The management must know and take into account the causes and consequences of conflicts in the team.
This allows you to organize work most efficiently and prevent losses.
Search causes of conflict in the organization allows you to identify problem areas and find ways to solve difficult situations.
Concept and essence
Production conflict - This is the lack of agreement between two or more parties.
The parties that are in the opposition, consider their demands, attitudes, beliefs correct.
Conflicting seek get the most benefit for yourself and comfortable working conditions. In this case, conflicts may arise due to economic, psychological, personal reasons.
Psychologists believe that in some cases, conflict may even be useful and stimulate the growth of an organization. The best way to develop a situation is to manage conflict.
Life examples
In any company, small or large enterprise, conflicts are inevitable. Most often they occur between employees when they have to share a sphere of influence, management attention, resources.
Disagreements may arise on the basis of systematic delays and unpaid wages.
Small teams hardly accept a new member in their circle. This is especially difficult if a person has opposing views, is clearly distinguished by something, has outstanding abilities, is superior to other members of the group, or comes up with “pull”.
A destructive, conflicting personality in itself, causes constant irritation of colleagues, this in turn disturbs calm in the team and interferes with work.
Authoritarian Leaderthat does not take into account the interests of workers, which puts forward strict requirements, causes discontent, constant tension, which ultimately results in a protracted conflict.
About the nature of the conflicts in the organization in this video:
Causes and sources of occurrence
Conflicts in organizations can arise for a variety of reasons, sometimes flare up suddenly, or the tension gradually increases.
- Distribution of benefits and responsibilities. It does not always play a role as far as this is true. For example, responsible, hardworking employees get more jobs, but in the end, everyone’s salary is paid the same way.
Similar cases arise when there are errors in the regulations, when there are no established distribution rules.
- The inability to work together. Sometimes people in terms of nature, differences in experience can not effectively carry out labor activity together. One performs tasks faster, the other does not have time, interferes with the production process or causes dissatisfaction of colleagues. The conflict develops incrementally and eventually develops into a real problem.
- Differences in interest. Workers pursue their own interests, goals, and sometimes they do not coincide with other people. In this case, it is important to have a manager, a leader who can properly allocate resources, responsibilities and income, stimulate efficiency, build the company's dedication and the need to work for common good in the minds of the staff.
- Fight for leadership. The larger the organization, the more informal groups arise, and the stronger the rivalry. The struggle can flare up and, if desired, take a certain position, and workers who support their colleague are involved in the conflict.
To prevent this, the administration should create the same conditions for development and self-realization.
- Bad working conditions. Small, dark, stuffy rooms where many people are placed are the reason for constant irritation, fatigue, collision. Work in such a place is becoming less and less effective, and tension, fatigue, is growing. Contributing to the annoyance is bad equipment, which breaks down, thereby breaking deadlines. The chief, meanwhile, is dissatisfied with his subordinates who have not done the job, the staff expresses dissatisfaction with the superiors and conflicts with each other.
Conflict may occur between employees and management. The main reasons for this:
- unsatisfactory wages;
- payment delays;
- non-fulfillment by employees of their duties in accordance with the employment contract;
- conflicting demands between different leaders;
- rejection of a particular person;
- the need to perform not their duties;
- unhealthy atmosphere in the company as a whole.
Conflicts may arise between employees for the following reasons.:
- personal animosity;
- envy;
- uneven distribution of resources;
- management's separation of individuals and disregard or neglect of other workers;
- leadership encourages rivalry.
Types and types
Psychologists and sociologists identify various types of conflicts, allowing you to more fully monitor the situation and find solutions.
The sources of conflict are divided into the following types:
- structural - arise between departments, the main reason - the contradictions in the tasks and requirements;
- innovative - staff response to innovations in the organization;
- positional - identification of those who are more important and more important;
- on the basis of justicewhen it turns out the degree of investment of labor of the employee;
- resource allocation (resource), when performance of own duties depends on their receipt;
- dynamic - arise in new collectives, when installations, the rules of the group are not yet clear, there is no hierarchy, clear tasks and an understanding of which way to go.
Conflicts in organizations are divided according to the degree of involvement of participants:
- interpersonal - in this type two persons come into conflict, clarifying the relationship between themselves. The conflict may be vertical and horizontal, that is, between employees, between employee and manager.
- intergroup - groups of workers, formal, informal, between branches, within a subdivision, when it is divided into warring groups, come into conflict;
- between group and person - contradictions arise when a confrontation of one person with a group appears. This may be an employee and a team leader with a group.
Also conflicts can be horizontal - between equal employees, vertical - employees and bosses, and mixed.
Labor conflicts arise about labor relations and disputes.
This includes the correctness and timeliness of payroll, disciplinary responsibility, dismissal, settlement of relations.
Labor disputes can be individual and group.
Organizational conflict caused by the collision of opposing interests, the discrepancy between the rules of the company and the behavior of employees, the presentation of conflicting requirements of others.
Special features
In conflicts, there are the following points:
- volume of social system. The working group is more closed, local in comparison with society. Here there are rules, structure, regulators, control system;
- role structure. In the organization, each member of the group performs a specific task, in the foreground - the professional qualities and abilities of employees, their contribution to the common cause. The employer expects employees to have a certain behavior. The problem often arises on the basis of separation of duties;
- organizational structure - management methods, ideas, goals.
In conflicts in organizations stand out features:
- the cohesion of groups involved in a conflict, the motives of conflicts come out on top, the individual characteristics of group members are not important;
- Groups are united by convictions, values, even mood.
Any conflicts go through stages.:
- The formation of contradictions, the increase of tension.
- Potential conflict develops into a real one.
- The emergence of conflict actions.
- Fading, transition to the latent form or resolution.
Effects
Any conflict has consequences after itself.
Functional. Have the following features:
- the problem is solved in a manner acceptable to both parties;
- the parties are willing to cooperate;
- reduction of obedience, when the conflicting parties are afraid and strive to express rational ideas;
Functional consequences improve the quality of the applied solutions, eliminate difficulties, psychological differences and problems, hostility.
If it is not possible to find a suitable solution and remove hostility, then a different type of consequences is manifested.
Dysfunctional. Have the following features:
- staff dissatisfaction increases;
- the number of layoffs and staff turnover increases;
- there is competition between groups, devotion to their group;
- their goals are perceived as positive, the goals of the other group are negative, the other side is perceived by the enemy;
- rational interaction stops between the conflicting parties;
- victory in the conflict is given greater importance than the ability to really solve the problem.
Management should not allow the conflict to escalate into a dysfunctional type, as this ultimately affects not only staff dissatisfaction, but also the profits of the enterprise itself.
Resolution Methods
Conflicts in organizations are solved by various methods. Their choice depends on the types of difficult situation, the need to achieve specific goals of the involved actors.
- Smoothing. Due to the removal of tension and emotional involvement.
- Evasion. There is abstention from provocative actions.
- The urge to take a point. It uses power, arguments, coercion, force.
- Compromise - search for a solution that will satisfy both parties.
- Solution to the problem. The situation is viewed from different angles, the most profitable ways of getting out of the conflict are sought.
In complex conflicts, it is permissible and recommended to use a third party - negotiators, lawyers. This is especially true of labor disputes.
Prevention methods
Conflict prevention and prevention in the first place is to properly organize the activities of the enterprise.
This is the task of management and personnel managers.
It is necessary to track in time discontent, the emergence of informal leaders capable negatively affect the workflow.
At the enterprise the competent system of remuneration should be adjusted. Of great importance is a clear statement of the work requirements, which do not allow double interpretation and misunderstanding.
The organization must have a common goal. The ideal option is loyalty to your company and work for its benefit.
The psychologist of the company conducts testing to identify intragroup and intergroup communications, implicit disagreements and grievances.
The head is important to yourself pay attention to the state of the team. In many ways, the climate in the organization depends on the administration, the ability to correctly manage the team. That is why it is important to choose the right leadership.
How to solve conflicts in organizations? Find out from the video:
