We all like some people more, others less, but we have to communicate with both. How to build communication to avoid conflict situations largely depends on ourselves. There are many classifications and types of conflicts, including in the workplace. Quite often there are sharp and unpleasant conflicts between two colleagues.

A conflict is not a simple dispute between people who have different opinions on some issue, it is a serious disagreement or even a clash of opposing interests. It is always characterized by the emotional behavior of the parties. A scandal can brew for a long time, and then, having received some kind of spark - a formal reason, it can break out like a bolt from the blue. Sometimes it happens between people who have worked side by side for many years, but have accumulated irritation and do not want to express it. And sometimes a newcomer comes to work whose aspirations run counter to the interests of one of his colleagues.

Conflicts in a work team can be divided into groups depending on who initiates them: boss with subordinate, subordinate with boss, colleagues among themselves. In addition, there is a classification according to the number of people involved: interpersonal conflict, conflict of one person with a group, between two groups. Let's look at several types of the most common clashes that arise between two employees.

Tactlessness

Oh, this spiritual simplicity! How many quarrels happen because of her! For example, one employee complains to another about a mistake made by the manager’s secretary: “I couldn’t hand over my report to the boss on time, but I got screwed! It’s true what they say is that all secretaries are no different in intelligence!” And without realizing it, he may be creating the preconditions for a collision. What if someone close to him works as a secretary for his colleague? Then he risks making an enemy. If a person has a habit of constantly expressing harsh, generalizing nationalistic, sexist, racist judgments, it should not be surprising that fewer and fewer colleagues treat him with sympathy.

There is no need to be too categorical in your judgments - your words may hurt someone. Make specific complaints about a specific person. Criticize to the point, without generalizing or transferring your grievances from one object to another. You cannot use words in a derogatory tone that indicate, say, a person’s origin, his nationality, or some qualities that are not relevant to the conversation. You shouldn’t say “this is bad!” about something; you can indicate your position, for example, with the words “personally, I don’t like this.”

Delicacy and tact in communication are the best prevention of conflict situations.

Manufacturing disputes

Your colleague does not approve of the boss’s innovations; he is quite sincerely convinced that all this is complete nonsense and scolds the new idea with the last words? Suppose you do not share his position and, on the contrary, believe that the innovation will greatly help in future work. If the current contradiction does not affect your activities in any way and is only a matter of personal preference, you can simply ignore this situation. Or give the interlocutor the opportunity to figure it out for himself, to feel the advantage of the new technique. Maybe he didn't know something or didn't understand something, maybe he's just conservative by nature. You should not criticize his position in response to attacks. It is enough to answer that you are interested in innovation. Especially if you put your ideas or your work into it. Having realized that this is important to you, your colleague, if he is a well-mannered person, will most likely apologize to you.

I am always right!

Very often, disputes occur because we cannot or do not want to explain our point of view. You need to insist with reason. If there are no arguments other than “It has always been this way!” or “I want it so much!” is not found, maybe you should give up your position?

Don't be afraid to give in and apologize if you're wrong. Many managers, especially mid-level managers, believe that they will lose their authority if they admit that they are wrong. This is wrong. A person who admits a mistake shows the ability to develop, a flexible mind and an open mind.

Conflict involuntarily

It happens that for some reason an employee let you down by not fulfilling his work or his promise on time. Before blaming and entering into conflict, it is worth understanding the situation.

If objective circumstances, an accident or simple forgetfulness really prevented the fulfillment of a promise, if a colleague sincerely repents of what happened and is even ready to take the blame before management, do not judge him too harshly. If you were offended unintentionally, if the person is dear to you and you are ready to forgive him, forgive him without hesitation.

Detractors

And if in the previous example you feel the malicious intent of the act, if this colleague is setting you up more than once, you need to find out the reason for his negative attitude. No matter how hard we try to prove even to ourselves: “I don’t know why he got mad at me!”, the reason for the hostility is most likely known. Perhaps you yourself caused the offense - which means you should apologize or simply show the person that you do not feel hostility towards him.

If they want to trick you, compromise you in front of the team or management in order to take your place, treat such an employee with special caution. It is better to stay away from him and, if possible, structure your work in such a way as not to depend on him. In any case, there is no point in taking revenge or trying to inflict retaliatory harm - there are more important and more interesting things to do in life. By doing your work efficiently and on time, you will prove yourself much better than by starting to plot against ill-wishers.

Consider your temperament

Each of us knows our own character very well. Someone, for example, will quickly boil over, but will easily forget and forgive, while others, on the contrary, would rather remain silent, but will carry resentment in their soul for a long time. Therefore, if you feel a conflict brewing, do not forget to make allowances for your own temperament. If you've already spoken harshly about someone or something in an argument and later regretted it, it's best not to go too far.

You are annoyed by the slowness of your co-worker - you should not immediately tell him everything you think about him. Wait a little, maybe after a while you will find a way out of the situation. Or you will understand that this is not slowness at all, but thoroughness and a serious approach to work.

But if an unpleasant conversation is inevitable, prepare for it in advance. Try to plan what you want to say. All your words should be to the point, harsh and rude statements should not be allowed, intonations should be calm. There is no need to shout or be nervous.

Accumulating irritation

Irritation can accumulate due to a variety of circumstances and at some point become the cause of conflict. Therefore, it is better to deal with many problems “on the spot,” without waiting until there is a reason to express everything at once. Reasonable doses of criticism are much more effective than a list of sins over all the years of collaboration.

If you don't like someone's hairstyle or the way they dress, you probably don't have the power to change anything. And talking about these topics if you are not friends with each other is hardly appropriate. Therefore, in order not to accumulate hostility, which over time can greatly spoil your relationship, you need to try to change your view of the problem. Or rather, we must learn to understand that, in fact, there is no problem. It is worth assessing only the business qualities of the employee.

But sometimes more serious things irritate - for example, sloppiness or negligence, manifested in anything. A colleague constantly stuffs the documents you use somewhere or organizes a “Mamai invasion” in the shared locker.

In this case, it is better to calmly express your complaints to him. Often, negligence does not mean a complete lack of business qualities, but simply serves as a sign of creative nature. Perhaps he knows his way around this chaos perfectly, but if he sorts everything out, he won’t be able to find anything. So if it is impossible to redo it, strictly separate the compartments of the cabinet and enjoy cleanliness and order in your half.

Pest

Unfortunately, in almost every team there is a person who provokes others into a collision. He is not your personal ill-wisher; he can harm everyone. Such a person enjoys conflict - in fact, that’s why he starts it. He likes to evoke emotions such as anger, irritation, even rage in others. Perhaps he believes that this will force his neighbor to “open up”, show his weaknesses, and then it will be easier to control him. For such people, any scandal is not just a joy, but also an opportunity to manipulate people for their own benefit.

Knowing that there is a person in your team with such abilities, try to insure yourself against his attacks. It's like at school - they tease the one who reacts. Therefore, if you do not respond or begin to react in exactly the opposite way, the provocateur will most likely be wary of contacting you.

Most disputes can be resolved peacefully without entering into open confrontation. To do this, first assess whether it is so important for you to resolve the situation in your favor and how much it concerns you personally. Often people try to convince others that they are right and even start an argument without any serious reason. Respect your co-worker's right to his own opinion, even if you remain your own. They say whoever is smarter will give in. There are many much more interesting things in life than proving to everyone that you are right, especially with the help of such an unpleasant and unpredictable thing as conflict.

In 2017, a study was conducted, the results of which showed that about 15% of working time is spent on conflicts and worries about them. Managers spend up to half of their working time on conflict resolution. Read this article about the main methods for resolving conflicts in a team.

From the article you will learn:

The formation of a working team occurs spontaneously. Over time, different people join it, each of whom has their own tastes, preferences and attitudes. Conflicts at work most often arise due to the fact that different people look at life differently and have different attitudes towards work. A state of constant war, whether one likes it or not, has a negative impact on the overall work environment and productivity. The atmosphere in the workplace is an important indicator of staff cohesion.

Managers often spend huge amounts of money on various psychological trainings to create and improve team performance (team building). But any team building does not make sense; there are internal disagreements that are not detected and eliminated.

Conflict, in general terms, is an extreme way of resolving contradictions between the interests, goals, views and needs of two parties.

Types of conflicts in a team

The most common variety conflicts in the team– disagreements between man and man. There are no monolithic groups. Clashes between people are a sieve through which shots are sifted out. The cause of hostility can be anything - the manner of dressing, political leanings, views on life, but most often the war between employees flares up due to different attitudes to work. If the contradictions are vertical, i.e. arise between a boss and a subordinate, the former considers the latter to be an undisciplined and irresponsible lazy person, and the latter, in turn, believes that the boss is a tyrant and a madman. If the contradictions are horizontal, i.e. arise between colleagues, then one considers the other an upstart and a sycophant, and the latter, in turn, accuses the first of indifference and dishonesty, etc.

The second type of disagreement in a team is between an individual and a group. These differences can also be vertical or horizontal. The first type is implemented in the case of appointing a new boss to an existing team. The new manager is often overly diligent, picky and demanding; it is difficult to come to an agreement with him, as with the previous one. The second type occurs when a new employee does not find a common language with colleagues. There can be two options for the development of events here - either the new employee quits, or he changes himself or manages to change his attitude towards himself.

The third type of confrontation in a team is confrontation between groups. If the work environment is unhealthy, then the team is fragmented into various clans, groups, united by the common ideas of rejection or, conversely, support of management initiatives.

This is the general scheme for classifying types of conflicts at work. Let us now consider in more detail those of them that occur most often.

Read also:

Conflicts in a team and ways to resolve them

Conflict with a colleague

There are several types of "pest" employees: conflict with which it is most likely. It is important to identify them in time and behave correctly with them. Here are the most typical varieties:

1. Chatterbox and brawler. There are such people in almost every organization. They have little interest in work, they are irresponsible and dishonest. Such people always need an interlocutor who will listen to “how bad everything is” or, conversely, “how good everything is”; the main thing is not to work.
2. A troublemaker and a gossip. An unpleasant and harmful type. This is a person who is haunted by the successes of other employees and the good attitude of management towards these “right” employees. They gain confidence in them, and then set them up.
3. Oppositionist or spy. Such an employee either openly hates management or secretly snitches on his colleagues. Or both together. A distinctive feature of such people is that they love to talk about their bosses.

Remedies against fellow pests:

Chatterboxes and brawlers are the safest type of pests. The only way they can harm you is to take up your time and ruin your mood. There is only one remedy - to avoid starting a conversation for any reason. Refer to the urgent task and remain silent. The chatterbox will go looking for other ears.

The second type is very dangerous. Try to be polite with him and avoid quarrels. The main thing is to avoid depending on him in work matters by all means.

Protection from third parties is obvious - do not discuss with your superiors under any pretext. Whatever you say - good or bad - will be used against you.

A universal defense against all three types of pests is to avoid conversations that are not relevant to the matter. Personal conversations, discussion of problems, criticism of superiors will ultimately backfire on you. If only simply because you are wasting your time and nerves on it. It’s better to be considered silent than to be “responsible for the market” later.

Conflict with the boss

The old saying goes that the boss is always right. Certainly, argue with management not worth it. It is worth finding out the reason for the disagreement. If problems with management arose due to the fact that you did not cope with the work, this is one thing, but if the root of the problem lies in personal hostility, then this is completely different. In any case, you can’t do without a calm and constructive conversation. Your communication strategy should be based on the following principles:

You should respond to reproaches politely but with dignity;

Under no circumstances should you lose your temper or get irritated; in a word, keep the blow and keep your distance;

If the conversation does not bring results, contact your superior and talk to him. If you are absolutely sure that the manager is to blame, not you, and you have evidence of this, you can safely take this step.

If the complaints against you relate to poorly done work, and you find the strength to admit this fact, then proceed according to the following algorithm:

Discuss in detail all the problems, all the complaints, all the shortcomings of your work;

Admit your mistakes;

Get to work immediately.

Clarifying relationships and getting personal is a dead end.

Ways and methods of resolving conflicts in a team

There are quite a lot of practice-tested methods and techniques for resolving conflicts in an organization. Let's talk about four structural methods: using a system of subordination and coordination, a method of clarifying requirements, setting common goals, and using incentives and rewards.

Method number 1.

Using a system of subordination and coordination.
A very effective way to prevent and resolve conflict situations. Its essence lies in the fact that the company establishes a clear chain of command and hierarchy. At the head of this entire structure is one person. If two or more employees have a misunderstanding or disagreement, they turn to this person to resolve the problem.

Method number 2.

Setting general objectives.
This method requires the coordinated efforts of several employees or structural units. The leader's task is to direct the efforts of subordinates to achieve the overall goal of the organization.

Method No. 3.

Requirements clarification method.
From the point of view of preventing conflicts that reduce the overall efficiency of the company (the so-called “dysfunctional conflicts”), this method is considered the most productive. His idea is that each employee should clearly understand the value of the contribution he makes to achieving the common goal. He must understand what results are expected of him in this regard. Each employee must know his powers, his responsibilities and the rules that he must adhere to in his work. The task of management is to convey to subordinates an understanding of these ideas.

Method number 4.

Use of incentives and rewards.
This method helps to avoid or significantly reduce the consequences of conflicts leading to a decrease in work efficiency. Those employees who took an active part in solving general problems of the company should be rewarded financially or promoted. This will give them the opportunity to feel recognized by management for their services to the company.

Interpersonal conflict resolution styles: avoidance, smoothing, coercion, compromise and problem solving:

Of course, practice shows that conflict resolution in each specific situation hardly fits into any theoretical scheme and will always be unique.

However, there is one general principle for resolving conflict in a team that is applicable in almost all cases - this is a substantive conversation between the two sides of the confrontation, i.e. negotiation.

Methods for reducing the emotional level of a controversial situation are based primarily on constructive dialogue, detailed discussion of problems, analysis of what does not suit the conflicting parties and joint elimination of shortcomings.

DEPARTMENT OF EDUCATION

COLLEGE OF MANAGEMENT AND LAW

Course work

in the subject “Managerial Psychology”

topic: “Eliminating conflict in a team”

Introduction

The question “How to resolve a conflict” sooner or later arises in any organization. Because all people are different, everyone has different interests, needs, aspirations. And when working together, people have to communicate, decide something, and there is constant contact between them. But sometimes in the process of communication, conflicts can arise due to misunderstandings, disagreements, psychological incompatibility, or dissatisfaction with something.

- large emotional costs of participating in the conflict;

Decreased discipline, deterioration of the psychological climate in the team;

Treating opponents as enemies;

Excessive involvement in conflict to the detriment of work;

After a conflict, cohesion between team members decreases;

Difficult restoration of business relationships.

But it is not always the case. The conflict also has positive sides:

Obtaining new information about the opponent;

Relieving tension between conflicting parties;

Unity of each of the conflicting parties;

Stimulation for change and development;

The opportunity to show a different side of yourself;

Diagnosis of opponent's capabilities

When a conflict arises, you should not immediately resort to severe punishment, reprimands, or dismissals. A thorough analysis of the causes of the conflict should be carried out; Are there personal reasons or just business reasons? The future of the organization, the authority of the manager, the presence of previous connections, the psychological climate in the team, etc. depend on how thoroughly the analysis is carried out.

What are conflicts and what are they like?

Before discussing conflict resolution techniques, you should understand what conflict is. The word conflict is associated with such unpleasant things as “quarrel”, “scandal”, “dispute”, “showdown”, etc.

Quarrels and scandals are undoubtedly associated with conflicts. These are the forms and types of manifestation of conflict relationships. This is how conflictual relationships between people manifest themselves (but not always). Conflict exists in the form of a scandal, a quarrel. A quarrel or scandal does not exist without conflict; they are unique indicators that there is a conflict. Conflicts without quarrels and scandals can exist. For example, when a person wants to do something, but this desire comes into conflict with the fear of punishment.

Conflict- this is a variant of the development of relations between people, associated with their psychological positions, an acute clash of opposing positions.

Any conflict fits this definition. From this definition one can derive the characteristics of any conflict. And knowing these signs, you can determine whether there is a conflict in a team, family or soul. If there are signs, there is a conflict.

The first sign of conflict- presence, existence of opposing positions. Attitude is what makes a person act: views, point of view, goals, aspirations, etc.

A person can abandon his psychological position either voluntarily or under the pressure of circumstances, he can change his psychological position to a more advantageous one, for example, from the position of a “discipline violator” to the position of a “corrected” one and vice versa. And it can do this quite easily. But only if his goals do not suffer, if this does not lead to the need to abandon his views, beliefs, that is, his position. Life positions are more stable than psychological positions, and it is difficult to abandon them. Our aspirations and interests are expressed in positions.

Different team members have different aspirations and interests, and, therefore, different positions. The presence of different positions in a team is not a sign of conflict. But when the positions are opposite, mutually exclusive, then conflict is possible. In order to be able to say that there is a conflict, it is necessary to record a clash between these positions. This second sign of conflict.

To determine the presence of a conflict, you need to answer 2 questions:

1. whether there are opposing positions;

2. whether there is a collision between them.

If there is no positive answer to at least one question, it means that there is no conflict. If the answers to both questions are positive, this means that there is a conflict.

In order to master the conflict, we take certain actions. They will be effective if, as a result of our actions:

a) the collision of opposing positions stops or ceases, or

b) positions cease to be opposite.

It happens that an unfavorable situation will cease to develop as a result of actions, or may worsen as a result of our actions. This will happen because no two conflicts are the same. They differ from each other in the number of participants, their social status, and the forms of clashes. And since there are no identical conflicts, there are no universal ways to resolve them.

Each type of conflict has its own development mechanism. Any conflict in a team develops according to its own structure.

If we want our actions to overcome conflict to be effective and lead to the desired result, then we must act in strict accordance with the mechanism of this type of conflict. If we act on the basis of the objective psychological mechanism of conflict, then we will be able to master the situation.

Your actions must fit in a certain way into the mechanism of development of the conflict, but at the same time they must be independent actions aimed at mastering the conflict.

Group Conflict Analysis

intergroup conflict leader

The effectiveness of actions to master the conflict will depend on the accuracy of the analysis of the situation. Group conflicts have the most destructive consequences. Even in a small team they act as a powerful destructive force. Very often they take on a “chronic form,” either dying out or flaring up again, unsettling team members, distracting them from work, and having a negative impact on people’s psychological state.

Many people believe that this kind of conflict is a necessary evil and cannot be avoided at all. There are also subordinates who are proud of their ability to conflict and their ability to stir up conflicts, considering this an excellent way to increase their “rating” among colleagues and gain “respect” from their superiors. Often they manage to manipulate their own manager, forcing him to make decisions and act in such a way as not to cause irritation on the part of this subordinate. Threats from the manager like “Oh, you are so! Well, wait a minute, I’ll arrange this for you!”, unfortunately, sometimes come true.

In this situation, the leader obviously finds himself in a disadvantageous, losing psychological position. Because in this case, the leader either begins to act in such a way as not to offend or offend the “disputant” in order to avoid a possible conflict, in fact, in the interests of the brawler, and not in the interests of the cause. Or he gets a conflict with all the negative consequences for the interests of the business.

Incorrect, ill-considered actions of a leader often lead to the fact that, having found himself drawn into a group conflict as one of the participants, he actually loses the ability to manage the situation, ceases to be a manager, remaining a leader only formally.

Intergroup conflict- this is a clash of opposing positions in a group of people, when one part of the group supports and expresses one position, and the other part of the group supports the opposite.

Thus, during the conflict, the team is divided into two groups, between which the conflict occurs.

All actions of the participants in the conflict, even those that seem illogical or random, are in fact quite understandable and logical if they are considered not in isolation from each other, but within the framework of the internal logic of the conflict itself, as specific manifestations of its general mechanism

The clash of opposing positions can be either hidden, implicit, or explicit, open.

The conflict begins with a hidden conflict. It often occurs unnoticed and is not easy to detect or disclose. If it cannot be extinguished, after some time the hidden collision turns into an open collision. In its development, the conflict goes through two stages. The first stage, a hidden clash of positions, is called a conflict situation, the second stage, an open clash, is called an incident.

A conflict situation is only part of the conflict, its first stage. A conflict situation and an incident are two different phases of a conflict. During a conflict, an incident cannot occur until the conflict situation has gone through all the necessary stages of its own development and until all the necessary prerequisites for the outbreak of an incident have matured within the conflict situation. The conflict is manageable as long as it is at the stage of a conflict situation. At the incident stage, the conflict is almost completely unmanageable.

How does a conflict situation arise?

Any conflict situation develops according to the same logic. Events in any conflict situation occur in the same, strictly defined sequence. Each event, change in the development of a conflict situation is called a stage of a conflict situation. There are two of them when a conflict situation develops.

The first stage is the stage of the appearance of the subject (cause) of the conflict.

If we paraphrase the famous poems of Vadim Shefner, the following will come out: “You don’t choose work, you live and die in it.” In times of a society based on competition, you can move from one to another, but such swimming is still not endless.

Since the work team is selected spontaneously, people with personal taste preferences and value systems end up there. The latter come into conflict with each other, which gives rise to conflicts at work. Regardless of whether an individual person likes the state of war or not, it has a negative impact on labor productivity. The microclimate among employees is generally extremely important. Therefore, managers organize trainings to unite the group. But psychological techniques are meaningless if there are conflicts at work that have not been resolved.

Conflict is a contradiction between the interests, beliefs, values ​​and needs of two parties.

Types of conflicts at work

1. Person-to-person is the most common type of conflict at work. It is difficult to find a monolithic team. Interpersonal clashes act as a filter for personnel selection. Two people may dislike each other because of conflicting worldviews or political preferences, but more often, people disagree in their ideas about how to work. If a dispute arises between a superior and a subordinate, then the positions are clear. The first one thinks: he’s not working hard enough, and the second one believes: If we are talking about a horizontal conflict (between colleagues), then the reason is competition or personal hostility. True, sometimes people argue because they have different ideas about the degree of cleanliness of the workplace if they share it.
2. Between the individual and the group. The role of the “person” is played by the newly arrived boss, and the role of the group is played by the enterprise staff. The reasons for each specific case are different, but more often the confrontation arises due to the fact that “a new broom sweeps in a new way.” It’s a different story when a newly arrived employee manages not to win over his colleagues. In this case, if it is not possible to establish contact, the newcomer quickly drops out of the game. No one can in hell. If a person is strong in spirit and needs a job, then he is able to turn the situation around and change the attitude of the team towards himself, however, this is a painstaking and intense process.
3. Between groups in a team. When the microclimate in a company is healthy, the team is relatively monolithic. There are no cracks in it. It is clear that there is a struggle, but this does not affect work, and no conflicts arise. An indicator of the painful state of the collective is fragmentation into separate warring (on professional or ideological grounds) groups.

These are the types of conflicts at work, and now let’s pay attention to those that occur more often than others.

If there is a conflict with a colleague at work, what should you do?

First, a brief classification of “colleague pests” and methods of combating them. So:

• “A talker or a brawler” is a boring type who distracts other people from their professional duties. In every office, people “work” - “passengers”. They are serving the number. They are not interested in work. In their activities, such entities primarily love salary. Such colleagues feel tolerable at work only two days a month - during the payment of advance payments and salaries. The rest of the time they suffer from and talk a lot to ease their pain from. Only one flaw worries others about this type of worker: him.
• - harmful type. At work, as in the world, there are people who are very annoying. And they try to knock the rider out of the saddle and plot. A person comes to a team, does not yet know the balance of power and asks such a person to help, and that person takes it and substitutes him.
• “An oppositionist or a sycophant of the leadership” is a dangerous type (“spy” or “informer”). Two facets of one phenomenon. Such an employee either likes or does not like his superiors and informs every colleague about this.

Ways to deal with human distractions:

• Those who like to talk and throw out their world culture opinions on a person should be fenced off and protected by an impenetrable screen. In everyday terms, this is expressed by the phrase: “Sorry, the topics are interesting, but I have urgent tasks, we’ll talk another time.” The colleague will go looking for another interlocutor.
• With the second type, you need to keep your eyes open and avoid dependence on him in your work. Be polite and not quarrel, so as not to get into trouble in the future.
• Not discussing your bosses at work is the main principle in the fight against spies and informers in the team.

So, the answer to the question, if there is a conflict at work with a colleague, what to do, stands on a simple but effective basis: “less words - more action.”

Hazing, personal relationships reduce labor productivity. At work you need to work, not make friends. If a person firmly believes in these simple rules, then he is not afraid of any conflict with a colleague.

If the soul still requires understanding even in the place where you need to work, then you can get on a first-name basis with a colleague only after lengthy reflection and weighing all the pros and cons.

Conflict at work with your boss, what should you do?

You should not argue with your leader, remembering one covenant:

1. The boss is always right.
2. If the boss is wrong, see point one.

But leaders are not so hopeless. Sensible people, even if they are superior, make contact in complex and significant disputes. First of all, you should find out what is the reason for the misunderstanding? Is the fault due to professional unsuitability, or did the conflict at work with your boss happen because of the employee’s personal qualities?

Personal hostility is a phenomenon that cannot be eradicated. The mass boils down to the fact that ineffective personnel become successful and beloved by management. In life, the boss is consistent in his decisions and fires anyone he doesn’t like.

The employee's behavior strategy boils down to the fight for the right to work where he likes. This means:

• It is dignified and polite to respond to your boss’s reproaches.
• Keep your distance (do not lose your temper, do not show irritation).
• If there is another official above the boss, and work has not erased everything human from him, turn to him, he will help. True, the employee must have ironclad evidence of the guilt of his immediate supervisor in his hands.

If there are specific professional complaints against an employee, the algorithm is as follows:

• The man talks with the boss in detail about the problems.
• A person identifies his weaknesses.
• A person rushes into the abyss of labor.

Resolving conflicts at work. Ways to behave in a conflict situation

1. Rivalry. When one or both participants in a dispute perceive the dispute as a battle. Very tough demeanor. People prove that they are right, even with another person - “winners are not judged.” If a person easily and quickly goes into confrontation, then he will not stay in the team. The state of war does not last long; it takes too much effort.
2. Device. The behavior of an altruist who forgets about his interests and defended positions for the sake of the team. The strategy is suitable for resolving minor controversial issues. If a person gives in during important negotiations, then people lose respect for him. Moreover, the behavior of the one who gives in does not always come from the heart. In this case, the strategy is destructive for a person who deliberately smooths out corners.
3. Avoidance. A person goes into the shadows, allowing contradictions to exist, in the hope that the dispute will subside on its own. And again: minor disagreements can be resolved in this way, but serious problems need to be discussed.
4. Compromise. A person who professes this behavior sacrifices a pawn in order to get the king. He creates the illusion for the enemy that he has won, and bargains for himself bonuses and advantages.
5. Cooperation. The behavioral strategy involves winning for both parties. A wise and complex move, but not suitable for every person and situation.

As behavior strategies show, conflict resolution at work exists, but it is different for each specific situation.

The most constructive way to resolve conflict at work is to talk with your opponent (dissatisfied party)

Renegade anthropologists believe: in ancient, prehistoric times, before humans developed articulate speech, people communicated with each other telepathically. Then our ancestors switched to verbal communication. Since telepaths are rare these days, it is more productive to voice complaints out loud.

Methods of relieving emotions in a conflict are based on a substantive conversation, discussion of problems, when the disputing parties analyze what does not suit them in the interaction and eliminate the shortcomings together. If all disagreements are resolved, life is more fun and free, and labor productivity increases and the atmosphere in the team improves.

The main problem with people is that they do not know how to negotiate and discuss disagreements openly. Colleagues, subordinates and bosses, husbands and wives - in social and private life - people hush up pain points that worry them and in vain, this leads to increased pressure and emotional outbursts. To relieve the tension that arises, you need to enter into a dialogue with another person. Conversation is the most constructive thing at work and at home. A word spoken at the right time saves people's lives and careers. The opposite is also true: if a person is silent when he needs to speak, a disaster is inevitable.

Conflicts in work and personal life are exhausting and aging.

If the situation is tense, but it has not come to an open conflict, then ignoring and remaining silent (if possible) helps. When the confrontation turns from silent to screaming, then you need to talk and discuss everything down to the smallest detail. Analyze objective and subjective barriers to a peaceful agreement between the parties. Understand another person

How to avoid conflicts at work? Carefully select the area of ​​activity and analyze the team

Conflicts are a part of life, and they accompany a person all the time. And thinking about work and professional interests will not hurt even at a tender age. When a person is faced with a choice whether to go or not to join a team, he needs to ask himself about three things:

• Do you like the job?
• Do your colleagues leave a good impression?
• Is your boss harsh but fair?

The main thing is that the answer to the first question is positive. In the realities of modern society, it rarely happens that you can truly choose your job.

The cardinal answer to the question of how to avoid conflicts at work is this: don’t work, don’t merge with the team! But this is a utopia. A person needs to work to live. Otherwise, he will starve to death on the street.

In any company whose team of employees consists of more than one person, sooner or later conflicts arise, which are one of the main enemies of effective work. The task of a competent manager is to reduce the number of conflicts to a minimum and resolve all disputes as quickly as possible.

The manager must consider conflicts between employees objectively, not rush to take one side, and not show his own emotions.
It would be a big mistake to “turn a blind eye” to a dispute that has arisen and put off resolving it until later.

A number of factors that can be of internal or external origin lead to the emergence of disagreements in a team. For example, disputes between employees can arise both due to methods of solving production problems, and, say, due to different political views, which is especially important at the present time.

There is a whole theory that studies conflicts, according to it the following types are distinguished:

— Disagreements regarding achieving the general goals of the company;
— Obstacles in achieving personal goals of individual employees. This is career growth, incorrect, from the point of view of the parties to the conflict, distribution of tasks and the like;
— Conflicts based on personal hostility and rejection of the norms of behavior of some team members by others.

Methods for resolving disputes in a team are also well known. This is avoidance of conflict, smoothing, compromise and coercion.
Most managers resolve disputes precisely by coercion, harshly forcing one of the parties to accept the opinion of the other in the form of an order and without any argumentation. This, on the one hand, really removes the external manifestations of the conflict. But, on the other hand, it transforms the relationship between the participants into the category of a “time bomb.”
The actions of a manager in the event of a conflict in a team should be based on objectivity and listening to the position of each party. In the event that the dispute that arises is constructive in nature, it is necessary to look for a solution that would, to a greater or lesser extent, suit each of the parties.

It is easier to prevent any conflict in advance. This is facilitated by the leadership style and the introduction of corporate ethics, which best prevents the emergence of any personal conflicts not related to direct work activity.

Actions of a leader in case of conflict in a team

Have an honest one-on-one conversation with each side

Talk diplomatically with each of the parties and be sure to individually. Listen to claims, grievances, the history of the conflict, and refrain from voicing your assessment of what happened.
Try to smooth out rough edges, get the employee out of a stressful situation, normalize the employee’s psycho-emotional state, and switch to other topics.

Look for motives on both sides

Try to understand the motives of each party. Put yourself in the shoes of your colleagues and think about what could have become the real cause of the offense.

Show kindness and empathy

One of the simple and effective ways to relieve tension is to show kindness and understanding to your colleagues. Therefore, try to be friendly to each side of the conflict, especially if the conflict occurs in front of the entire team.

Be open to communication with colleagues

Your employees should have confidence in you that they can always talk to you about topics and problems that concern them, and not keep them to themselves. Each employee must be confident that you will maintain the confidentiality of personal information.

Don't add fuel to the fire of conflict

Avoid behavior that will further fuel feelings of resentment and hostility in employees. No statements about the participants in the conflict in front of the team. Do not discuss the identities of the parties to the conflict with other colleagues.

Stop the spread of gossip and rumors

Most often, conflicts arise on emotional grounds, when emotions take precedence over logic. Therefore, women are more often exposed to open conflicts, as they are more emotional. If for some reason the conflict has not been fully resolved, then it can smoothly turn into the spread of gossip and intrigue. Therefore, resolve conflict situations as early and quickly as possible. Identify sources of dissemination of compromising information and talk to them.

Analyze yourself and circumstances

You must accept responsibility for conflict in your team. Analyze conflict situations, adapt your management style, look for an individual approach to your subordinates and colleagues.