Dysfunctional (aka destructive). Reduce the efficiency of the team.
Functional (constructive). In the process of resolution, the team gets rid of old methods of work, finding other ways. The result is an improvement in the efficiency of the company's work.
Conflicts can be divided depending on the reasons that provoke them into:
cognitive (the thoughts 3 phone number identifier philippines and knowledge of the participants do not coincide);
target (difference in goals);
sensory (different sensations arise).
Disputes can differ in focus, highlighting:
horizontal (colleagues who are at the same level of hierarchy in the company participate);
vertical (the parties to the conflict are the boss and the subordinate);
mixed (combination of the first two types).
Types of conflicts at work
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Conflicts can be divided into groups based on the way their participants interact:
Interpersonal . These are the most common. The reason may be a struggle for resources or a position, differences in character, life values, priorities.
Intrapersonal . The psyche of one person is involved. The reason may be a contradiction between the manager's requirements and the job description. In addition, such a conflict may provoke the employee's dissatisfaction with the situation that is developing in the company.
Aggravating factors will be stress and accumulated fatigue. In their pure form, such incidents do not affect the efficiency of the company. However, they can develop into interpersonal ones, including confrontation within the team itself.
Intra-group : Such conflicts arise when the opinion or principles of one team member contradict the goals of the entire team.
Intergroup . These are quite common. They can be caused by a struggle for resources between departments or groups in a team. Rivalry can also arise due to misunderstandings, including solving the same problems in different ways.
Intra-organizational . Such conflicts arise when a company is just being created. Tasks and powers are being distributed. They can arise between representatives of different hierarchical levels or team members with the same powers.
In addition, such conflict situations can arise against the background of a dispute between the boss and leading specialists. Then they are called role and linear-functional.
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Methods of conflict resolution
Incident resolution techniques are divided into 5 key groups. Each has its own characteristics:
Negotiation
An ideal option in a situation when:
The parties are dependent on each other or their interests coincide.
The parties to the conflict who have the right to vote are ready to discuss the problem.
The incident is in its infancy.
Negotiations need to be properly prepared. Ideally, the parties should think through the answers to key questions. It is necessary to determine what result will suit each participant, as well as to establish the benefits available to everyone as a result of the negotiations. It is necessary to answer the question of what the parties can exchange, and what each of the participants in the conflict is ready to sacrifice. Negotiations can be conducted not only from a strong position, but also within the framework of cooperation.
Intrapersonal methods
Such techniques allow you to influence a specific participant in a dispute. The main goal is to change a person's attitude to the situation without provoking negative reactions. "I-statements" are perfect. With their help, the mediator can express his assumptions, feelings and thoughts.
The opponent will be able to look at the situation from a different angle without losing face. It is generally accepted that such methods work well even at the stage when one of the participants in the conflict is nervous or angry.
Interpersonal methods
Each participant in the conflict, regardless of their own desires, tries to minimize damage to their interests. There are 5 main behavior patterns, depending on their impact on the individual:
Smoothing or concession . Possible in a situation where one of the parties understands that the conflict is unproductive in principle. In this case, the participant makes concessions, trying to smooth out the contradictions. The advantage of this strategy is that it reduces the degree of emotions, which allows even an open conflict to be ended. The disadvantages include the lack of a solution. By smoothing out the edges, one of the parties only postpones the problem, which will later lead to an open confrontation.
Avoidance . The parties do not want to discuss and try to avoid the conflict with all their might. The advantage is the availability of time that can be spent on finding ways to resolve the dispute. The disadvantage is that the issue remains unresolved and at the most inopportune moment it comes to an open conflict.
Compromise . A behavioral model that allows you to resolve almost any conflict with maximum efficiency. Both parties make concessions, wanting to find options that suit everyone.
Coercion . One of the participants is ready to do anything to defend his point of view and puts pressure on the opponent. He can use various techniques, including psychological pressure, manipulation, financial issues, blackmail, his own authority. Most often, this model of behavior is followed by bosses when they conflict with subordinates. The advantages include the end of the incident, because the manager will still "push through" his version. The disadvantages include negative emotions that the subordinate will accumulate, which can result in a new conflict.
Cooperation . Both parties are ready for an open and honest dialogue, trying to objectively evaluate all the proposed options for solving the problem. The result of the negotiations is a verdict that will suit everyone. Cooperation allows you to resolve the conflict productively, but it is quite difficult to implement this method. After all, not every participant in the confrontation, being under the influence of emotion, can look at the problem objectively.