizational and labor relations by, for example, transferring to other jobs, to other divisions, personnel replacements.
6. Ignoring - deliberate inattention to the conflict so that it resolves itself or so that focusing attention on the conflict does not contribute to its aggravation.
7. Suppression is a situation in which the causes of the conflict are not removed, but any conflict behavior is prohibited under the threat of administrative sanctions for one or both parties.
8. Comfortable preference - a decision in favor of the majority, satisfaction of the interests of a socially stronger side.
The solvability and resolution of a labor conflict is largely determined by the characteristics of the behavior of individuals and groups in certain conditions. Let's pay attention to some negative behavioral phenomena in the conflict:
dramatization of the conflict - exaggeration by the conflicting parties of the significance of their claims, the consequences of their non-realization;
installation on the conflict as an end in itself - turning the conflict into a game, raising one's position into a principle, treating compromise as a loss of dignity;
exploitation of the conflict, i.e. interest in it as a condition for achieving some goals; the “threat of hostility” characteristic of many subjects as a way of self-affirmation, taking a certain position;
personalization of the conflict - giving the objective problem a personal character and meaning.
The stated theory of the labor conflict is general. It can be specifically developed in three directions: conflicts between workers and labor groups; conflicts between staff and management; conflicts between the organization as a whole and the external socio-economic environment.
Introduction
Chapter 1. Theoretical part
1 The concept of conflict. Types and functions of conflict
2 Causes of conflicts in the world of work
Chapter 2. Analytical part
1 Conflict resolution analysis
2 Conflict prevention
3 Methods for resolving labor conflicts in modern conditions and characteristic features of conflicts in enterprises
Conclusion
Introduction
“Conflict is an open clash between members of a team, which is characterized by their confrontation based on oppositely directed motives (needs, interests, goals, ideals, beliefs) or judgments (opinions, views, assessments, etc.).”
Inside the organization, the conflict can always be settled in one way or another in a finite time, but the conditions of struggle in the external environment of the organization will inevitably affect the emergence of conflicts within the organization. The simplest variant of such a conflict is a lack of resources in the external environment, which forces the organization to work in conditions of a shortage of resources, and in the internal environment there will also be a need to fight for them.
There is another definition of conflict as “the lack of agreement between two or more parties, which may be individuals or groups. Each side does everything to get its point of view or goal accepted, and prevents the other side from doing the same.
The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable.
In many situations, the conflict helps to reveal a variety of points of view, provides additional information, helps to voice a large number of alternatives or problems. This makes the decision-making process of the group more efficient, gives people the opportunity to express their thoughts and thereby satisfy their personal needs for self-respect, which can also lead to more effective implementation of plans.
Analysis of the studied sources and literature. The chosen topic is quite relevant in modern society. Its study was undertaken by many authors both abroad and in Russia. The most famous works of domestic authors: I.E. Vorozheikin, A.Ya. Kibanov, D.K. Zakharov, A. Komarov, E. Komarov, V.P. Ratnikov and others.
The goal is to give recommendations on how to resolve them based on research on conflicts in the field of management at Russian enterprises.
consider the nature, essence and structure of conflicts;
show the methodology of conflict resolution, methods of diagnostics and prevention;
explore conflicts at Russian enterprises, show the general principles, rules, recommendations used in conflict management.
The object of the study is conflicts arising in the sphere of labor and methods for their solution.
The subject of the study is conflicts in the sphere of management in modern conditions.
The theoretical and methodological basis in the course work was the structural, systematic and analytical approaches.
Chapter 1. Theoretical part
.1 The concept of conflict. Types and functions of conflict
A conflict is an open clash between team members, which is characterized by their confrontation based on oppositely directed motives (needs, interests, goals, ideals, beliefs) or judgments (opinions, views, assessments, etc.).
Social ties inherent in society as a complex system and an integral entity are stable and reproduced in the historical process, passing from one generation of people to another. They are real, because they are carried out with joint activities in certain time and to achieve specific goals. These connections and relationships are established not at someone's whim, but objectively, under the influence of the conditions in which a person exists, performs actions, and creates.
Moreover, society is not a simple collection of individuals and their relationships. Representing an integral system with its characteristic qualitative state, it is primary in relation to the individual. Each individual, being born, finds a formalized structure of previously established connections and, as he socializes, is included in it, assimilates the knowledge and values that have become accessible to people by that time, and the determined norms of behavior.
It is legitimate to assume that interpersonal conflictis one of the ways in which human beings interact. The purpose of the conflict was and is to overcome excessively aggravated contradictions, to find the optimal way out of the confrontation that has arisen, to maintain the interaction of subjects of social relations in the face of a serious divergence of their interests, assessments, and goals. The conflict should be perceived as a completely normal social phenomenon, process and way of interaction between people. Like a person, society by its very nature cannot be absolutely perfect, ideal, conflict-free. Disharmony, contradictions, conflicts are constant and inevitable components of social development. Conflict is a conscious phenomenon, a deliberate action. The conflict appears as an awareness at the level of an individual, a social group or a wider community of the inconsistency of the process of interaction and relationships, differences, and even incompatibility of interests, value assessments and goals, as a meaningful confrontation. Next feature:
under social conflictunderstand any kind of struggle between individuals, the purpose of which is the achievement of means of production, economic position, power or other values that enjoy social recognition, as well as the subordination, neutralization or elimination of a real enemy Conflict-free- this is an illusion, a utopia, and even more so not good. Conflicts, like any social contradictions, are a form of real social ties that just express the interaction of individuals, the relationship of social groups and communities in case of mismatch, incompatibility of their needs, motives and roles. It is very significant that conflict- this is a social phenomenon, a way of interaction between people in the event of a clash of their incompatible views, positions and interests, a confrontation between two or more parties that are interconnected, but pursue their own goals. And one more important feature, which is expressed in the fact that conflict is a predictable phenomenon subject to regulation. This can be explained by the very nature of the emergence of conflict clashes, the forms of interaction between the parties involved in them, and the interest in the outcome and consequences of the confrontation. Firstly, conflict interaction is distinguished by the fact that the confrontation in it of representatives of diverging interests and goals serves as a link for them at the same time. Secondly, any participant in a conflict confrontation, one way or another, must argue his position, justify his claims and make efforts to implement his demands. If we summarize the above about the conflict and proceed from its widespread understanding as a clash of parties, opinions and forces, then for management science and the applied significance of conflictology, the following definition will probably be the closest and most acceptable: conflict
- this is a normal manifestation of social ties and relationships between people, a way of interaction in the event of a clash of incompatible views, positions and interests. Types of conflicts Approaches to classification can be very different. Thus, sociologists pay attention primarily to the macro or micro level of conflicts, to their main types, such as socio-economic, national-ethnic and political. Lawyers distinguish between intra- and extra-systemic conflicts, the spheres of their manifestation, including family, domestic, cultural, social and labor conflicts, as well as a wide variety of economic, financial and property conflicts that arise in a market economy. Conflicts in labor collectives are classified according to various criteria: )by nature of occurrence- business and emotional. Business conflicts have a production basis and arise in connection with the search for ways to solve complex problems, with an attitude to existing shortcomings, the choice of a manager's style, etc. They are inevitable. Emotional conflicts are purely personal in nature. The source of these conflicts lies either in the personal qualities of the opponents, or in their psychological incompatibility; )by direction of interaction- vertical and horizontal, that is, between opponents of different ranks and the same rank; )on the impact on the development of the workforce- destructive and constructive. Constructive ones are useful and find expression in disputes and discussions; destructive ones hinder the development of the labor collective; )by number of participants- intrapersonal, interpersonal, intergroup, between individuals and a group. · intrapersonal conflict.This type of conflict does not fully meet the definition. Here, the participants in the conflict are not people, but various psychological factors. inner peace personalities that are often incompatible: needs, motives, values, feelings. Intrapersonal conflicts associated with work in the organization can take various forms. One of the most common forms is it's a role conflict,
when different roles of a person make conflicting demands on him. For example, being a good family man (the role of a father, mother, husband, wife, etc.), a person must spend the evenings at home, and the position of a leader may oblige him to stay at work. Or: the head of the workshop instructed the foreman to release a certain number of parts, and the technical manager at the same time - to carry out a technical inspection of the equipment. The reason for the first conflict is the mismatch of personal needs and requirements of production, and the second - a violation of the principle of unity of command. Internal conflicts can arise in the workplace due to work overload or, conversely, the lack of work if you need to be at the workplace. · Interpersonal conflict.This is the most common type of conflict. It manifests itself in organizations in different ways. Many leaders believe that the only reason for it is the dissimilarity of characters. Indeed, there are people who, due to differences in characters, attitudes, and behavior, find it very difficult to get along with each other. However, a deeper analysis shows that such conflicts, as a rule, are based on objective reasons. Most often, this is a struggle for limited resources: material assets, production space, equipment use time, labor, etc. Everyone believes that it is he who needs the resources, and not the other. Conflicts arise between a leader and a subordinate, for example, when the subordinate is convinced that the leader makes exorbitant demands on him, and the leader believes that the subordinate does not want to work at full strength. · Conflict between the individual and the group.Informal groups establish their own norms of behavior and communication. Each member of such a group must comply with them. Deviation from the accepted norms is considered by the group as a negative phenomenon, a conflict arises between the individual and the group. Another common conflict of this type is the conflict between the group and the leader. The most difficult such conflicts occur with an authoritarian leadership style. · Intergroup conflict.The organization consists of many formal and informal groups, between which conflicts can arise. For example, between management and executors, between employees of various departments, between informal groups within departments, between administration and the trade union. Unfortunately, disagreements between higher and lower levels of management, that is, between line and staff personnel, are a frequent example of intergroup conflict. Conflict functions There are a number of functions that are, in particular, of the most significant importance in the management of the organization and the behavior of personnel. One of the main functions of the conflict is the one due to which an integrating effect is achieved, affects the stability and stability of the social system, the formation and consolidation of groups, the ratio of individual and collective interests, and the readjustment of the management mechanism. Intra-group conflict usually has a positive ending, allows you to learn useful lessons from the mistakes and mistakes of group members, stabilize their relationships, strengthen cooperation, orient everyone towards the observance of common norms of behavior, raise the bar of social optimism and business ethics, which ultimately ensures coherence and increased effectiveness collaboration. The most important function of the conflict is the activation of social ties, giving the interaction of people and their relations more dynamism and mobility. This affects the pace of socio-economic development both in society and within a single organization, determines one or another degree of business spirit. For any group, cohesion is important, a measure of attraction to each other and to the group as a whole. The basic basis of such attraction is formed, firstly, by the attractiveness of the goals of the association, and secondly, by the similarity of views and value orientations of its members, the effectiveness and ease of group ties. However, it should be borne in mind that the cohesion achieved, the unifying principles within the collective, conceal the risk of replacing individual egoism with group egoism, which is expressed by antipathy, hostility, enmity and even hatred towards other groups (collectives). More often than others, the subjects of confrontation in intergroup relations are employees of various inspection services, which carry out, in particular, technical control, including product quality, sanitary and environmental supervision, inspection of labor protection and safe work, audit and other forms of financial and economic revisions. The essential functions of the conflict include signaling about foci social tension. A conflict collision allows not only to detect unresolved problems and serious mistakes in doing business, but also provides an opportunity for open expression of the needs, interests and aspirations of people, their dissatisfaction or protest. In conflict conditions, people are more clearly aware of both their own and alien interests, objective trends and contradictions in social development, the need to overcome obstacles to progress and achieve maximum benefit. Original, re-formulated ideas, rejection of ingrained habits and outdated traditions very often encounter rejection, resistance, and negative reaction. Usually, the conflict stimulates initiative, creativity, mobilization of creative forces, the search for non-standard approaches to solving complex problems, the optimal choice of alternative options - a choice that ultimately leads to an increase in the efficiency of joint work. At the same time, the conflict can also intensify manifestations of hostility in relations between those involved in the confrontation, causing dissatisfaction with the results of interaction, depression of the spirit, "withdrawal into oneself", and a decrease in work efficiency. An important function of the conflict is the prevention (prevention) of destructive confrontations. Reaching a détente between the parties to the conflict, resolving the disagreements that have arisen and aggravated, it is possible to avoid collisions with significant material damage and moral losses, a long-term discord in the team, knocking the whole organization out of the normal track. The main task is to give the conflict as much functionality as possible. positive character to minimize the inevitable damage from its negative consequences. Among the typical causes of labor conflicts are: 1)
Resource allocation. Even in the largest organizations, resources are always limited. Management can decide how to allocate materials, people, and finances in order to achieve the organization's goals in the most efficient way. It doesn't matter what this decision is specifically about - people always want to get more, not less. Thus, the need to share resources almost inevitably leads to various types of conflict. 2)
Task Interdependence. The possibility of conflict exists wherever one person or group is dependent on another person or group for tasks. Certain types of organizational structures increase the potential for conflict. This possibility increases, for example, with the matrix structure of the organization, where the principle of unity of command is deliberately violated. 3)
Differences in purpose. The potential for conflict increases as organizations become more specialized and broken down into divisions. This is because departments can formulate their own goals and pay more attention to achieving them than to achieving the goals of the organization. For example, the sales department may insist on producing as many different products and varieties as possible because this improves competitiveness and increases sales. 4)
Poor communications. Poor communication can be both a cause and a consequence of conflict. It can act as a catalyst for conflict, preventing individual employees or a group to understand the situation or the viewpoints of others. For example, if management fails to communicate to workers that a new performance-based pay scheme is not intended to "squeeze" workers but to increase the company's profits and its position among competitors, subordinates may react by slowing down the pace of work. Other common communication problems that cause conflict are ambiguous quality criteria, the inability to accurately define the job responsibilities and functions of all employees and departments, and the presentation of mutually exclusive work requirements. These problems may arise or be exacerbated by the inability of managers to develop and communicate to subordinates an accurate job description. )Ignorance or ignorance by the employer of the norms of the current labor legislation. 6)Reduction of labor and social guarantees for workers. 7)Inaction of the administration in improving working conditions. Chapter 2. Analytical part
.1 Conflict resolution analysis
The resolution of labor conflicts inherently involves changing the conflict situation itself. First. Quite often, the so-called mechanical method of conflict resolution is used. Its essence boils down to the fact that the object of the conflict can be withdrawn from circulation, or it can be replaced by another object. An example is the situation when one wage system that caused labor conflicts is replaced by another; time for piece work. Either all opponents, or one of the parties, can be eliminated or their rank will change. Quite often, we observe when employees who are dissatisfied with the wage system or the size of wages, the administration, under some pretext, tries to fire them or transfer them to another job site. It should be noted that the mechanical way to resolve the conflict, when one of the opponents is removed, is not always justified. In relation to our example, it often happens that new employees hired to replace laid-off workers, finding themselves in similar conditions, also begin to express dissatisfaction with the wage system. In this regard, other schemes for resolving labor disputes become important. Second.Changing the attitude of opponents to the object due to changes in the characteristics of opponents and the object; the qualities of the object change, the accessibility of this object to opponents changes, or any conditions will be imposed on the manipulation of this object. For example, in the course of negotiations with the administration, employees became convinced of the fairness of wages and changed their claims, their attitude towards the object of the conflict. (Changing the characteristics of opponents.) There was a process of reconciliation of opponents without changing the object - increasing wages or changing the pay system. Of course, there are cases when the conflict is either ignored or suppressed through a ban on discussing its causes, threats of sanctions, etc. Such situations actually lead to a loss of control over conflict processes. Studies have repeatedly proven that only the very fact of discussing the problem by the parties has already led to the removal of social tension. Therefore, it is rightly considered that the most effective methods of preventing and resolving labor conflicts in the early stages of their occurrence are negotiations. Business negotiations as a way to prevent and resolve conflict. It should be noted that negotiations are not just a set of methods for resolving a conflict in general and a labor conflict in particular. Negotiations should be viewed as a complex phenomenon: negotiationthis is a process of communication to jointly solve the problem and meet the needs of the subjects, the mutual interests of the parties. In the process of negotiations, the knowledge and coordination of the interests of the subjects is carried out, an emotional mood is formed, the ways of realizing these interests are determined and developed. The importance of understanding the use of negotiations as a means of preventing and resolving contradictions and conflicts lies in the fact that such an approach helps to maintain a state of peaceful interaction between the warring parties. This indicates the need to find ways to solve the problem before the forceful actions taken by one of the parties (or all parties involved in a state of confrontation) to achieve their goals make peaceful cooperation impossible. 2.2 Conflict prevention
There are a number of obstacles that reduce the possibility of preventing conflicts and directing their development in a constructive direction. This obstacle is of a psychological nature and is associated with such a generic quality of human psychology, which is characterized as an irresistible human desire for freedom and independence. The existence of certain generally accepted moral norms that regulate human relationships. This obstacle is of a legal nature and is due to the fact that in countries with developed democratic traditions, some universal norms of morality have taken the form of legal norms that protect the fundamental rights and freedoms of the individual. Therefore, successful conflict prevention activities can only be carried out within the boundaries established by psychological, moral and legal requirements for the regulation of human relationships. “Conflict prevention is essentially an impact on those socio-psychological phenomena that can become elements of the structure of a future conflict, on its participants and on the resources they use. Since each conflict is associated with the infringement of certain needs and interests of people, both material and spiritual, its prevention should begin with its distant, deep prerequisites, with the identification of those causes that potentially contain the possibility of a conflict. As noted, all the various causes of conflict can be represented as having two levels: ) objective, or social; ) subjective, or psychological. Objective or social causes- these are economic, political and spiritual contradictions of social life. Methods for preventing the causes of conflicts at this level are reduced to: pursuing an economic and cultural policy based on the principles of equality and social justice; strengthening in all spheres of society the principles of law and order; raising the cultural level of the population. The implementation of these social programs is the most reliable means of excluding destructive conflicts from social life, as well as many other negative phenomena. The most important role among these programs is played by the impact, primarily through the media, on spiritual world people, getting rid of the “subculture” of violence and aggression from the mass consciousness, changing value orientations in the direction of respect for individual rights, goodwill in relationships, strengthening mutual trust, overcoming intolerance and violence. Knowledge and accounting in practice common causes various conflicts, it helps, on the basis of the application of the deductive method, the movement from the general to the particular, to understand the sources of not only interpersonal conflicts, but also in conflicts within small groups, as well as in those large-scale confrontations that sometimes cover the whole society. By the deductive method, i.e. Based on general ideas about the causes of conflicts, it is possible to predict, predict the possibility of a wide variety of social conflicts and prevent them in a timely manner. Conflictology distinguishes among the causes of conflicts, in addition to social, also causes of a different kind - psychological. A developed psyche is an integral quality of a person, which manifests itself in all forms of his activity, and it is also a subjective reflection of objective reality. But this feature of the human psyche, its high level of development, also determines its relative independence, independence from the natural and social environment with which it is connected. Such are the conflicts generated by feelings of deceived trust, mutual hostility, hurt pride, doubts about the correctness of the chosen life path and other purely psychological reasons. It is possible to prevent or weaken the conflict of the psychological level only by neutralizing the aggressive feelings and aspirations of people, which is a very, very difficult task. However, in the work of preventing conflict of any kind, one cannot hope for the use of some quick-acting, miraculous means. This work is not one-time, but systematic, everyday, everyday. The most reliable way to prevent conflicts
both psychological and social level is the creation in the family, in the organization, in the team, and finally, in society as a whole, such a moral and psychological atmosphere that excludes the very possibility of the emergence of aggressive aspirations leading to a serious conflict. Achieving this lofty goal is possible only as a result of the consistent implementation of a whole range of thoughtful measures to strengthen relations of cooperation and mutual assistance between people. A universal way to prevent such conflicts is to pursue a policy of strengthening cooperation, which is consistently carried out both at the social and psychological levels. Maintaining and strengthening cooperation, the relationship of mutual assistance is the central problem of all conflict prevention tactics. Its solution is complex and includes methods of socio-psychological, organizational, managerial and moral and ethical nature. The most important of the socio-psychological methods focused on correcting the thoughts, feelings and moods of people are as follows: The consent method involves carrying out activities aimed at involving potential conflict parties (participants in the conflict) in a common cause, during the implementation of which potential opponents have a more or less wide field of common interests, they get to know each other better, get used to cooperating, jointly solving emerging problems. The method of benevolence, or empathy (sympathy, empathy), the development of the ability to empathize and sympathize with other people, to understand their internal states, involves the expression of the necessary sympathy for a workmate, partner, readiness to provide him with practical assistance. This method requires the exclusion from the relationship of unmotivated hostility, aggressiveness, impoliteness. A method of preserving the reputation of a partner, respect for his dignity. In the event of any disagreement fraught with conflict, the most important method of preventing a negative development of events is the recognition of the dignity of a partner, the expression of due respect for his personality. Another effective tool for conflict prevention is the method of mutual complementation. It involves relying on such abilities of a partner that we ourselves do not have. The method of complementarity is especially important in the formation of working groups, which in this case often turn out to be very strong. The method of non-discrimination of people requires the exclusion of emphasizing the superiority of one partner over the other, and even better - and any differences between them. To this end, in management practice, especially in Japanese firms, elements of equalizing material incentives for all employees in the firm are often used. In the interest of increasing anti-conflictof the organization's potential, it is advisable to share merits and awards among all, even if they largely belong to one person. This principle is widely applied in everyday life. And, finally, the last of the psychological methods of conflict prevention is borrowed from animal trainers, from animal trainers, who, as you know, always reward their pupils for well-executed commands. This method can conditionally be called the method of psychological stroking. He assumes that people's moods, their feelings can be regulated and need some support. For this, the practice has developed many methods, such as anniversaries, presentations, various forms of joint recreation by members of work collectives. These and similar events relieve psychological stress, promote emotional relaxation, evoke positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise. Summarizing what has been said, it should be emphasized that everything that ensures the preservation of normal business relations, strengthens mutual respect and trust contributes to the prevention of conflict. 2.3 Methods of resolving labor conflicts in modern conditions and the characteristic features of conflicts at enterprises social labor protest conflict Permission
- the final stage of the conflict process. It is carried out either through a change in the objective situation, or at the cost of a psychological restructuring of the subjective image of the situation that has developed among the warring parties. In both cases, a twofold resolution of the social conflict is possible - complete and partial. Complete resolution means the cessation of the conflict at the level of external and intrapersonal confrontation, when the "image of the enemy" is transformed into the "image of the partner", and the focus on the struggle is replaced by an orientation towards cooperation. With a partial resolution of the collision, only open conflict behavior disappears, but the internal urge to continue antagonism remains, restrained by will, reasonable arguments, or fears of sanctions by a third party. An example of a complete resolution of a labor conflict is distancing"opponents" who worked in one team, by transferring one of them to another. With limited resources - as an object of confrontation - finding additional means (financial, organizational, informational) that reduce social dissatisfaction leads to a complete solution. Partial removal of the severity is carried out by imposing administrative sanctions on one or both sides of the conflict. However, this type of imperious influence does not give the desired effect. Characteristic features of conflicts in enterprises According to studies, there are three types of "protest enterprises" in Russia: The first type is those whose workers protest against non-payment of wages, reduction in employment, deterioration of their financial situation, closure of the enterprise, etc. To date, such "protest enterprises" are the majority. The second type is enterprises whose employees protest against the change of administration by new owners. The motives are very different: possible "punitive" actions by the old administration (if it persists); disclosure of plans of new owners to reduce production, re-profiling it, cutting jobs, etc. The third type is enterprises whose employees raise the level of their demands: the abolition of the authoritarian enterprise management system and the democratization of economic power in the enterprise, regardless of the type of ownership, including the so-called employee ownership, which in fact in most cases is "director's". This circumstance contributes to the ongoing collapse of illusions about such a form of ownership, and above all in its joint-stock form, the size of which is decreasing rapidly. Many, if not most, Russian workers have learned from their own experience that formal shareholding, even if they own a controlling stake, does not provide them with the ability to make managerial decisions. Ways to democratize economic power outlined in the demands of workers of this type of "protest enterprises" in Russia: a) division of economic power. This fits well with the global practice of splitting property rights - the rights of ownership, use and disposal, and makes it possible for workers to actually participate in enterprise management; b) a radical redistribution of economic power in the enterprise from capital and its representatives to labor represented by the bodies authorized by them: the trade union committee, the council of the labor collective, the work committee, etc. This kind of requirement is put forward primarily in the conditions of bringing the enterprise to artificial bankruptcy through: · secondly, the release of the enterprise's products to "friendly" intermediary firms at prices often below cost; · thirdly, the purchase of raw materials and materials also from "friendly" intermediary firms at inflated prices compared to market prices (part of the difference in prices ends up in the pocket of its general director). Researches show: Firstly, the progress achieved towards the implementation of the above goals: a) the removal of the old administration and the arrival of a new one, some of which recognize the right of workers to participate in the management of the enterprise, as is the case; b) introduction of employee representatives into the management bodies of the enterprise; c) fixing the right of employees to real participation in the management of the enterprise in a collective agreement; d) the establishment of workers' control, for example, control over the shipment of products and the receipt of payment for it; e) development of forms of democracy at the workplace level; f) taking economic power in the enterprise on the basis of property rights. Obstacles that stand in the way of democratization of economic power in the enterprise. The main barriers stand out: -First barrier. Hostile external environment - political, ideological, economic. This environment does its best to suppress the workers' protest movement in any of its developed forms. -Second barrier. Attempts, and not without success, to force workers to play other people's games. Third barrier. On the whole, the degree of solidarity of the labor collectives of the “protest enterprises” of the country and the coordination of their actions is weak. -Fourth barrier. The commitment of the managerial hierarchy to authoritarian methods of leadership. -Fifth barrier. Low competence of employees, and often their leaders, in matters of the economic life of the enterprise. Possible ways of solving social conflicts in the field of enterprise management. We also highlight the most effective and promising: Based on the labor rights of workers (as participants in the process of production of goods and services): a) introduction of amendments and additions to the traditional model of the collective agreement (charter of the enterprise), aimed at expanding the scope of the rights of employees in the field of production management and distribution of its results, established by the legislation of the country; b) establishment of workers' control; c) the creation of the so-called supporting structures of industrial democracy in the form of well-established in many countries incubators, advisory services, a system of economic education for workers, and some others. On the basis of property rights (the rights of shareholders, shareholders of their enterprise): a) consolidation of individual shareholdings of employees; b) inclusion in the charter of the enterprise of the Regulation on the establishment of the Fund for corporatization of employees of the enterprise; c) buying shares from employees-shareholders who left the enterprise on favorable terms for them; d) development of systems and mechanisms of motivational incentives that encourage external shareholders, as well as shareholders from among the former employees of the enterprise, to convert their shares from the category of ordinary (voting) to the category of preferred ones; e) transfer on a trust basis of shares owned by employees, and thereby the right to vote, to their trustee for general meeting shareholders, in other management bodies of the enterprise; f) sale of employees' shares to outsiders with social and investment conditions: carrying out technical re-equipment and reconstruction of production, maintaining jobs, indexing wages in accordance with the level of inflation, improving the skills of employees, improving the system of labor protection and health of employees, etc. There are several fairly universal principles of conflict management: 1)
institutionalization
conflict, i.e. establishment of norms and procedures for the settlement or resolution of the conflict. Typically, institutionalization includes: a ban on the use of violent means; limiting the number of participants and areas of manifestation of the conflict; the adoption by all parties of certain rules for resolving the conflict - organizational and (or) ethical standards, clear agreements, etc.; control by third parties (state bodies, arbitrators, etc.); ) legitimization of the conflict resolution procedure, i.e. recognition by all its parties of the legitimacy and fairness of a certain procedure for resolving the dispute; ) structuring conflicting groups, i.e. determination of the composition of the participants in the conflict; ) conflict reduction, i.e. its consistent weakening by transferring to a softer level of confrontation or confrontation. Two interrelated lines of conflict reduction can be distinguished, depending, firstly, on the nature of the opponent's perception; secondly, on the nature of the rivalry. The style of behavior in a conflict coincides in meaning with the way it is resolved. With regard to communication between people, style is a manner of behaving, a set of characteristic techniques that distinguish the mode of action, i.e. in this case, a way to overcome the conflict situation, to solve the problem that led to the conflict. Therefore, the path to conflict resolution lies through the five ways that the Thomas-Kilmenn grid has found graphic representation, namely: avoidance, accommodation, confrontation, cooperation, compromise. Determination of a strategy for resolving a particular conflict is associated with the choice of a method of action that is equivalent to the style of conflict behavior. At the same time, a number of significant circumstances have to be taken into account, which in one way or another come down to the use of incentive measures, including persuasion and coercion. Firstly, the main task in settling any conflict is to give it, if possible, a functionally positive character, to minimize the inevitable damage from the negative consequences of confrontation or sharp confrontation. Such a result is achievable if the parties to the conflict show an honest and benevolent approach to settling their differences, a common interest in this, if they make joint efforts to find a positive solution based on consensus, i.e. stable, stable agreement of all parties. With consensus, it is not at all necessary that the general agreement be unanimous - a complete coincidence of the positions of all participants in the conflict settlement process. It is enough that there is no objection from any of the opponents, because the consensus is incompatible with the negative position of at least one of the parties participating in the conflict. Secondly, a twofold outcome of a particular conflict is possible - its full or partial resolution. In the first case, an exhaustive elimination of the causes that caused the conflict situation is achieved, and in the second case, there is a superficial weakening of disagreements, which over time may again reveal themselves. When fully resolved, the conflict stops both on the objective and subjective levels. The conflict situation is undergoing drastic changes, its reflection in the minds of opponents means transformation, the transformation of the "image of the enemy" into the "image of a partner", and the psychological attitude to fight, opposition is replaced by an orientation towards reconciliation, consent, partnership cooperation. Partial resolution does not eradicate the causes of the conflict. It, as a rule, expresses only an external change in conflict behavior while maintaining an internal motivation to continue the confrontation. Restraining factors are either strong-willed arguments coming from the mind, or the sanction of a third-party force that influences the participants in the conflict. The measures taken are aimed at persuading or forcing the conflicting parties to stop hostile actions, to exclude someone's defeat, and to point to means that promote mutual understanding. Thirdly, an individual or social group, correlating the interests of the conflicting parties and the parameters of their behavior, they choose the priority way for themselves to resolve the conflict, the most accessible and acceptable in the given conditions. It is necessary to understand that not every style, and therefore a method, is suitable for a particular situation. Each of the methods is effective only in resolving a certain type of conflict. To confirm this, let us turn to the situation described in the book by V.P. Sheinova "Conflicts in our life and their resolution." (p. 157). Private enterprise is booming. Owners - physical persons, two persons, work at the same enterprise. They receive large dividends on invested capital. The chief accountant, in addition to wages and vacation bonuses, has nothing. He is literally overwhelmed with work. There are a lot of unclear and contradictory things in the legislative acts. But the chief accountant skilfully "breaks" through the palisade of laws, regulations and instructions, providing additional profit through tax savings. Regulatory authorities, the tax inspectorate have no claims, however, in order to achieve this, one has to systematically rework. The chief accountant is annoyed that he, for his professionalism, processing and creating additional profits in material terms has nothing. Moreover, its income is incomparably less than the income of the founders. The founders, on the other hand, believe that they fulfill the terms of the agreement and do not want to change anything. A conflict is brewing. Formally, the owners of the enterprise, who also have a higher rank, are right: the salary of the chief accountant and the procedure for his bonuses are provided employment contract, which is performed without violations. In this case, the founders can justifiably leave the claims of their employee unattended, choosing a method of evasion to resolve the overdue conflict. But in this choice of founders there is a big risk of facing serious troubles in the future if, in response to their inaction Chief Accountant will be less dodgy in maintaining financial records, stop being creative at work, or even go to another company. The development of a conflict according to any of the mentioned options threatens the enterprise with the loss of part of the profit. It may lose an experienced accountant. Therefore, it is more profitable for the owners to make a concession, to increase the financial interest of the chief accountant by changing the contractual terms of payment for his work. In this case, on their part, the method of adaptation will be a priority. The method of confrontation is often chosen by participants in collective labor disputes, local and general social conflicts. Often they bring their disagreements with employers on social and labor issues to an extreme form - strikes, using the threat of causing significant economic damage, as well as psychological pressure through rallies, demonstrations and hunger strikes, putting forward political demands on the authorities, etc. Cooperation is a very effective way of resolving conflicts in organizations, which allows, through open collective discussion and mutual agreement, to achieve the satisfaction of the interests of the conflicting parties. Let's take a specific situation as an example. Regarding the restructuring project of one of the main workshops of a large industrial enterprise, completely different approaches to solving the problem collided. A group of specialists, supported by shop workers, proposed an option for upgrading equipment and improving existing technology without interrupting the production process. A group of specialists, representing general plant services, came up with a more radical project, designed to completely replace the equipment, transfer the shop to new technology. Both groups appealed to the management of the enterprise, proving the advantages of their project and the unacceptability of the other. Conflict grew between them. The General Director decided to hold a plant-wide meeting for a preliminary review of the proposed projects for the reconstruction of the shop. He also turned to the scientists of the branch research institute with a request to give an expert opinion on the mentioned projects. A comprehensive discussion of the projects for the reconstruction of the workshop proposed for consideration and the authoritative judgment of the specialists of the research institutes made it possible to identify strong and weak sides projects, to understand the essence of the author's justifications. In the course of the discussion, the positions of supporters of different projects converged, and in the end there was a consensus on the parameters the best option. The orientation of the enterprise management towards creating favorable conditions for cooperation made it possible not only to reconcile the conflicting parties, but also to resolve the growing conflict in such a way as to direct the common efforts of all specialists to the implementation of an important production and technical task... A common way to resolve conflicts is now a compromise. In particular, this is due to the fact that our time is characterized by an increased dynamism of events and a close conjugation of social forces. A certain balance and balance are required, an indispensable consideration of both what leads to rapprochement towards cooperation, and what disrupts partnerships, gives rise to competition, confrontation and aggravation of conflicts. A classic example of a compromise - the relationship of the seller and the buyer - in the market, including in the small wholesale trade in food and non-food products. The result of the purchase and sale (mainly an agreement on price) is the desired fruit of a compromise, mutual concessions that suit both parties. At the same time, the constant appeal to compromises shows that there are no universal, only suitable means, that any method, as a set of techniques and rules, has limitations depending on the situation, the participants in the conflict and the tasks they solve. Compromise is convenient because it does not oppose other methods of conflict resolution, does not exclude their use on an equal footing or in combination with oneself. Fourthly, the conflicting party can, under certain conditions, use not one, but two or three or even all methods of resolving the conflict. This circumstance also confirms the fact that none of the five styles of behavior in conflicts, methods of their resolution can be singled out, recognized as the best and, accordingly, as the worst. The main thing is that you need to acquire the ability to use any of the methods with benefit, to consciously make this or that choice, based on a specific conflict situation. Conclusion
Having considered the problem of conflicts in the field of management, we can conclude that conflict is a normal manifestation of social ties and relations between people, a way of interaction in the event of a clash of incompatible views, positions and interests, a confrontation between two or more parties that are interconnected, but pursuing their own goals. Other definitions are also possible. Consequently, the main task is to make the conflict as positive as possible, to minimize the inevitable damage from its negative consequences. The way to resolve the conflict is a compromise of the parties who admitted they were wrong: some (the management of the construction department) - on the merits of the problem, others (workers of the site) - on the defiant form of protest. As a result, a functionally positive result prevailed. The time of post-conflict emotional experiences, disorders, disorder of human relations, disruption of business contact, as a rule, can many times exceed the time of the conflict itself. From the point of view of the mental state of the opposing sides, the conflict acts at the same time both as a protective and as a response, emotionally colored reaction. Any conflict in the organization is a direct result of the accumulation of dissatisfaction with the existing situation, the growth of contradictions, and the exacerbation of social tension. In the Russian Federation, the common factors of such tension at the present time, in particular, are: dissatisfaction with the course and results of economic reform; high social costs of introducing market relations; administrative and legal lawlessness; an increase in crime and signs of moral degradation. This can be supplemented by the conditions inherent in a particular sector of the economy, region of the country or a particular organization. Everything that ensures the maintenance of normal business relations, strengthens mutual respect and trust contributes to the prevention of conflict. Possible ways to resolve social conflicts in the field of enterprise management: establishment of workers' control; · Creation of the so-called supporting structures of industrial democracy. · consolidation of individual blocks of shares of employees; buying up shares from employees-shareholders who left the enterprise on favorable terms for them; transfer on a trust basis of shares owned by employees; sale of employee shares List of used literature and sources
1.The Constitution of the Russian Federation (Chapter 2, Articles 18, 19, 22, 37) - Moscow, 2009 2.Labor Code of the Russian Federation (Chapter 2, Articles 16, 38) - Moscow, 2010-2011 .AND I. Antsupov, A.I. Shipilov. Conflictology. - Moscow, 2006 - p. 551. .Antsupov A.Ya., Shipilov A.I. Conflictology Dictionary - 2009 - p. 545. .Vorozheikin I.E., Kibanov A.Ya., Zakharov D.K. Conflictology. Textbook. - M., 2007. - p. 224. .Dubrovin Yu.I. Conflictology and Security - 2006 - p. 230. .Kibanov A.Ya. Fundamentals of personnel management: Textbook - 2nd ed. - Moscow, 2008 - S. 265. .Kozyrev G.I. Introduction to Conflictology - M.: 2008 - p. 511. .Conflictology / Ed. V.P. Ratnikov. - M.: UNITI-DANA, 2008. - 512 p. 10.Meshcheryakov B.G., Zinchenko V.P. Psychological Dictionary - 2008 - p. 642. 11.Ostapenko Yu.M. Labor Economics: Proc. allowance - 2nd ed. - INFRA, 2007 - 272 p. .Reznik S.D. Organizational Behavior: Textbook. - 2nd ed., revised. and additional - M.: INFRA-M, 2006 - S. 321. .Social conflicts in modern Russia - M.: URSS, 2007 - p. 346. .Dictionary IN AND. Dahl - 2006 - p. 1426. .Yandex. Dictionaries - psychology. .http://www.trudprava.ru/index.php?id=1671 - methods of resolving labor disputes
