Map of a conflict situation in an organization using the example of Mirage LLC. Universal map of conflict resolution Create a mind map on the topic of conflict situation

The basis of conflict situations in an enterprise is a clash of interests, opinions, goals, and different ideas about how to achieve them. Experts have developed many recommendations concerning various aspects of people’s behavior in conflict situations, the selection of appropriate behavioral strategies and means of conflict resolution, as well as its management. It is believed that constructive resolution of conflict depends on certain factors...

Causes of conflicts

In psychology, conflict is defined as a collision associated with negative emotional experiences of oppositely directed, mutually incompatible tendencies, a single episode in consciousness, in interpersonal interactions or interpersonal relationships of individuals or groups of people.

Thus, the basis of conflict situations in a group between individuals is a clash between opposing interests, opinions, goals, and different ideas about how to achieve them.

There is a multi-variant typology of conflict depending on the criteria that are taken as a basis. So, for example, conflicts can be:

by sources and causes: objective and subjective, organizational, emotional and social-labor, business and personal;
in terms of communication: horizontal, vertical, mixed;
according to the composition of the conflicting parties: intrapersonal (between family sympathies and the manager’s sense of duty), interpersonal (between the manager and his deputy regarding the position, between employees regarding the bonus); between an individual and the organization to which he belongs; between organizations or groups of the same or different statuses;
according to functional significance: positive and negative; constructive and destructive; creative and destructive;
by forms and degree of collision: open and hidden, spontaneous, initiated and provoked, inevitable, forced, devoid of expediency;
by scale and duration: general and local, short-term and long-term, transient and long-term;
by settlement methods: antagonistic and compromising, fully or partially resolved, leading to agreement and cooperation.

In the most general form, conflicts arising in an organization can be caused by the following three groups of reasons, due to:

labor process;
psychological characteristics of human relationships, i.e. likes and dislikes; cultural, ethnic differences of people, actions of the leader, etc.;
personal identity of group members, for example, inability to control their emotional state, aggressiveness, lack of communication, tactlessness.

Conflicts, despite their specificity and diversity, develop according to a certain pattern ( rice. 1) and have generally common stages of development :

the potential formation of conflicting interests, values and norms;
the transition of a potential conflict into a real one (or the stage of awareness by the participants in the conflict of their correctly or falsely understood interests);
conflict actions;
removing or resolving the conflict.

Figure 1. Scheme of conflict development

In addition, every conflict also has a more or less clearly defined structure. In any conflict there is an object conflict situation, associated either with technological and organizational difficulties, peculiarities of remuneration, or with the specifics of business and personal relations of the conflicting parties.

The second element of the conflict is goals , subjective motives of its participants, determined by their views and beliefs, material and spiritual interests.

Finally, in any conflict it is important to distinguish between the immediate occasion collision from its true causes, often hidden.

It is important for a practicing leader to remember that as long as all the listed elements of the conflict structure are present (except for the reason), then it cannot be eliminated. An attempt to end a conflict situation by force or persuasion leads to its growth and expansion by attracting new individuals, groups or organizations. Therefore, it is necessary to eliminate at least one of the existing elements of the conflict structure.

Behavior Strategies

There are five basic strategies for dealing with conflict: competition (or rivalry), cooperation, compromise, avoidance, and adaptation.

Competition style, rivalry can be used by a person who has a strong will, sufficient authority, power, who is not very interested in cooperation with the other side and who seeks first of all to satisfy his own interests. This style can be used if:

the outcome of the conflict is very important to you and you place a big bet on your solution to the problem that has arisen;
you have sufficient power and authority and it seems obvious to you that the solution you propose is the best;
feel that you have no other choice and have nothing to lose;
must make an unpopular decision and you have enough authority to choose this step;
interact with subordinates who prefer an authoritarian style.

However, it should be borne in mind that this is not a style that can be used in close personal relationships, since it cannot cause anything other than a feeling of alienation. It is also inappropriate to use it in a situation where you do not have sufficient power, and your point of view on some issue differs from the point of view of your boss.

Collaboration style can be used if, while defending your own interests, you are forced to take into account the needs and desires of the other party. This style is the most difficult, as it requires longer work. The purpose of its application is to develop a long-term mutually beneficial solution. This style requires the ability to explain your desires, listen to each other, and restrain your emotions. The absence of one of these factors makes it ineffective. To resolve conflict, this style can be used in the following situations:

it is necessary to find a common solution if each of the approaches to the problem is important and does not allow compromise solutions;
you have a long-term, strong and interdependent relationship with the other party;
the main goal is to gain joint experience;
the parties are able to listen to each other and outline the essence of their interests;
it is necessary to integrate points of view and strengthen the personal involvement of employees in activities.

Compromise style. The bottom line is that the parties seek to resolve differences through mutual concessions. In this regard, it is somewhat reminiscent of the style of cooperation, but it is carried out on a more superficial level, since the parties are inferior to each other in some way. This style is the most effective: both parties want the same thing, but know that it is impossible to achieve at the same time. This approach to conflict resolution can be used in the following situations:

both sides have equally compelling arguments and wield equal power;
satisfying your desire does not matter too much to you;
you may be satisfied with a compromise solution because there is no time to develop another, or other approaches to solving the problem turned out to be ineffective;
compromise will allow you to gain at least something rather than lose everything.

Evasion style. It usually occurs when the problem at hand is not that important to you, you do not stand up for your rights, do not collaborate with anyone to develop a solution, and do not want to waste time and effort on solving it. This style is also recommended in cases where one of the parties has more power or feels that he is in the wrong, or believes that there are no serious reasons for continuing contact.

the source of disagreement is trivial and unimportant to you compared to other more important tasks, and therefore you believe that it is not worth spending energy on it;
you know that you cannot or even do not want to resolve the issue in your favor;
you have little power to solve the problem in the way you want;
want to buy time to study the situation and obtain additional information before making any decision;
trying to solve a problem immediately is dangerous, since opening and open discussion of the conflict can only worsen the situation;
subordinates can successfully resolve the conflict themselves;
You've had a hard day, and solving this problem may bring additional troubles.

You should not think that this style is an escape from a problem or an evasion of responsibility. In fact, leaving or delaying may be an appropriate response to a conflict situation, since in the meantime it may resolve itself or you can deal with it later when you have sufficient information and a desire to resolve it.

Fixture style means that you act jointly with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working atmosphere. This style is believed to be most effective when the outcome of the case is extremely important to the other party and not very significant to you, or when you are sacrificing your own interests in favor of the other party. The style of adaptation can be applied in the following most typical situations:

the most important task is to restore calm and stability, not to resolve the conflict;
the subject of the disagreement is not important to you or you are not particularly concerned about what happened;
you think that it is better to maintain good relationships with other people than to defend your own point of view;
realize that the truth is not on your side;
feel like you don't have enough power or a chance to win.

Just as no leadership style can be effective in all situations without exception, none of the conflict resolution styles discussed can be singled out as the best. We must learn to use each of them effectively and consciously make one or another choice, taking into account specific circumstances.

For more successful conflict resolution, it is advisable not only to choose a style, but also to draw up a conflict map, developed by Australian psychologists Helena Cornelius and Shoshana Fair ( rice. 2).

Figure 2. Conflict map

It is clear from the diagram that the central place in it is given to the statement of the problem that has caused confrontation between the conflicting parties and requires its solution. Then the parties directly involved in the conflict, their interests and concerns about possible losses are noted. There is also room on the map to indicate the parties involved in the conflict, which in one way or another affects their interests and causes concern about its consequences. Let's look at an example of a conflict map ( rice. 3).

Fig 3. Example of a conflict map

Drawing up such a map will allow you to:

limit the discussion to a certain formal framework, which will greatly help avoid excessive manifestation of emotions;
create an opportunity to jointly discuss the problem, express to people their demands and desires;
Concretize your own point of view and understand the point of view of others;
create an atmosphere of empathy, that is, it will enable the parties to the conflict to see the problem through the eyes of the opponent and recognize his opinion;
choose new ways to resolve the conflict.

Methods for preventing and resolving conflicts

Methods for preventing conflicts at the organizational level include:

putting forward integrating goals between the administration and personnel of the organization;
balance of rights and responsibilities when performing official duties;
compliance with the rules for the formation and functioning of temporary units;
compliance with the rules of delegation of authority and responsibility between hierarchical levels of management;
the use of various forms of incentives, involving mutual combination and variation of monetary and non-monetary incentive systems.

TO monetary The following incentive systems can be considered:

organizing remuneration in an amount adequate to the employee’s labor contribution;
bonus policy based on the performance and professional behavior of employees;
participation of employees in the profits and capital of the enterprise;
a system of special benefits and payments allocated from the organization’s profits and not of a mandatory nature determined by law (preferential or interest-free loans for the targeted needs of personnel, payment for various insurances, payment for training of employees or members of their families, etc.);
wage bonding, i.e., distribution of part of the profit among team members based on the results of the organization’s work as a whole.

TO non-monetary incentive systems include:

openness of the company’s information system, which implies the involvement of employees in the affairs of the organization, awareness of personnel about all important decisions regarding personnel changes, reorganization of the management structure, technical innovations, etc.;
involving personnel in the development of critical decisions both within the department and in the organization as a whole;
use of a system of flexible employment of employees, flexible work and rest schedules;
the use of so-called virtual management structures, which do not imply a strict regime for employees to be at their workplace;
using leadership styles and methods that meet the interests of employees;
moral encouragement of staff;
holding joint events (sports competitions, recreational evenings, introducing new employees, etc.).

It should be noted that for the successful use of motivational systems and their transformation into an effective way of preventing conflicts, it is necessary, on the one hand, to use the listed methods in unity and interconnection, and on the other hand, their use should not lead to a violation of the requirements of justice.

To regulate conflict at the personal level, experts have developed many recommendations concerning various aspects of people’s behavior in conflict situations, the selection of appropriate behavioral strategies and means of conflict resolution, as well as its management. It is believed that Constructive conflict resolution depends on the following factors:

adequacy of the perception of the conflict, i.e. a sufficiently accurate assessment of the actions and intentions of both the enemy and one’s own, not distorted by personal biases;
openness and effectiveness of communication, readiness for a comprehensive discussion of problems, when participants honestly express their understanding of what is happening, offer ways out of a conflict situation, and create an atmosphere of mutual trust and cooperation.

It is useful for a manager to know what character traits and behavioral characteristics of a person are inherent in a conflict personality.

Summarizing the research of psychologists, we can say that they include the following:

inadequate self-esteem of one’s capabilities and abilities, which can be both overestimated and underestimated. In both cases, it may contradict the adequate assessment of others - and the ground is ready for a conflict to arise;
the desire to dominate at all costs where this is possible and impossible;
conservatism of thinking, views, beliefs, unwillingness to overcome outdated traditions;
excessive adherence to principles and straightforwardness in statements and judgments, excessive desire to tell the truth face to face;
a certain set of emotional personality traits: anxiety, aggressiveness, stubbornness, irritability.

When communicating with conflicting people, forms of behavior can be very diverse. For example, when talking with “inconvenient” opponents, you can focus on their personal characteristics.

"Frugal Man"- often goes beyond the scope of a professional conversation, is unrestrained, impatient, his position and approach to the situation confuses interlocutors or department employees and unconsciously pushes them to disagree with him and argue.

Form of behavior- remain within the framework of a professional conversation and try to remain calm; his nonsense statements should be refuted with reason, resorting to the help of other employees.

"Know-It-All"- always knows everything better than others, demands the floor, interrupts everyone.

Form of behavior- require other interlocutors to express a certain position regarding his statements.

"Chatterbox"- often and tactlessly interferes in the conversation, does not pay attention to the time he spends on his questions and digressions.

Form of behavior- stop him with maximum tact, limit the time of his speech, politely but firmly direct him to the subject of the conversation.

"Unapproachable interlocutor"- closed, often feels out of time and space, since everything is unworthy of his attention

Form of behavior- to interest in the exchange of experience, to recognize his knowledge and experience, to give examples from his range of interests.

And finally. Despite the fact that you try to build your relationships with other people on the principles of goodwill and harmony, conflicts, alas, do happen. Therefore, it is very important to have the ability to effectively resolve disputes and disagreements so that the labor relationship does not break down with every conflict, but, on the contrary, develops and strengthens.

Psychology: personality and business

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MOSCOW STATE REGIONAL

UNIVERSITY

INSTITUTE OF MANAGEMENT AND LAW ECONOMICS

FACULTY OF ECONOMICS

Department: “Social Sciences and Public Administration”

TEST

discipline: "Conflictology"

on the topic: “Map of a conflict situation in an organization using the example of Mirage LLC”

4th year student of 41 study group

Alekseev Vasily Vyacheslavovich

Situation in LLC« Mirage»

The organization's active sales department consists of 6 people. The head of the department is Semenova Ekaterina Aleksandrovna - a young woman, about 30 years old, who has been working in this organization for a long time, not entirely successfully, but coping with her responsibilities.

Not long ago (about six months) a new employee joined the department - Lyudmila Ivanovna Lukina. - a young, pretty woman, her arrival was greeted quite friendly by all employees of the department. Active, easily fits into the team, always takes initiative, ambitious.

The head of the department looked after the new employee in a friendly manner for some time, but then there was a turning point in their relationship, and for reasons unknown to Lukina, the relationship deteriorated sharply. Semenov. began to constantly find fault with the new girl, trying to humiliate her as a person, and did not allow her to work in peace. For Samokhina, the question arose: what to do and should she switch to work in a different department?

My work colleagues did not outwardly react to the situation. By nature, Semenova is a fairly powerful person and has been in a leadership position for a long time.

Let's make a map of this conflict (Fig. 1).

Fig.1. Example of a conflict map

The participants in this conflict are: Semenova, Lukina and department employees. The main problem lies in the relationship between the boss and the subordinate. The needs and concerns of each party are presented in Fig. 1

We draw a conclusion about the basis of the contradictions or the subject of the conflict.

Subject: Semenova’s serious concerns are that his position may be replaced by a subordinate employee, in the person of Lukina (since she, even though she is a fairly new employee, copes well with her job responsibilities, and the initiative shown, brings its positive results, in the work of not only the organization, but also the team.), as well as loss of reputation in the face of subordinates, due to very close friendly relations with Lukina, hence the fear of loss of power. Also, Lukina did not reconsider her views on work, even after quite eloquent hints from the head of the department.

Many specialists involved in conflict resolution professionally know that the process of conflict management depends on many other factors, many of which are difficult to control. For example, personal views, motives and needs of individuals, groups, environmental factors. Established stereotypes, ideas, prejudices, biases, if they are not taken into account in management, can sometimes negate the efforts of those who develop decisions. Depending on the type of conflict, different services can search for solutions: the management of the organization, team members, personnel management service, department of psychologist and sociologist, trade union committee, strike committee, police, courts.

Other factors can be divided into 3 groups:

1. Factors contributing to the development of negative emotions in the relationship between the parties. These include conflict-generating personal characteristics of behavior (for example, selfishness, aggressiveness, pedantry, unpleasant manners, incompatibility of manners, views, cultures, experience, etc.). In our example, this is Semenova’s authoritarianism, rigidity and critical attitude, while Lukina’s is principled and refuses to obey her direct superior, and the desire to independently complete tasks.

2. Factors that reduce the ability to logically comprehend the content of the conflict, i.e. Why didn’t they exchange their views on the situation and work through it logically, identifying ways out of the situation. For us, Semenova has this lack of desire to engage in discussions with her subordinate, thereby admitting herself a loser, and for Lukina, it is fulfilling her duties, bypassing her direct leader, and sometimes openly showing everyone that her way of solving the problem is correct, thereby trampling boss in the eyes of the entire department.

3. Typical difficult situations in which a collision occurs (behavioral factors). In our situation, this is a situation of Semenova’s irritation, when Lukina brings the initiative to carry out tasks that are common in form for all employees.

Further resolution of the conflict is the elimination, in whole or in part, of the causes that gave rise to the conflict, or a change in the goals of the parties to the conflict, then this is work to eliminate the subject of the conflict, taking into account actions that block the influence of other factors.

Resolution becomes possible only if 3 conditions are met that create the possibility of conflict management:

1. Availability of an objective analysis of the conflict

2. The ability to actively creatively influence conflict

3. Availability of management resources

The first condition requires time to fulfill. This means that management without analysis becomes less effective or only creates the appearance of conflict management, but in fact transfers the conflict into a hidden state, preserving its basis. To improve the quality of management, you cannot begin this process without carrying out research. During this period, only regulation becomes possible to limit the dynamics of the development of the conflict.

situation conflict attitude boss employee

Conflict managementduring the period of research of the situation

In our example, we see that Lukina, given her work experience, could become a useful employee, but the emerging trend in Semenova’s behavior could lead to her dismissal. We are starting to manage. Semenova is distinguished by authoritarianism, rigidity and a critical attitude, Lukina is arrogant, high ambitions, and the desire to independently complete tasks. In order for them to become more attentive together and take into account the peculiarities of each other’s behavior, their interaction must be preempted by an interview about their psychological characteristics. Using techniques of constructive criticism based on the positive, we focus their attention on the need to find an approach to each other, taking into account their psychological characteristics. The mediator must set them up for the following actions. Lukina should be prepared to show her ability to work in tandem with a manager, respect for the experience and status of the boss, and then discuss with her the content of mistakes, in a false conversation, and Semenov, accordingly, to encourage Lukina’s desire for active work, and establish work in pairs, adopting the experience of a subordinate.

In our situation, a dialogue should take place between Semenova and Lukina, consolidating the new guidelines that were reached with the mediator. Considering their incompatibility, it is advisable to conduct the final conversation in the presence of a mediator, taking into account the demonstration of your desire to compromise in exchange for mutual consideration of their own requirements. And for Semenova this is an attentive attitude to the rules for performing work for all employees, declared by their superiors, and for Lukina this is the attention of the boss or mentor to her misunderstanding and the opportunity to receive timely consultations in a correct, non-rude form. In this conversation, both of them must verbally reinforce the rules of communication in such situations.

In our example, organizational and managerial measures to prevent such conflicts in the organization look like this:

Semenova did not work to establish relationships with her subordinate, and did not make any attempts to establish teamwork. She could either perform the duties of a mentor-consultant herself, or delegate these responsibilities to one of the employees. I could find common ground with Lukina and discuss her further career growth in the organization. Preventive adaptation work should consist of measures containing socio-emotional and professional adaptation.

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Stages of work on conflict mapping

Conflict mapping is a multi-step task. The first step in creating a conflict map is to describe the problem in general terms. In this case, it is extremely important to identify what exactly caused the dispute. At the second stage, the conflicting parties should be identified. Participants in the conflict can be not only individuals, but also entire groups of employees and even organizations. It is not uncommon for incidents when a dispute arises within a company between an individual and other members of the workforce.

The next point in mapping a conflict situation is to list the basic needs and concerns of everyone affected by this problem. The purpose of this stage is to identify the true desires of each participant in the incident, as well as the reasons that determine the formation of a particular position in relation to their opponents.

In order to resolve a conflict, it must first be analyzed, i.e.:

Understand what is happening;

Find out the nature of the conflict;

To resolve a conflict.

X. Cornelius and S. Fair proposed using a “conflict map” for this

The map helps us see and analyze what we could simply not pay attention to. When people go traveling, they always take a map with them. It’s the same in a conflict: a map will help facilitate its resolution.

Its essence is as follows:

Define the conflict problem in general terms. Describe the problem in one sentence. Don't try to immediately find a way out, just focus your attention on the most important thing. Try not to express the problem in polar terms, this will give you the opportunity to consider options for solving the problem more broadly.

Find out who is involved in the conflict (individuals, groups, departments or organizations);

Identify the true needs and concerns of each of the main parties to the conflict. It is known that in any conflict the following often happens: a person presents one problem (either one that comes to hand, or one that looks “beautiful”), while deep down the problem is completely different. It is important to find out the true motivation behind the participants' positions on this issue. People want to get what satisfies their needs and avoid what interferes with this.

Needs. In a broad sense, this is everything that is important to a person. You can ask a leading question that will help determine the need of the interlocutor: “You think that I should do this and that. What will this give you?” The answer to this question can provide information about a person's unspoken needs.

Concerns. They are also very important to take into account. Our fears are both rational and irrational. But this does not make them any less significant. And when you acknowledge the concerns, you can already work with them. For example, if a person says that he does not tolerate disrespect, rather than that he needs respect. So what are people afraid of?

Humiliation.

Failure.

Financial collapse.

To be rejected or unloved.

Lose control of the situation.

Loneliness.

Criticism and condemnation.

To lose a job.

Inability to provide for one's livelihood and one's family.

Boring work.

Fears that you will have to start all over again.

List the needs and concerns of all parties. At this stage, it is necessary to work only with these categories, and not give ready-made answers. It is important that responses identify real needs and concerns. This map can be used as a tool for working with conflict. In any case, conflict is much easier to prevent than to deal with it. Similar cards can be used:

When making plans;

If difficulties arise at work;

In preparation for negotiations;

At planning meetings.

In any case, the map allows you to see the real prospects for the development of the situation. Apply it to actual situations. Identifying a problem helps you think about it and somehow solve it. Determine what needs are hidden behind people's demands. When working with a map, look for “points of contact”: common interests, common needs. These are precisely the factors that can become a common platform in the future.

As you know, people behave differently in a conflict situation. Scientists have identified six main motives with which people interact:

1 The motive for maximizing the total gain (or the motive for cooperation).

2 The motive of maximizing one's own gain (or individualism).

3 The motive for maximizing relative gain (competition).

4 The motive of maximizing the gain of another (altruism).

5 The motive for minimizing the gain of another (aggression).

6 The motive for minimizing differences in winnings (equality).

If the motives for communication coincide or naturally complement each other, then the contacts of such people will be most successful. There are obviously “losing” motives from the point of view of successful communication. Here we can, of course, highlight aggression and individualism, which ignore the interests of the communication partner. In accordance with the motives, the features of the behavioral strategy can be identified.

Drawing up such a map, according to experts, will allow:

1 limit the discussion to a certain formal framework, which will greatly help to avoid excessive expression of emotions, since people can restrain themselves while drawing up a map;

2 create the opportunity to jointly discuss the problem, express to people their demands and desires;

3 understand both your own point of view and the point of view of others;

4 create an atmosphere that allows you to see the problem through the eyes of other people and acknowledge the opinions of people who previously believed that they were not understood;

5 choose new ways to resolve the conflict.

But before moving on to resolving the conflict, try to answer the following questions:

Do you want a favorable outcome?

What you need to do to better control your emotions;

How would you feel if you were the conflicting parties?

Is a mediator needed to resolve the conflict?

In what atmosphere (situation) people could do a better job of opening up, finding common ground, and coming up with their own solutions.

Consists of 9 people and only women. The head of the department is I.G. Spiridonova. - a woman of middle (pre-retirement) age who has been working in this organization for a long time and successfully copes with her responsibilities.

A new employee, N.N. Grigorieva, joined the department not long ago (about a year). - a young, pretty woman who is graduating. Her arrival was greeted quite friendly by all employees of the department and, first of all, by the boss, who has a daughter of the same age.

Head of department Spiridonova I.G. for some time she “motherly” looked after the new employee, but then there was a turning point in their relationship, and for reasons incomprehensible to N.N. Grigorieva. For some reason, the relationship deteriorated sharply. Spiridonova I.G. began to constantly find fault with N.N. Grigorieva, trying to humiliate her as a person, and did not allow her to work in peace. For Grigorieva, the question arose: what to do and should she move to work in another department?

Other employees of the department did not outwardly react to the situation. By its nature, Spiridonova I.G. A fairly powerful person, he has been in a leadership position for a long time.

Let's make a map of this conflict (Fig. 1).


SPIRIDONOVA
needs:	concerns:	loss of control,
respect for subordinates	precedent for an independent decision by a subordinate
	Problem: complex relationship between Spiridonova and Grigorieva

GRIGORIEV			DEPARTMENT STAFF
needs:	concerns:	needs:	concerns:
self-realization	Be unprofessional, incapable of this job	Social	Disruption of normal relationships
creative work and
independence)

The participants in this conflict are: Spiridonova, Grigorieva and employees of the department. The main problem lies in the relationship between the boss and the subordinate. The needs and concerns of each party are presented in Fig. 1

We draw a conclusion about the basis of the contradictions or the subject of the conflict.

Item: the impossibility of simultaneously satisfying Spiridonova’s need for respect (since she reacted harshly to all Grigorieva’s attempts to show independence in completing her tasks, despite the fact that all approaches in this department were determined by the boss) and Grigorieva’s need for self-actualization (since she continued to demonstrate independence, despite the boss’s harsh assessment of her independence). Many specialists involved in conflict resolution professionally know that the process of conflict management depends on many other factors, many of which are difficult to control. For example, personal views, motives and needs of individuals, groups, environmental factors. Established stereotypes, ideas, prejudices, biases, if they are not taken into account in management, can sometimes negate the efforts of those who develop decisions. Depending on the type of conflict, different services can search for solutions: the management of the organization, team members, personnel management service, department of psychologist and sociologist, trade union committee, strike committee, police, courts.

Other factors can be divided into 3 groups:

1. Factors contributing to the development of negative emotions in the relationship between the parties. These include conflict-generating personal characteristics of behavior (for example, selfishness, aggressiveness, pedantry, unpleasant manners, incompatibility of manners, views, cultures, experience, etc.). In our example, this is Spiridonova’s authoritarianism, rigidity and critical attitude, while Grigorieva’s is inattentive to her boss’s instructions and strives to complete tasks independently.

2. The ability to actively creatively influence conflict

3. Availability of management resources

The first condition requires time to fulfill. This means that management without analysis becomes less effective or only creates the appearance of conflict management, but in fact transfers the conflict to a hidden state, preserving its basis. To improve the quality of management, this process cannot be started without carrying out research. During this period, only regulation to limit

Map of a conflict situation in an organization using the example of Mirage LLC. Universal map of conflict resolution Create a mind map on the topic of conflict situation

Causes of conflicts

Behavior Strategies

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Stages of work on conflict mapping