Compromise solutions - advantages and disadvantages. See pages where the term compromise solution is mentioned Disadvantages of compromise

Conflict style- a certain model of behavior that seems to us the most effective in a particular situation.

Conflict tactics- specific actions that we take to achieve our goals.

Thomas-Killman scheme (Kenneth Thomas and Ralph Killman)

Avoidance

Avoidance Benefits

Suitable for superficial relationships;

Helps prevent conflict-explosion;

Gives time for reflection;

Helps when one of the parties does not have enough power;

Suitable when a specific conflict situation signals a larger problem

Disadvantages of Avoidance

The problem is not solved;

No helpful solutions offered;

People are afraid;

Participants believe that the partner is not able to change;

Claims are accumulating;

Negative metaphors are supported;

Interdependence is ignored;

Usually ends in a conflict-explosion

Avoidance Tactics

direct denial;

Indirect denial;

avoidance cues;

Change of topic;

Arrow translation;

Abstract remarks;

procedural statements;

Competition

Competitive Benefits

Useful for making quick decisions;

Useful for necessary, but not popular solutions;

Useful for decisions concerning the well-being and life of people;

Useful when a compromise will only harm;

May encourage creative solutions;

Clarifies the degree of commitment of the participant to the cause;

Useful if the decision is more important than the relationship

Disadvantages of competition

Too much focus on the task;

Relationships are ignored;

The Party may lack resources and experience;

The parties can go underground and operate on the sly;

The quality of feedback is deteriorating;

Parties don't learn new things;

Those who use this style lose the habit of holding back, hiding information, gossiping;

Parties are constantly tense and angry

Competition Tactics

Personal criticism;

Negation;

Hostile orders;

Hostile jokes;

hostile questions;

Questions with a presumption;

Denial of responsibility

Compromise

Benefits of Compromise

Helps save time;

It is “a bridge between two polar events;

Provides an opportunity to create a balance of power;

It is a backup option for difficult situations;

Compromise is made "for the sake of someone";

Gives moral strength

Disadvantages of Compromise

Quickly becomes "duty style";

Loss of control over the strategy;

Can leave painful dissatisfaction;

Can lead to lack of trust and criticism;

Can force a person to agree to concessions in situations in which this should not be done;

Often comes down to a simple lot

Compromise Tactics

A call for justice;

Proposal of an agreement;

Maximization of acquisitions / minimization of losses;

Quick short term solution

fixture

Fixture Benefits

Useful for demonstrating reasonableness and goodwill;

Promotes peace;

Makes it easier to get out of the situation;

Suitable for situations that are not particularly important;

Can serve as a signal of readiness to solve the problem;

Suitable for unequal conflict;

Suitable for a conflict in which one of the parties obviously loses;

Suitable for those conflicts where the experience and connections of the opponent in the future can give us an advantage

Fixture Disadvantages

The problem is not considered;

Rejection of change and support for the status quo;

Causes hidden anger;

Reduces the possibility of team actions;

Can become a "dance" of concessions;

Can give a feeling of excessive power;

It makes it impossible to find a creative solution;

It does not allow you to test the strength of the relationship

Adaptation Tactics

Surrender of positions;

Withdrawal of commitment;

Denial of need;

Expression of desire for harmony

Instruction

In the most general sense, a compromise is a way to resolve a conflict situation through the provision of mutual concessions. In this conflict resolution strategy, unlike the others, neither side is left to gain, but neither is left to lose. Often, to maintain relationships with people, it is this form of way out of the conflict that turns out to be the most effective.

When the points of view of the parties are completely different, but the relationship with the enemy in the conflict is very significant, compromise is the best solution. Also, a compromise as a way to resolve a conflict situation is applicable if the motives and goals of the opponents basically coincide and certain life principles and personal values ​​are not affected. Thus, it is more expedient to resolve petty domestic and business conflicts with the help of mutual concessions.

The great advantage of compromise as a way to resolve the conflict is that the parties respect the agreement reached, since they voluntarily come to its solution. That is, the problem is really eliminated, and both parties remain partially satisfied. Although, for the sake of a joke, they sometimes say that a compromise is a situation where the problem is solved and the goal is achieved, but everyone is dissatisfied, since the requirements of none of the parties are completely satisfied.

In order to come to an optimal solution to the conflict, participation and the opportunity to sacrifice something from each of the parties is important. Demanding some concessions without offering them on your part is not a compromise. We need to find a solution that would be beneficial to both parties. First you need to evaluate what you can sacrifice on your part, and then figure out what you would like to receive from the second participant in the conflict. It is advisable to put yourself in the place of the opposite side in order to assess the honesty of such a decision.

In search of a compromise, one should not perceive the second participant in the conflict as an adversary or rival. Ultimatums, pressure, the desire to get only personal gain will lead to a break in relations, even if these relations are more important for the opponent than for you. It must be remembered that the goal of this strategy is to achieve a common benefit.

For example, the popular dispute between spouses about how to spend the weekend (the husband wants to go to a sports bar or go fishing with friends, and the wife wants to go to the theater or a restaurant for a romantic dinner) can be easily resolved using a compromise strategy. For example, on the days of important matches or prearranged fishing dates, the wife does not prevent her husband from spending his weekends with friends, and the husband spends the days of theatrical premieres or certain family dates next to his other half. On the other hand, the husband also does not oppose his wife's meetings with her friends, but expects that after a hard day she will meet him with a hot dinner and support him in difficult times. Such a decision can be made on almost any issue.

It is worth noting that a compromise is not just an exchange of some concessions. It is impossible to evaluate concessions from the parties to the conflict, since the importance of interests and values ​​for each is subjective. It is also not worth sacrificing your interests in order to come to a common decision without seeing a similar attitude from the opposite side. Both parties must be interested in a compromise, otherwise the meaning of such a solution to the conflict is lost.

Sanitary and hygienic conditions

6Economic factors(delayed payment, imperfect bonus system)

Subjective reasons - are associated with the personality of both the manager himself and the employees.

The erroneous actions of leaders leading to conflicts can be grouped into three areas:

1Violation work ethics: rudeness, arrogance, disrespectful attitude towards subordinates, imposing one's opinion, failure to fulfill promises, intolerance of criticism, inability to criticize correctly.

2Violation labor law

3Unfair evaluation of labor results

Unfair assessment of employees and the results of their work is common, which means that the leader does not know how to motivate.

It is unacceptable to deliberately underestimate the merits of a subordinate because of the fear that he will move to the place of a leader. You should not use the method of sweeping criticism in working with the team. Indiscriminate criticism is always incorrect, offensive, etc. In addition, the accused may rally against the leader. open conflict- a conflict when its motives are clear and the warring parties do not hide it. Hidden Conflict- a conflict, the motive of which is carefully disguised.

At the stage of a conflict situation, the methodology of the “Council” is appropriate, i.e. the manager must assess the positions of each employee in relation to the problem and the manager can call a meeting.

Rules for this meeting:

The position of the leader must be objective and neutral

The leader should never speak first

The exchange of views should start with less authoritative employees

All employees should be given the opportunity to speak at the same time.

The most important thing for a leader is not to get involved in a conflict, not to take sides

If the conflict has passed into an extended stage, then usually the manager is either fired or transferred to a new job.

At the stage general conflict neither the program nor the leader's personal example is working anymore.

There are strategies for human behavior in conflict situations:

1Applicable for low assertiveness and cooperation. Characteristics of such a position: the source of disagreement is insignificant, it takes time to understand the situation, to reduce the intensity in the group. Employees themselves can resolve the conflict, the manager does not get involved.

2 Applications with high assertiveness. The purpose of behavior with such a strategy is to insist on one's own through open struggle. Feature: Quick action needed.

3Applicable for high cooperativity and low assertiveness. Goal: maintaining a favorable relationship. Characteristic: the subject of disagreement is more significant for the opponent than for you.

4Applicable for average cooperation and assertiveness. Purpose: the desire to resolve differences through the exchange of mutual concessions.

Topic: "Constructive conflict resolution".

1. Forms and criteria for the end of the conflict.
2. Conditions and factors of constructive conflict resolution.
3. Strategies and ways to resolve the conflict.

1) General concept describing the end of the conflict is the concept end of the conflict, i.e. termination of its existence in any form.

Other concepts are used that characterize the essence of the process of ending the conflict:

1attenuation- temporary cessation of countermeasures

Reasons for fading:

Depletion of resources on both sides

Loss of motivation to fight

Reorientation of the motive

2Overcoming

3Suppression

4Invitation

5Self resolution- active on both sides

6Settlement- a third party is involved

7elimination- the impact on the conflict, as a result of which its main components are eliminated.

Solutions:

Withdrawal from the conflict of one opponent

Exclusion of interaction of opponents for a long time

Eliminate an object

Escalation into another conflict

8Settlement

The main forms of ending the conflict:

The outcome of the conflict can be: the suspension of the conflict, the victory of one of the participants, the division of the object of the conflict, agreement on the rules for sharing the object, compensation to one of the parties for the possession of the object.

The main criterion for the sparsity of the conflict is the satisfaction of both parties.

2)Terms:

Termination of conflict interaction

Search for close or even common ground

Reducing the intensity of negative emotions

Eliminate the image of the enemy

An objective view of the problem

Accounting for each other's statuses

Choosing the optimal resolution strategy. Factors:

2Involvement of third parties

3Timeliness

4Balance of power

6Relationships

3) Conflict Resolution– multi-stage process:

1Analytical stage– collection and evaluation of information on the following issues:

Object of conflict

Opponent

own position

Reasons and reason

Social environment

2Solution prediction:

most favorable

Least Favorable

What happens if you stop acting

3Actions to implement the planned plan

4Correction of the plan

5Monitoring the effectiveness of actions

6Assessing the results of the conflict

The strategy contains the most general settings and orientation towards the outcome of the conflict. Comes down to 4 options:

1Single win

2Single-sided loss

3 Mutual loss

4Mutual win

Attitudes and guidelines are formed among the subjects of interaction on the basis of an analysis of the balance of interests, forces and means. It is important to take into account the factors affecting the analysis:

1Personal qualities of the conflicting person (thinking, character, temperament)

2Information that the subject has about himself and the enemy.

3Other subjects of social interaction (support group)

The most likely use of a compromise is as a step forward, which is made by at least one side in order to resolve the conflict. Compromise is based on the technology of concessions, rapprochement or bargaining.

Disadvantages of compromise:

1Stripped agreements

2Ground for tricks

3Deterioration of relations

The most effective way to fully resolve the conflict cooperation. It comes down to this:

1Separating people from the problem

2Attention to interests, not positions

3Offer win-win options

4Use objective criteria

Five styles of conflict behavior:

1Evasion

2 Fixture

3Confontation

4Cooperation

5Compromise

Conflict warning:

1Psychoanalysis

2Cognitive theories

3Rogers Therapy

4Geshalt therapy

5Frankl Existential Therapy

6Behavioral Therapy (Revised Behaviorism)

Topic: "Cooperation in overcoming conflicts."

1. The role of the team in overcoming conflicts.
2. Communication in a team.

1) A person’s attitude to business, his interest in the results of his work, his characteristic reaction to public initiatives, these are psychological and social aspects activities of labor collectives, which are crucial for the successful functioning of the organization as a whole.

Under labor collective refers to the community of people who belong to one structural subdivision connected by joint activities and solving one production task. team- the highest form of a social group in which 2 components:

1Material (people)

2 Spiritual (experiences of people, feelings, orientation)

A social group acquires the right to be called a collective provided that it has a number of characteristics, including a socially useful goal, cohesion, and the presence of governing bodies. A developed team is a self-governing and self-regulating system.

The spiritual side of the life of the labor collective constitute its ideology (a set of ideas and views) and psychology (certain socio-psychological phenomena).

Among the latter stand out:

1Socio-psychological factors (mutual assessments, demands, authority)

2Public opinions (collective views, attitudes, judgments)

3Social Feelings and Collective Moods ( collective habits, customs)

There are three areas of relationship in the team:

1Professional (labor) - the relationship between employees. Includes: subordinate relations (senior - junior, leader - subordinate), coordinating and in some cases man - technology.

2Socio-political

3Life

Since people with different personal characteristics unite in a team, one has to deal with the so-called conflict personalities. Knowledge of the behavior of such people, their timely identification in the team, are part of the measures to prevent a conflict situation.

Communication in work collective is a complex process that proceeds from establishing contacts to developing interaction. It is based on the joint labor activity of people, the need to coordinate and correlate the actions of workers, the relationship and interdependence that arise in the team.

Accordingly, the main function that communication in a team performs is to organize the joint activities of people with a common goal, their orientation towards achieving a common end result.

In the process of joint activity, various kinds of contacts and interactions that arise between people, there is a constant formation of ideas about each other, images of each other are formed.

The more developed the team, the more decisive role they play in it. business relationship. Business relations include authority, status, ranks.

Test 1 CONFLICT AS THE MAIN CATEGORY OF CONFLICTOLOGY. OBJECT AND SUBJECT, GOALS AND TASKS OF CONFLICTOLOGY

1. How many periods are distinguished by A.Antsupov and A.Shipilov in the history of domestic conflictology?

A) 1 B) 2 C) 3 D) 4

2. Conflict means:

A) The most extensive type of intrapersonal difficult situations;

C) Relationships of prolonged mutual hostility between groups, in which one of them has suffered damage from the other and seeks retribution.

D) The sharpest way to resolve significant contradictions that arise in the process of interaction.

3. What conflicts are the object of journalistic conflictology?

A) Social B) Zoo conflicts

C) Intrapersonal D) Interpersonal

4. What is the condition for conflict to occur?

A) The presence of personal hostility among the subjects of social interaction

C) The presence of oppositely directed motives or judgments in the subjects of social interaction.

D) The presence of difficulties in life

5. What levels does the structure of the psyche include:

A) Unconscious, subconscious, conscious, supraconscious

C) subconscious, conscious, supraconscious

C) Unconscious, subconscious, conscious

D) Superconscious, subconscious, unconscious

6. Which of the levels of the psyche is the initial one:

A) Conscious B) Superconscious C) Unconscious D) Subconscious

7. General signs of a difficult situation:

A) The presence of difficulties, awareness of the threat by the individual

C) The state of mental tension as a reaction of the individual to the difficulty,

C) A noticeable change in the usual parameters of activity, behavior.

D) All options

8. What are the main types of difficult situations:

A) The situation of activity, the situation of social interaction, the situation of the intrapersonal plan;

C) Situation of inaction, situation of alienation, pre-conflict situation

C) The situation of the intrapersonal plan, the situation of activity, the situation of personal hostility;

D) The situation of social interaction, the situation of alienation, the situation of personal hostility

9. What kind of difficult situation are we talking about - “in this situation, a person is confronted by another person or group”:

A) Situation of activity

C) Situation of social interaction

C) The situation of the intrapersonal plan

D) Situation of personal dislike

10. Interpersonal difficulties are understood as:

A) The most extensive type of intrapersonal difficult situations

C) Extreme manifestation of difficult situations

C) a state of mental tension

D) Relatively simple problems of a person's inner life

11. What is psychological stability:

A) This is a characteristic of the personality, which consists in maintaining the optimal functioning of the psyche in the face of frustrating and stressful exposure to difficult situations.

C) Purposeful, due to objective laws of influence on the process of its dynamics in the interests of the development or destruction of that social system to which the conflict is related.

D) Relatively simple problems of a person's inner life.

12. What is the object of study of conflictology:

A) Causes of conflict

C) Patterns of conflicts

C) Conflicts

D) Ways to resolve conflicts

13. What is the subject of the study of conflicts:

A) conflicts

C) General patterns of development of conflicts

C) Methods of resolution

D) Causes of conflict

Answers to test 1.

Test 2. TYPOLOGY OF CONFLICTS. CAUSES AND STRUCTURE OF CONFLICTS.

1. What are the causes of conflicts:

A) objective

B) Organizational and managerial

C) socio-psychological

D) All options

2. What could be the objective reasons:

A) real or imaginary

C) objective and subjective

C) social or intrapersonal

D) Social or spiritual

3. What objective reasons lead to:

A) to conflict

C) To create a pre-conflict environment

C) to resolve the conflict

D) To the escalation of a pre-conflict situation into a conflict

4. The objective reasons include:

A) Unbalanced role interaction between two people.

C) intra-group favoritism

C) The natural clash of material and spiritual interests of people in

life process

D) Significant loss of information and distortion of information in the process

interpersonal and intergroup communication

5. Transaction means:

setting their positions.

C) Determination of the place and time of negotiations on the merits of the conflict;

C) Reaching an agreement between the conflicting parties on the recognition and

observance of established rules and norms of behavior in conflict.

D) Reaching agreement through legalized procedures for determining the winner;

6. What role groups are distinguished in the conflict:

A) Witnesses, participants, support group.

C) child, parent, teacher

C) Mediators, conflictants, initiators

D) Child, parent, adult

A) D. Scott

B) V.P. Sheinin

C) E. Bern

D) A. Maslow

8. The main participants in the conflict are...

A) The subjects of the conflict, which directly commit active actions against each other.

C) The key link in any conflict

C) Actors that have an episodic influence on the course and outcome of the conflict.

D) No correct option

9. What refers to the objective components of the conflict:

A) Motives of the parties, conflict behavior, information models conflict situations

C) The motives of the parties, the subject of the conflict, the object of the conflict, information models of conflict situations

C) Participants in the conflict, the subject of the conflict, the object of the conflict, the micro and macro environment.

D) Participants in the conflict, Motives of the parties, conflict behavior.

10. What refers to the subjective components of the conflict:

A) The motives of the parties, the subject of the conflict, the object of the conflict, information models of conflict situations

C) Participants in the conflict, the subject of the conflict, the object of the conflict, the micro and macro environment.

C) Participants in the conflict, Motives of the parties, conflict behavior.

D) Motives of the parties, conflict behavior, information models of conflict situations

11. The motives of the parties are...

A) Units of interaction of communication partners, accompanied by

setting their positions.

B) Availability necessary resources and means for resolving the conflict, the need of the subjects of the conflict to resolve it, the collective form of activity

C) Inducements to enter into a conflict associated with meeting the needs of the opponent, a set of external and internal conditions that cause the subject's conflict activity

D) True internal motive forces pushing the subject of social interaction to conflict

12. What type of strategy are we talking about “involves mutual concessions in something important and fundamental for each side:

A) rivalry

B) Collaboration

C) compromise

D) Fixture

Answers to test 2

Test 3 FUNCTIONS AND DYNAMICS OF CONFLICTS

1. What functions of the conflict exist in relation to the participants in the conflict:

A) constructive and destructive

C) Regulatory and destructive

C) Stimulating and regulating

D) Encouraging and constructive

2. Destructive features include:

A) Conflict sometimes contributes to the creation of new, more favorable conditions for human activity

B) the conflict shows public opinion.

C) Conflict can serve as a group cohesive function

D) Frequent conflicts lead to a decrease in group cohesion.

3. Design features include:

A) Frequent conflicts lead to a decrease in group cohesion.

C) The conflict is always accompanied by a temporary disruption of the communication system, relationships in the team

C) The conflict shows public opinion.

D) Sometimes the quality of joint activities deteriorates during the conflict.

4. What condition is considered sufficient to start a conflict:

A) One participant deliberately and actively acts to the detriment of another participant

C) The second participant is aware that these actions are directed against his interests;

C) The second participant in this regard takes active actions in relation to the first participant.

D) All options

5. How many stages does the latent period of the conflict include:

A) 1 B) 2 C) 3 D)

6. Escalation is...

A) The first clash of the parties.

C) A sharp intensification of the struggle of opponents.

C) Perception of reality as problematic and understanding of the need to take some action.

D) Cessation of actions against each other

7. Which of the following is NOT related to escalation:

A) The emergence of an objective problem situation

C) Use of violence

C) The transition from arguments to claims and personal attacks

D) Growth of emotional tension

8. What are the types of aggression?

A) partial, complete

B) real, imaginary

C) hostile, instrumental

D) Intrapersonal, interpersonal

9. “Transition to the search for a solution to the problem” - what stage are we talking about:

A) latency period

B) Open period

C) the end of the conflict

D) Post-conflict period

10. What are the main forms of ending the conflict:

A) Permission or settlement

B) attenuation

C) Elimination or outgrowth

D) All options

11. What period do the stages of partial and full normalization of relations belong to:

A) latent period

C) Open period

C) Ending the conflict

D) Post-conflict period

12. The incident is...

A) A sharp intensification of the struggle of opponents

B) first encounter

C) Cessation of actions against each other

D) Perception of reality as problematic and understanding of the need to take some action.

Answers to test 3

Test 4. INTRAPERSONAL CONFLICTS.

1. What are the indicators of intrapersonal conflict:

A) Cognitive sphere, emotional sphere, behavioral sphere, integral indicators

C) Hostile sphere, instrumental indicators

C) Neurasthenia, euphoria, regression, projection

D) Nomadism, rationalism

2. Which feature belongs to the cognitive sphere:

C) Decreased quality and intensity of activity

C) Deterioration of the adaptation mechanism

D) Decreased self-esteem

3. Which sign refers to the emotional sphere:

A) Deep doubts about the truth of the principles

C) Frequent and significant negative experiences

C) Negative emotional background of communication

D) Increased stress

4. Which of the following is behavioral?

A) Psycho-emotional stress

C) Deep doubts about the truth of the principles

C) Decreased job satisfaction

D) Deterioration of the adaptation mechanism

5. Which attribute refers to integral indicators:

A) increased stress

C) Psycho-emotional stress

C) decision delay

D) Deep doubts about the truth of the principles

6. What are the symptoms of euphoria?

A) ostentatious fun, expression of joy is inadequate to the situation

C) Depressed mood, poor sleep

C) Headaches, criticism of others

D) Self-justification of one's actions, avoidance of responsibility

7. Which of the following is NOT related to nomadism:

A) Frequent change of residence

C) Frequent breakups with friends

C) Changing habits

D) Appeal to primitive forms of behavior

8. Which of the symptoms can be attributed to neurasthenia:

A) showy fun

B) Decreased performance

C) "Laughter through tears"

9. Which of the following can be attributed to rationalism?

A) intolerance to strong stimuli

C) disclaimer

C) Self-justification of one's actions, actions, even inadequate and socially disapproved

D) Criticism of others, often unfounded

10. What symptoms can be attributed to regression:

A) Appeal to primitive forms of behavior, avoiding responsibility

C) Poor sleep, decreased performance

C) Expression of joy is inadequate to the situation, “laughter through tears”

D) Criticism of others, frequent change of residence

11. Which of the symptoms can be attributed to the projection:

A) Self-justification of one's actions

B) showy fun

C) depressed mood

D) Attributing negative qualities to another

12. What are intrapersonal conflicts?

A) Motivational and moral conflict

C) Conflict of unfulfilled desire, role conflict

C) adaptation conflict, conflict of inadequate self-esteem

D) All options

Answers to test 4

Test 5 Interpersonal conflicts

1. Which of the following is NOT related to interpersonal conflicts:

A) The whole range of known causes is manifested: general and particular, objective and subjective

C) Conflicts that arise as a result of the transition of objective contradictions into the inner world

C) affect the interests of the environment

D) They are distinguished by high emotionality and coverage of almost all aspects of relations between conflicting subjects

2. Group conflict is...

A) An intractable contradiction caused by a clash between approximately equal in strength, but oppositely directed interests, needs, drives

C) Mutual hostility, accompanied by a complete cessation of relations, a serious disagreement.

C) The most acute way to resolve significant contradictions that arise in the process of interaction.

D) Confrontation in which at least one side is represented by a small social group.

3. Group conflicts include:

A) Personality-group

B) group-group

C) Personality-group, group-group

D) Microgroup leader

4. Group rules are...

BUT) General rules behaviors shared by all members of the group

C) The real position of the individual in the system of intragroup relations

C) Official position

D) Determining the place and time of negotiations on the merits of the conflict;

5. Select the cause of the conflict "leader-team":

C) Strong influence of negatively directed microgroups and their leaders

C) violation of group norms

D) Change in group consciousness

6. Which of the following is NOT related to leader-group conflict:

A) Low professional training

C) The use of compromising evidence against the leader

C) Exceeding the powers of the leader

D) Management style

7. What types of intergroup conflicts exist:

A) Labor, interethnic, internal political

C) business, cultural

C) One-sided, indifferent

D) Business, interethnic, internal political

8. Which of the following is related to labor conflict?

A) Unsatisfactory working conditions

C) Resource allocation system

C) Implementation of agreements

D) All options

9. Select the forms of labor conflicts:

A) strike, pickets

C) Strike, demonstration, appeal to the media, pickets

C) disputes, discussions

D) Demonstrations, appeal to the media, disputes, discussions

10. The mismatch of links between workplaces in the organization is manifested due to:

A) The presence of a subordinate of many bosses, the presence of a leader of several subordinates

C) A new leader appointed from the outside, a strong influence of negatively directed microgroups and their leaders

C) Inadequacy of the internal status setting

D) The use of compromising evidence against the leader, exceeding the powers of leadership

11. What refers to the managerial causes of the conflict in the link "head subordinate":

A) Low culture of communication

C) The desire of the leader to assert his authority at any cost

C) Unreasonable, suboptimal and erroneous decisions

D) Psychological characteristics of the participants in the interaction

12. What refers to the personal causes of the conflict in the link "leader - subordinate":

A) Unreasonable, suboptimal and erroneous decisions

C) Excessive guardianship and control of subordinates by management

C) Uneven distribution of workload among subordinates

D) The desire of the leader to assert his authority at any cost

Answers to test 5

Test 6 BASIS OF CONFLICT PREVENTION. CONSTRUCTIVE RESOLUTION OF THE CONFLICT

1. Select the stages of conflict management:

A) Analysis, forecasting, regulation, resolution

C) Escalation, conflict situation, speech resistance, resolution

C) Analysis, symptoms, speech resistance, resolution

D) Symptoms, diagnosis, prognosis, resolution

2. Select the principle of conflict prevention:

A) Do not block the development of the contradiction, but seek to resolve it.

C) Creation of relevant bodies and working groups to regulate conflict interaction

C) Reaching an agreement between the conflicting parties on the recognition and observance of the statutory norms and rules of conduct in a conflict

D) Maintaining high self-esteem in the negotiation process

3. The socio-psychological conditions for conflict prevention include:

A) Compliance with the balance of roles, the balance of mutual services

C) Maintaining a balance of interdependencies, a balance of damage

C) Balancing self-assessment and external assessment

D) All options

4. What forms of behavior can prevent conflict:

A) Achieving mutual understanding and mutual empathy with the opponent

C) Influencing one's behavior and influencing the opponent's psyche.

C) Taking the initiative in a dispute

D) Striking an agreement even at the cost of a serious concession by the opponent

5. Conflict resolution is...

A) Temporary cessation of resistance while maintaining the main signs of the conflict

C) Reaching an agreement between the conflicting parties on the recognition and

compliance with established rules and norms of behavior in conflict;

FROM) Team work of its participants, aimed at stopping opposition and solving the problem that led to the collision. Conflict resolution involves the activity of both parties to change the conditions of interaction and eliminate the causes of the conflict.

D) Impact on the conflict, as a result of which its main structural components are eliminated.

6. Select the cause of the conflict fading:

A) depleting the resources of both parties

C) Loss of motivation to fight

C) Reorientation of motive

D) All options

7. Which of the following is NOT related to conflict resolution:

A) interference legal entity to resolve the conflict;

C) Withdrawal from the conflict of one of the opponents

C) Elimination of the object

D) Deficit object elimination

8. The outcome of the conflict is...

A) Solving current problems

C) The result of the struggle from the point of view of the parties

C) Reaching an agreement between the conflicting parties

D) The cessation of the existence of the conflict in any form

9. What are the steps in conflict resolution?

A) 4 B) 5 C) 6 D) 8

10. What factors relate to a win-lose strategy:

A) Intimidation in the form of threats; low volitional qualities,

C) Adequate image of the conflict situation; the presence of favorable conditions for constructive resolution of the problem

C) The image of the conflict situation is inadequate; the identity of the conflicting parties; lack of vision of other options for solving problems

D) the subject of the conflict; support of the conflictant in the form of incitement from the participants of social interaction; conflict personality

11. Select the goal of the Win-Win strategy:

A) Reaching mutually beneficial agreements

C) Self-sacrifice in the name of the death of the enemy

C) avoiding conflict

D) Winning by losing the opponent

12. The disadvantages of compromise include:

A) Speech opposition, deterioration of relations

C) Curtailed agreements, ground for subterfuge, deteriorating relations

C) Grounds for tricks, separating people from the problem

D) Cut agreements, verbal opposition, grounds for subterfuge

Answers to test 6

Test 7 CONFLICT RESOLUTION INVOLVING A THIRD PARTY

1. Mediation is..:

A) A process in which the parties to a conflict, with the help of a neutral intermediary, systematically identify problems and solutions, look for alternatives, and try to reach a consensus that would be in their interests.

C) Reaching an agreement between the conflicting parties on the recognition and

compliance with established rules and norms of behavior in conflict;

C) Reaching agreement through legalized procedures for determining the winner;

D) Establish relevant bodies and working groups for regulation

conflict interaction;

2. The official mediator is:

A) psychologists

B) lawyers

C) Social educators

D) Interstate organizations

3. The unofficial mediator is:

BUT) Public organizations

C) Representatives of religious organizations

C) State legal institutions

D) Representatives of law enforcement agencies

4. What types of mediators exist:

A) Judge, mediator, conflict participant, initiator, victim;

C) Subject, victim, instigator, ally, mediator, organizer;

C) Arbitrator, arbitrator, mediator, assistant, observer

D) Referee, arbiter, ally, organizer

5. Mediator of the "observer" type:

A) By its presence in the conflict zone, it softens its course

C) Arranges a meeting but does not participate in the discussion

C) Possesses special knowledge and provides a constructive solution to the conflict. But final decision belongs to opponents

D) Has the maximum ability to solve the problem.

“Neutral role. Possesses special knowledge and provides constructive conflict resolution. But the final decision belongs to the opponents” - determine the type of mediator:

A) observer

B) helper

C) referee

D) Intermediary

7. What are the steps in the mediation process?

A) 4 B) 5 C) 6 D) 8

8. What is the rule to follow when negotiating?

A) Listen to everyone one by one

C) Separate "what" from "how"

C) Prevent attacks on the opponent

D) All options

9. Recorder is...

A) The person who Not paying attention to the course of the dialogue, he constantly intervenes and talks about the same thing.

C) This is a person who records the course of events and the points of view of opponents so that they can see them and check the correctness of the record.

C) a form of public involvement to resolve the conflict

D) Creation of relevant bodies and working groups to regulate conflict interaction

10. "The man, who. Not paying attention to the course of the dialogue, he constantly intervenes and talks about the same thing. - indicate the type of complex person:

A) jammed gramophone

B) Grouchy Bill

C) shaking his head

D) Absent

11. “Speaks a lot and loudly” - indicate the type of difficult person:

A) missing

B) translator

C) screamer

D) Forward

12. “Expresses his negative opinion without words, with one look.” - indicate the type of complex person:

A) jammed gramophone

B) translator

C) Whisperer

D) Shaking his head

Answers to test 7

Non-legal methods of conflict resolution in the management system of an organization (enterprise, firm, company)

Management activity includes, by definition, purposefully affects the object and subject of management. However, it is impossible to absolutize the capabilities of a manager, because in society the factor of uncertainty operates to a greater extent than in other areas.

More than 85% of conflicts in the management system are resolved by non-legal methods.

There are a number of points of view on methods of dealing with conflict. There are simplified visions of methods when it all comes down to three types:

• avoiding conflict;
• conflict suppression;
• conflict management.

There are detailed descriptions of the applied methods.

Generally conflict resolution methods are divided into two groups: strategic and tactical.

Strategic Methods- are used by managers as a basis for the development of the organization, to prevent dysfunctional conflicts in general:

• social development planning;
• awareness of employees about the goals and daily effectiveness of the organization;
• the use of clear instructions with specific requirements for the work of each member of the organization;
• organization of material and moral rewards for the work of the most productive employees;
• availability of a simple and understandable payroll system for everyone;
• adequate perception of non-constructive behavior as individual workers, and social groups.

Tactical methods exhaustively fit into the scheme proposed by K. Thomas, which involves two basic tactics:

• rivalry,
• fixture

and three derivative tactics:

• evasion,
• compromise,
• cooperation.

Practically all the applied methods of conflict resolution fit into this outwardly simple scheme.

Tactical methods of conflict management by K. Thomas

Legal ways to resolve conflicts

legal conflict- any conflict in which the dispute is somehow connected with the legal relations of the parties (their legal rights and obligations), and the conflict itself entails legal consequences.

Legal in nature are all labor, many family, industrial, domestic, ethnic conflicts.

It can be argued that not every conflict is legal, but almost everyone can end up in a legal procedure.

Conflict resolution legally has four common features:

• The conflict is considered and resolved by a body authorized by the state (court, arbitration, traffic police);
• The body that resolves the conflict operates on the basis of the rule of law.

Conflict Management Methods

Consider the varieties of conflict management methods that exist in practice.

1. Avoiding conflict is the most popular management method.

essence this method conflict management: the group seeks to avoid conflict by leaving the "scene" economically, physically or psychologically. Its advantage: a decision of this kind is made very quickly.

The method is used in case of uselessness of this conflict, when it does not fit the situation in the organization.

Indication for its use - very high cost of possible conflict.

Reasons for using this method:

• the triviality of the problem underlying the conflict;
• the pressure of more important circumstances;
• cooling of inflamed passions;
• collection additional information and avoiding making an immediate decision;
• more effective potential of the other side, capable of resolving the conflict;
• a situation where the topic of the conflict only indirectly affects the essence of the problem or when it points to other and deeper causes;
• fear of the opposite side;
• an unfortunate time for an impending conflict.

Typical behavior in case of conflict resolution by avoiding it:

• most often, the existence of the problem of conflict in general is denied, in the hope that the problem will disappear by itself;
• delay in solving the problem;
• application of delayed procedures for suppression;
• using secrecy to avoid conflict;
• appeal to existing bureaucratic and legal norms as the basis for conflict resolution.

The method is not applicable in cases:

• the importance of the problem (then avoidance is similar to "ostrich" behavior);
• the prospects for the continued existence of the foundations of this conflict, since the method is applicable only for a relatively short time;
• when the loss of time in the future leads to a loss of initiative and high costs.

It is believed that the result of the conflict with this method of management fits into the "win-lose" scheme.

2. The method of inaction - a kind of method of "avoiding the conflict"

The essence of this conflict management method is that no actions and calculations are performed at all.

This method justified in conditions of complete uncertainty, when it is impossible to calculate the options for the development of events.

The consequences of this method are unpredictable, although there may be a turn of events that is beneficial for the administration or the social group.

3.Method of concessions and adaptations

The administration makes concessions by reducing its own claims.

This method is used in cases of conflict resolution:

• when the administration discovers its wrong and when it is more useful for it to listen to the proposals of the opposite side, to show its prudence;
• when the subject of the collision is more important for the other side, and not for you (you should satisfy the requests of the other side in the name of future cooperation);
• when strategic potential is formed for future disputes;
• when there is a clear superiority of the other side and you lose to it;
• when stability is most important;
• when, as a result of conflict resolution by this method, the managerial qualifications of subordinates are increased and their own mistakes are studied.

The most likely result of the method is "lose-win".

4. Smoothing method

This method of conflict resolution is used in organizations focused on collective methods of interaction, as well as in countries of traditional collectivism.

The method is shown in cases of insignificant discrepancies of interests in the conditions of habitual patterns of behavior of people in a team.

The method is based on emphasizing common interests, when differences are downplayed., and the general features are emphasized: “We are one friendly team and we should not rock the boat.”

The probable result of using this method assumes the presence of two options: "win-lose", "win-win".

5. Method of hidden actions

This method of conflict resolution is used when conflict management needs, in the opinion of the administration, hidden means of its settlement.

Reasons for choosing this method:

• a confluence of economic, political, social or psychological circumstances that make open conflict impossible;
• unwillingness to deal with open conflict due to fear of loss of image;
• the impossibility of involving the opposite side in conflict actions according to existing rules;
• lack of resource (strength) parity of the conflicting parties (the weak party is at increased risk).

Technique used: both gentlemanly and far from them forms of influence ( behind-the-scenes negotiations, divide and conquer, bribery, deceit, interference).

The outcome of the method depends on the experience and abilities of the opposing party and can range from the “lose-lose” option to the “win-win” option.

Negative consequences of the method:

• covert or overt resistance to such covert action;
• acts of sabotage;
• the spread among employees of negative attitudes towards management;
• the possibility of a strong social conflict on the basis of secrecy.

6. Method of "quick decision"

Its essence: the decision on the subject and problem is made in the shortest possible time, almost instantly.

This conflict resolution method is used:

• with a time limit for making a decision due to the occurrence of various circumstances;
• when one of the parties to the conflict changes its position under the influence of the arguments of the other or in connection with the receipt of new "objective" information;
• when both parties are willing to participate in the search for the best possible agreements;
• when there is no dangerous aggravation of the conflict situation and therefore there is no need for careful decision-making;
• in the calculation that a quick solution will dramatically reduce costs compared to other conflict scenarios.

The most likely result of applying the method: closer to the win-win model, but this requires mutual agreement of the parties.

Its advantages: speed, mutually respectful forms of persuasion of the parties during the debate, preparation of decisions based on the principle of consensus.

7. Method of compromise

Compromise- a type of agreement in which both parties occupy a middle position within the existing differences and field of problems.

In democratic countries is a classic method in conflict resolution.

The essence of the method: conflict management through reaching an agreement in the course of direct negotiations between the parties.

The compromise method is applied in the following cases:

• when the goals of the conflict are important enough, but there is no need to spend even more effort on its continuation;
• when opponents with equal strength act in mutually exclusive directions and have directly opposite goals;
• reaching temporary agreements on complex issues;
• achievement of expedient decisions under the pressure of the time factor;
• a way out of a situation where cooperation or rivalry does not give success;
• when both parties believe that their goals can be better achieved through negotiations based on give-and-take agreements;
• if both parties have enough time;
• limited resources;
• the undesirability of the win-lose outcome.

Method technology:

• each side contributes to the movement towards a compromise;
• search for acceptable solutions.

Limitations for applying the compromise method:

• the unrealistic nature of the initially taken position due to its inadequate assessment (for example, exaggeration);
• the decision made is too amorphous and will not be effective;
• in case of dispute by the participants of the obligations assumed.

The result of the compromise: there is no outright loser and no clear winner.

Advantages of the method:

• the possibility of resolving disputes for both parties;
• focusing on mutual interests;
• the use of an objective criterion in the course of negotiations;
• negotiating on the basis of respect for the dignity of both parties;
• development of mutually beneficial solutions.

8. Method of cooperation - rival parties act in search of the best option for resolving a conflict situation

Applies in cases:

• developing an integrative solution when the "baskets" of problems on both sides are too important to accept only a compromise;
• when one of the parties needs to identify its objective goals in the conflict;
• identifying the positions of a social group that adheres to a different line in the future;
• working out an agreement based on the principle of consensus;
• when there is time to find an alternative that satisfies the claims of both parties;
• observance of the principle of obligation of the conflicting parties and the ability to use the process of cooperation.

Specific actions of the conflicting parties:

• problem solving orientation;
• the emphasis is not on differences, but on ideas and information shared by both sides;
• search for integrable solutions;
• identifying situations where both parties must win;
• approach conflict as a challenge.

Alan Fili's methodology for resolving conflict through problem solving is as follows:

• define the problem in terms of goals, not solutions;
• when the problem is identified, determine solutions acceptable to both parties;
• focus on the problem, not on the personal qualities of the other party;
• create an atmosphere of trust by increasing mutual influence and information exchange;
• during communication, create a positive attitude towards each other, showing sympathy and listening to the views of the other party, minimizing the manifestation of anger and threats.

Limitations in the application of the method: optionality of the parties, unfavorable time conditions.

The result of applying the method: "win-win" for both parties.

9. The method of force - the desire of one side to impose its decision on the other

Applicable in the following situations:

• when quick, decisive action is needed, sometimes even in emergency situations;
• in case of a strong need to introduce unpopular decisions (disciplinary restrictions, lower wages);
• in situations that are vital to the organization forte realizes his rightness;
• against social groups with destructive behavior. Possible behavior patterns:
• imposing win-lose strategies;
• use of competition;
• use of power through coercion;
• obedience requirement.

This method is effective in situations in which the administration has a significant advantage over employees.

The result of applying the method: "win-lose".