The concept of "conflict" in a broad sense means a contradiction of views, ideas, opinions. Having some sort of conflict in a company is normal and even leads to success, according to Patrick Lencioni, author of The Five Dysfunctions of a Team. The fact is that the mismatch of methods for solving problems often makes work more efficient, and the presence of competition between conflicting people has a healing effect on the atmosphere in the team. An important hallmark of harmful conflict is the lack of trust between the parties involved. If the conflict affects the efficiency of the company, then the participation of the leader is indispensable.

Reveal the main characters

When people quarrel, it is not always about personal contradictions. “Take a closer look: sometimes two conflicting parties and the mediator become participants in a behavioral game that signals a problem in the structure of the organization,” says entrepreneur and consultant Aldonna R. Ambler. She regards the conflict as a starting point for clarifying and optimizing business processes: redistributing tasks, creating clearer instructions, analyzing information flows in the company. Thus, the conflict in the team can sometimes help to reveal more global problems, due to which the entire company is stalling.

Address the person, talk about the action

In the process of conflict resolution, it is important not to turn from a mediator into a participant. Listen to each employee involved in the conflict, stay in his shoes, but do not take sides, conflict management experts Tom Harvey and Jerry Jellison. The main task of the leader is to create such conditions that the participants focus on ways to solve the problem, and not on the circumstances that led to it.

Find a solution together

How often do you listen to advice when you are in a conflict situation? Usually people have a negative attitude to opinions imposed from outside. Everyone who is involved in the conflict sincerely believes that he is right. Business consultant and owner of Marvelous! Magazine Deb Peterson places great value on the process of finding the best way out of a situation together.

Conflict is a crisis followed by growth. If both sides agree on the solution found, then no one will feel like a loser.

Explain the benefits of reconciliation

Do you think that compromise, which implies concessions from each side, is the best strategy for resolving conflicts? In fact, a cooperation strategy is preferable, in which the wishes of both participants are taken into account as much as possible. Remind everyone in the company to have common goals. A study conducted at Aarhus University's Interdisciplinary Research Center found that shifting the focus from processes to outcomes leads to better interactions.

Explain how everyone will benefit from teamwork and how important it is to the success of the company as a whole.

Can't resolve - resolve

Not all conflicts can be resolved: some people, due to their personal qualities, are not suitable for joint activities and will conflict again and again. In this case, you can use resolution tactics (for example, separate employees into different departments) or come up with a method to resolve the conflict every time it arises.

Jason Freed tested the original method of turn-by-turn decisions in his company 37signals: “Today you are right, and tomorrow I will be right” - he was guided by such an algorithm in his work. To some, the method may seem a little childish, but it works.

Text: Elena Lavrova

One third of an adult's life is spent sleeping. The rest of his conscious time (400 hours a month) is devoted to work and leisure. Moreover, 160 of them, 2/5 of the total time, are given to work for the benefit of society. If a person has conflicts at work, then he is under stress almost half the time.

There are situations when an increase in adrenaline in the blood contributes to the achievement of high results, records, the birth of masterpieces. Athletes, artists, musicians and artists can work successfully in such an internal limiting state.

However, for an average member of society, an extraordinary situation that causes them to experience strong negative emotions can permanently disable them for work. What kind of efficiency can we talk about if the eyes are covered with tears of resentment, the hands are shaking, and I want to run?!

The conflict situation has a negative effect on the results of common work also because it ceases to be collective. Sometimes the conflict of interests not only completely excludes mutual assistance, but even gives rise to sabotage.

A conflict between engineering workers from different departments can only spoil their mood, but discord in the team will certainly affect the quality and efficiency of the work of the entire team.

Causes and types of conflicts at work

With colleagues

Disputes and quarrels

Conflict is disagreement between people. As in a dispute, so in a quarrel, there is no agreement. What is the difference then:

1. Arguing colleagues do not set themselves the goal of offending, humiliating the opponent. The task of the parties, on the contrary, is to make the enemy their ally, convincing him that he is wrong. It is in such disputes that truth is born. Such conflicts are called constructive.
2. Quarreling people also have a theme of disagreement. But they do not put forward convincing arguments, but by influencing the feelings of the enemy, they try to frighten him, eliminate him, and force him to remain silent. Appealing not to the mind, but to the feelings, it is impossible to get to the bottom of the truth. These conflicts, in which victory at all costs is more important than finding a solution to the problem, are considered to be destructive.

Both those and other examples of behavior are possible between colleagues, but have different consequences.

If disputes lead to the achievement of positive results, give experience in cooperation and improve relations in the team, then quarrels, on the contrary, create intolerant relationships, worsen mood, lead away from a common goal and reduce labor efficiency.

interpersonal conflict

Most often, in a team, it appears on the basis of dissatisfaction with the inequality in the distribution of benefits, resources, burdens or sanctions. This happens often where several people do the same job.

Discontents and calculations begin not only in places where there is a shortage of resources or goods, and not only where the pressures are very high and the sanctions are terrible. Distribution conflicts happen even in the most successful organizations.

Personality and group

If there is a conflict in the team with a colleague who violates the norms of behavior, communication, appearance adopted here, then this is natural and justified. But not only that.

Sometimes the reason for a "boycott" may be the existence of an informal leader whose personal interests are pushing for conflict. A support group forms around him. It is difficult to get out of this situation. You will either have to recruit the same group of associates or overcome your pride and have a heart-to-heart talk with the leader.

With the leader

Internal conflict

Often there are leaders who give themselves completely to work. The need to be a husband, wife, father, mother, to live a full family life and the inability to do this tear apart the human psyche. The director breaks down on his subordinates, sees them as guilty in this situation.

Convince the boss?

Does it make sense to confront the leader? Yes, if there is real support from outside and above, if a quarrel precedes dismissal.

And if the boss listens carefully to the claims, gets inspired and, despite the risk of losing respect from the rest of the team, admits that he is wrong. This perspective of conflict resolution is found only in the cinema. In reality, "the boss is always right, and if he is wrong, read the first paragraph."

1. To prevent conflict situations, to clear the ground for their growth, the leader needs to fairly distribute material wealth. Having accurate information, it is correct to distribute "gingerbread and slaps in the face."
2. Gossip and denunciations should not be encouraged.
3. Don't be afraid to get fired.
4. No public showdowns allowed.
5. To resolve the conflict, one should not take sides, at least apparently.
6. A real leader should be happy when his subordinates not only go out with songs to the subbotnik together, but also demand from him all together not to dismiss the grandfather-watchman-veteran.

If such a team can be brought up, the leader will have someone to rely on in difficult times.

1. When applying for a job, find out, as much as possible about their professional duties, salary, bonuses, rules of conduct in a team, work schedule, dress code, etc. This information will save you from disappointments, resentment, the first conflicts and tell you what to do if they arise.
2. Remember, the team does not require to walk with everyone in step, but it will not allow you to stand out strongly from the pack. You cannot be allowed to smoke in a room where everyone else is a non-smoker. Do not annoy the team with your extravagance. Believe me, everyone here is like that, but they know how to comply with the measure.
3. Don't fight, argue. It's great when a difference of opinion does not lead to a fight, but to a compromise. Never discuss the appearance and character of an opponent when it comes to an accounting report.

How to behave to avoid office disputes

Everything listed in the previous section should be repeated here. But you can add different situations.

Gossip

Very often conflicts arise because of gossip and rumors. The more you are closed, the less information the team has about you, the more your colleagues will think, think about your personal life. This is how a person works - everything unknown excites and intrigues him.

It's easy to deal with this. Tell all about yourself. It is not interesting to write on already printed text. You will no longer be a "blank slate" that can be filled with any scribble. Gossip will die on its own.

Envy

Nothing can change this feeling. There are people who can envy anything. even your 6 fingers on your hand. Try to talk heart to heart and tell how uncomfortable it is when there are 6 fingers on your hand. Or just ignore the negative message, believing: if they are jealous, then there is something.

You must behave honestly, with dignity and never leave office disputes. Avoid quarrels! Remember that anyone who insults you in a quarrel can be discouraged (even defeated) by your calm smile “And I love you.”

Video: Conflict at work

DEPARTMENT OF EDUCATION

COLLEGE OF GOVERNANCE AND LAW

Course work

in the subject "Managerial psychology"

Topic: “Removal of conflict in the team”

Introduction

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

- high emotional costs of participating in the conflict;

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

Treating opponents like enemies;

Excessive focus on conflict to the detriment of work;

After a conflict, cohesion between team members decreases;

Difficult recovery of business relations.

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

Obtaining new information about the opponent;

Detention of tension between the conflicting parties;

Unity of each of the conflicting parties;

Stimulation for change and development;

The opportunity to show yourself on the other side;

Opponent Opportunity Diagnosis

You should not immediately resort to strict penalties, reprimands, and dismissals in the event of a conflict. 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 leader, the presence of previous connections, the psychological climate in the team, etc. depend on how carefully the analysis will be carried out.

What are conflicts and what are they

Before discussing conflict resolution techniques, it is necessary to understand what conflict is. Such unpleasant things as “quarrel”, “scandal”, “dispute”, “showdown”, etc. are associated with the word conflict.

Quarrels and scandals are undoubtedly connected with conflicts. These are the forms and types of manifestation of conflict relations. This is what the conflict relations between people are manifested through (but not always). The conflict exists in the form of a scandal, a quarrel. A quarrel or scandal without conflict does not exist, they are a kind of indicator 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.

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

First sign of conflict- the presence, the existence of opposing positions. Position is what makes a person act: views, point of view, goals, aspirations, etc.

A person can abandon his psychological position either voluntarily or under pressure of circumstances, he can change his psychological position to a more advantageous one, for example, from the position of a “violator of discipline” to the position of a “corrected” and vice versa. And it can do it 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 find their expression in positions.

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

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

1. whether there are opposite positions;

2. whether there is a collision between them.

If at least one question does not have a positive answer, it means that there is no conflict. If the answers to both questions are yes, then there is a conflict.

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

a) the clash of opposite positions stops or ceases, or

b) the positions cease to be opposite.

It happens that an unfavorable situation stops developing as a result of actions, and may worsen as a result of our actions. This will happen due to the fact that there are no identical conflicts. They differ from each other in the number of participants, their social status, forms of clashes. And since identical conflicts do not exist, it means that there are no universal ways to resolve them.

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

If we want our actions to overcome the 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 the conflict, then we will be able to master the situation.

Your actions should in a certain way fit into the operation of the conflict development mechanism, but at the same time they should 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 carry the most destructive consequences. Even in a small team, they act as a powerful destructive force. Very often they acquire a “chronic form”, either fading, or flaring up again, unsettling members of the team, distracting them from work, having a negative impact on the psychological state of people.

Many believe that such conflicts are a necessary evil and that it is impossible to do without them at all. There are also subordinates who pride themselves on their ability to conflict and the ability to stir up conflicts, considering this a great way to increase their “ranking” among colleagues and gain “respect” from superiors. Often they manage to manipulate their own leader, forcing him to make decisions and act in a way that does not cause irritation on the part of this subordinate. Threats of the leader like “Oh, you are so! well, wait, I’ll arrange this for you!”, unfortunately, sometimes come true.

In this situation, the manager obviously finds himself in a disadvantageous, losing psychological position. Because in this case, the leader either starts to act in such a way as not to hurt 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 case. Or it gets a conflict with all the negative consequences for the interests of the case.

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

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

Thus, the team, during the conflict, 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 concrete manifestations of its general mechanism.

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

The conflict begins with a hidden clash. It often happens imperceptibly, it is not easy to detect, reveal. In the event that it cannot be extinguished, after a while 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.

The conflict situation is only a part of the conflict, its first stage. A conflict situation and an incident are two different phases of a conflict. In the course of a conflict, an incident cannot occur until the conflict situation has passed all the necessary stages of its own development and until all the necessary prerequisites for the start 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 conflict arise?

Any conflict situation develops according to a single 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 in the development of a conflict situation.

The first stage is the stage of appearance of the object (reason) of the conflict.

Instruction

When interacting with other people, try to behave in ways that are less likely to lead you into conflict. Try to cooperate with people, achieving any common goals. There is also a variant of competition: try to do your job as well as possible, perceiving your competitors as positive to, and not as rivals or.

Any conflict begins only when both sides are clearly aware of the existing confrontation, understand that their interests are affected, and are ready for them. Until you realize that the current situation is a conflict, it essentially does not exist. Therefore, try to be objective about current events, do not exaggerate certain aspects, be positive - and many potential conflicts can be avoided.

If you don't understand something, be sure to ask. Any omissions and misunderstanding of elementary, from the point of view of the opponent, things can become excellent grounds for igniting a rather senseless conflict. However, misunderstandings can also be caused by deeper reasons, and then under the obvious conflict lies an internal, hidden one, which can hardly be resolved by just talking.

Engage an independent third party. A “fresh” look at a problem always contributes to its solution. The opinion of the involved person should be authoritative not only for you, but also for your opponent. In addition, the third party must be objective, and it must not give preference to any of the conflicting parties. When speaking, the presence of all three parties is mandatory.

If, nevertheless, the conflict could not be avoided, then do not hide from it: by doing so, you will give it a protracted character, which can only aggravate the current situation. In addition, always remember that your opponent or opponents are ordinary people, do not attribute to them the qualities of an enemy - this will greatly facilitate the process of negotiations and further communication.

A conflict is a clash of interests, two different points of view, which means that it is inevitable in any team. Psychologists divide work conflicts into 2 types: functional - giving impetus to development, and dysfunctional - destroying relationships and interfering with full-fledged work. How to avoid the latter?

Instruction

When it seems that everything is going wrong - colleagues gossip behind their backs, they are dissatisfied, the main thing is to be able to cope with their emotions. Suppression of feelings can lead to chronic stress and even depression, so it is worth learning to replace negative emotions with neutral ones. For example, claims can be answered not with anger, but with surprise. Remember how the facial expression of a very surprised person changes: raise your eyebrows, round your eyes and respond to your colleague's dissatisfaction only with the question “Do you really think so?”. An unexpected move will give you time to recover, calm down, formulate your thoughts. And only then, in a calm, confident voice, can one speak on the merits.

If there is a misunderstanding, in no case do not start to sort things out in the presence of colleagues and subordinates. This will not only aggravate, but also significantly reduce your credibility. Do not discuss the actions of management with other employees, do not spread gossip and avoid empty criticism - all this is unlikely to go unnoticed, and the attitude towards you will be spoiled.

It is better to splash out your negativity not on the people with whom you work in the same team, but using more humane methods. You can tear the paper into small pieces, sort out the rosary, squeeze a small ball in your hand. Physical activity is a good way to relieve anger: get out of the office and run up the stairs or walk around the building. If possible, decorate your workplace with a dart board. Throwing darts not only relieves nervous tension, but also helps to concentrate.

Smile! Try to set a friendly tone in your communication with colleagues. Determine what you fear the most. Layoffs? But maybe this is a chance to get a better job. After all, in any case, the accumulated knowledge, skills and abilities will remain with you.

Conflict is one of the components of human communication that accompanies a person everywhere: in society, in the family, at work. A conflict situation at work can be considered one of the working moments to which you need to respond adequately and try to get out of it with minimal losses.

Instruction

If the conflict in which you have become a member relates to a production or organizational problem and is caused by different views of colleagues on its solution, it can be called constructive. To resolve such a conflict will be quite simple. To do this, invite everyone who is authorized to solve the problem raised to get together, in turn express ways to resolve it and together choose the most successful one.

Don't shut yourself up by listening to co-workers whisper behind your back. Turn on your imagination and imagine that your offender is actually a very good person, he just, like most people, has his own intrapersonal problems, which provoked an interpersonal conflict between you. Find positive qualities in an unpleasant employee, because there is something good in everyone. Maybe he brings food from home every morning for a stray cat that is spinning at your door, or maybe he just conscientiously fulfills his daily duties. Try to strengthen it with the power of your imagination, and you will notice how your attitude towards the offender will gradually change. Talk to him openly, declare your desire to resolve the conflict, invite him to once again calmly express his point of view and together find a compromise solution to the problem.

If you have a conflict with your boss, follow the following tactics. Listen carefully to the words of the leader, without interrupting or giving vent to emotions. When he's done, exit the office without a word. Get together and calm down, prepare a reasoned speech and ask for an audience with the boss. Say that you admit your mistakes (if you really were wrong) and try not to repeat them in the future. If the boss undeservedly yelled at you, invite him to express his claims again, but in a calm atmosphere.

Remember that by learning to manage conflict, you can keep yourself and those around you healthy.

Conflict situations can arise in any team, because you have to communicate with different people, and the point of view on different situations may not coincide. The ability to resolve controversial issues is the most valuable quality that characterizes a strong personality. In addition, a constructive dialogue is beneficial to everyone and leads to the development of the enterprise as a whole.

Instruction

If you failed to prevent a conflict situation, know how to behave correctly. This will help to painlessly and as quickly as possible resolve all issues, the point of view of which did not coincide with colleagues.

Calm down, discard all emotions, soberly appreciate the situation. In order not to say too much in the heat of the moment, leave your office or office for a few minutes, take a deep breath, look from the side at the situation and ways to resolve it.

Try to calmly discuss all controversial points in a friendly manner. Argument your arguments. Do not raise your voice, in a clear sequence state everything that you offer.

Listen carefully to the arguments of the other side. Try to understand what is really beneficial for you and your company. Only a positive dialogue can lead to a constructive solution to the problem. If each party in a conflict situation insists on its own, without delving into what the other conflicting party offers, this will not lead to a solution to the problem.

Set yourself up for a positive solution to the problem. Despite controversial situations, general turmoil and misunderstanding, you still have to continue to work in the same team. Hostile relationships lead to a state of constant stress, and stress inevitably leads to chronic diseases. Therefore, it is in the interests of the conflicting parties to clarify all the controversial points once and for all and put an end to this, not an ellipsis.

Look for a compromise solution. Try to avoid conflict situations in the future, for this you will have to find the reason that led to the misunderstanding.

To resolve conflict situations with the leadership, remember that the orders of the commander are not discussed. Gently and kindly, giving the maximum number of arguments, try to express your point of view, but if top management requires the opposite, the employee is obliged to fulfill all the requirements, no matter what. Disputes with superiors are inappropriate.

Tip 5: How to defend a point of view without conflict with colleagues

In any team, even the most friendly, conflicts sometimes arise. And it’s not even the dispute itself that is terrible, but the fact that after it colleagues can hold a grudge against each other. Working in such a stressful environment will be very difficult. Therefore, it is better not to bring to a confrontation, try to resolve all issues peacefully.

Conflicts at work - what are they

Conflicts that lead to serious quarrels rarely concern work moments. The duties of each employee are regulated by the job description, and all disputes can be resolved with the help of a manager who will explain in whose competence this or that task is. That is why it makes no sense to conflict with colleagues because of work. Any controversial issue can be resolved peacefully by re-reading the job description.

Another thing is interpersonal conflicts. For example, the question of who gets a seat near the window can quarrel two colleagues for a long time. This will affect the effectiveness of their interaction. To avoid such problems, you will have to learn how to achieve your goal without conflicts. And psychologists have a few rules on how to avoid serious quarrels with others and at the same time defend their point of view.

How to defend your point of view and maintain good relations with colleagues

Psychologists who study interpersonal conflicts in work teams have long noticed that most squabbles occur among women aged forty and above. Younger colleagues, as well as men, most often find a way to negotiate. But for ladies of age, it is important to defend their opinion in any way, conflicts do not frighten them. In relation to such colleagues, avoiding quarrels can be very difficult, but it is still possible.

Tip one - before solving a difficult issue with colleagues, think over several constructive reasons why you need to do it the way you want. First of all, you should explain how effective what you are offering is for the work team. That is, to prove that you are trying not for yourself, but for others.

The second tip is to offer your version not as a final one, but simply for discussion. Better yet, ask colleagues for advice. People, especially older ones, love it very much when they are interested in their opinion. And if you pretend that you are in doubt, you cannot decide, look for support - colleagues will be happy to help you, the issue will be resolved quickly and without conflict.

Tip three - choose the right time to talk with colleagues. An informal setting is best suited - a corporate party, an employee's birthday, Friday night, etc. Everyone will be relaxed and in good spirits.

Tip four - try not to do anything "behind the back" of colleagues, on the sly. This technique may work once or twice. But then the team will realize that you cannot be trusted, and it will become very difficult to defend your point of view.

Unfortunately, it is difficult to insure against the emergence of a conflict situation. Almost every employee has either been involved in a conflict or noticed a deterioration in relationships between colleagues. Many in this situation did not think about how to settle the dispute that had arisen. But it is better to approach any scandal consciously and not succumb to emotions.

Below are a few rules that will help you avoid straining relationships with colleagues.

Choose your place of work wisely. A good share of conflicts arises from employee dissatisfaction. For example, you may not be satisfied with a meager salary or the impossibility of career growth. Remember that before employment, this information can be clarified by the applicant. Therefore, it is foolish to blame others if you did not take care of your own future.

Learn job responsibilities. Ignorance of one's function often leads to conflicts. Follow the instructions and perform conscientiously all the duties that are assigned to your position. Don't let employees delegate tasks that they should be doing themselves.

Listen to other people's opinions. Each person has their own point of view, you just need to be able to listen to a colleague. Any situation is part of the work process.

Eliminate possible reasons for aggravating relations. For example, be polite and punctual.

Avoid gossip. As a rule, gossip gives rise to interpersonal conflicts. If it is easy enough to eliminate an unpleasant incident at work, then a conflict with an individual threatens to worsen relations.

If a conflict situation arose with a colleague, then the following steps should be taken:

Refrain from revenge. This does not mean at all that you will have to endure insults addressed to you. If the employee wants to provoke further conflicts, then stop communicating.

Do not talk about it with other colleagues, because the words can be misinterpreted and passed on to the offended employee.

Avoid emotional reaction. Agree that it would be foolish to quit your favorite job because of one conflict. Also, do not cry in front of the employees of the organization. If tears roll up to your eyes, then go to neutral territory. This will give you a chance to calm down and think about what happened.

Most often, disagreements arise due to the fact that a person perceives information in his own way. For example, if they ask for help with something, it is necessary to clarify whether they understand correctly what exactly the help is. Unfortunately, people prefer not to ask clarifying questions in order not to look stupid.

Relationships in a couple are not always cloudless! Sometimes lovers also have disagreements for financial or domestic reasons. In addition, serious conflicts arise when a partner seeks to limit personal freedom. Do not forget that men are arranged in such a way that with any encroachment on their freedom, they are even more separated from their beloved! For the psychological development of a person, a person needs personal space. In it, he feels calm and comfortable. Girls and women should not constantly violate the personal boundaries of their beloved.

Disagreements between children and parents are especially aggravated in the transitional age. Adults need to give teenagers more personal freedom and learn to trust them. In addition, in order for a grown-up child to form the correct self-esteem, parents must entrust them with household chores.

Conflicts between parents and children occur because of the first love of a teenager. Sometimes, for various reasons, mom or dad does not approve of the choice of a daughter or son. In such a situation, one cannot criticize the choice of a teenager. Criticism will alienate him even more from his parents! Adults need to be prepared for a difficult conversation about the feelings of a growing son or daughter. You just need to listen and support him. Parents need to remember themselves at such a difficult age.

People - vampires exist in any team. They act on the nerves of others, thereby taking energy from them and improving their own well-being. In order not to serve as a donor for such subjects, it is necessary to apply various methods of psychological protection.

In any team there is a “black sheep” that spoils the nerves for you and those around you. Such behavior is typical for people - vampires, who get real pleasure from the emotionally tense situation in the team. Trying to put such individuals in their place is, in most cases, useless, since that is exactly what they are trying to achieve from you. In order to neutralize the conflict, it is necessary to take the following measures.

Try not to respond to aggressive personal attacks

Act like your colleague's negative comments don't apply to you. Try to just ignore it.

Use the mirror technique

You need to apply carefully, because you can not stand it and join the conflict. Its meaning is to create for the employee the same situations that he creates for his colleagues.

Use the technique of "psychological protection"

widely known method. Visualize a luminous wall around you, through which the opponent's negative emotions do not pass. With proper practice, the psyche will automatically respond to negative situations.

Maintain a cool-polite relationship with such individuals. As soon as the aggressor realizes that he cannot profit here at the expense of you, he will stop trying to arrange a conflict.

Relationships in the team do not always develop the way both employees and their leader would like. We are all different, with our own characters and habits, we have our own outlook on life and work, and, unfortunately, we are not always able to negotiate with each other or separate personal and work relationships. And therefore, the disagreements that arise in the work team are a given that must be accepted and learn how to resolve conflict situations so that the efficiency of the unit does not decrease.

Types of conflicts

A conflict is a confrontation, a clash of interests between two opposing sides, and not always open. That is why, in psychology, there is the concept of a latent or hidden conflict, which already exists, but has not yet passed into the phase of open confrontation.

The classification of conflicts is extensive.

For example, according to the number of participants, they can be divided into:

• intrapersonal, when a person is in conflict with himself;
• interpersonal, in which there are two participants, for example, two employees, or an employee and him;
• a conflict between one person and a group of people, for example, a boss may collide with the whole team at once;
• between one employee and the organization as a whole, if labor conflicts arise, in which employees can make claims to the organization in which they work;
• between several groups, for example, warehouse employees quarrel with sales managers.

By direction, conflicts that arise in the workforce are:

• horizontal in which employees of the same official status participate, who are not subordinate to each other: an accountant and a manager or managers of the same unit;
• vertical, the participants of which are managers and their subordinates;
• mixed when employees who are not subordinate to them can also enter into a confrontation, for example, a logistician of a company can enter into a quarrel with the head of the sales department.

According to the source of occurrence are divided into:

• objective and subjective;
• business and personal conflicts.

By duration:

• short-term;
• protracted, lengthy.

And, finally, according to the results, conflicts in the team are divided into:

• destructive, destructive, since the parties failed to reach a positive decision, and none of the participants as a result of the collision won anything;
• positive and constructive, since the result of the conflict is positive changes in the work of the unit or the entire organization as a whole.

Conflict situations: causes

Understanding the cause of disagreement is the first step to resolving it. Everyone formulates the reasons in their own way, but in fact, if all the options are grouped, it turns out that their diversity will be reduced to a small number of options.

The main causes of conflicts in the team can be grouped into three main groups.

1. Organization of work processes.
2. Features of the emerging human relationships between employees.
3. Personal characteristics of employees

Organization as a process control mechanism

The organization of work in the company is a complex process that determines the clarity and organization of the interaction of employees and departments with each other.

The presence of work rules, specific requirements for expected results, criteria for evaluating these results reduces the likelihood of disputes.

The fewer rules in the enterprise and formal requirements the more confusion and reasons for employees to collide with each other.

For example, the absence of job descriptions leads to the fact that managers and subordinates cannot agree on who and what should do what, what employees are responsible for, what rights they have and to what extent the boss has the right to require them to fulfill their duties. Vaguely written criteria for evaluating work and the associated vague rules for calculating bonuses and bonuses lead to skirmishes over the fairness of pay.

At work, employees not only perform their work tasks, they are living people who cannot be forbidden to communicate on non-work topics or forbidden to have their own personal opinions about each other.

That's why may arise on the basis of disagreements in the assessment of events occurring outside the workspace: attitude towards children, political views, hobbies outside of working hours. Including the lack of personal sympathy of colleagues for each other can cause discord in the workplace.

For example, someone considers their colleague to be irresponsible or not well-mannered, as a result of which conflict may arise when performing work tasks together.

Let's get personal

The personal characteristics of employees are a common reason why a clash between employees can arise at any time.

This happens especially often if people do not know how to control their emotions. When discussing a work situation, formally, they may be completely right in its assessment, but it may be too emotional. A leader in his angry speech turning into a shout or an insult, alas, is not such a rare situation. Some of the employees can be: aggressive, curious, shameless. But the most difficult employees are those who have conflict - this is a personality trait that is constantly manifested, they themselves, by their behavior, provoke a clash with their colleagues and are in constant confrontation with them.

Consequences of conflicts at work

What conflicts have a negative impact on the work of the company, is a proven fact. Employees who do not know how, cannot perform the task efficiently, and by their behavior resemble the characters of Krylov's fable about the swan, cancer and pike. In this case, there is no need to talk about a qualitative result. As a result, the company may not meet its goals, fail to achieve the required indicators, employees may leave the company, and even the image of the company as an employer may be damaged.

But some of the disputes can really change the working situation for the better and even accelerate the development of the organization. If colleagues in the company constantly quarrel about their responsibilities, then development of business processes of the organization with the definition of the powers, rights and responsibilities of employees, specification of their functionality, will significantly change the quality of the company's work.

Human psychology is such that the emotional tension that accumulates as a disputable situation develops in the team must get its way out. If employees show their negative emotions, then an emotional discharge occurs, which can be attributed to the positive aspects of the conflict.