Conflict Management in an Organization

Relations within the production team affect the work of the whole enterprise. The way employees treat each other affects their emotional state, productivity, and so on. Conflict management at the enterprise is a complicated matter. It is necessary to know your subordinates, their psychological characteristics, to anticipate their moods.

Conflict management in a team

Employees of any enterprise are much different from each other. Of course, they all perceive differently what is happening around them. Different views on the same events are quite natural, but do not forget that it is with them that conflicts begin.

The essence of the conflict lies in the fact that opposing opinions, attitudes, interests collide, trying to suppress each other. All this leads to the fact that the work of the collective is deteriorating, normal interaction disappears. The management of conflicts in the organization should be undertaken by the manager. Situations that can grow into something unpleasant, he must foresee and suppress before the moment of their appearance. Managing conflicts in an organization is a kind of art, which, by the way, is not so easy to master.

The causes of conflicts are different. The main ones are three. The first is related to goals. The bottom line is that the parties see a different future for the same objects. The second type of conflict is directly connected: the parties can not come to a consensus in the search for solutions to the current problem. The last group includes conflicts that have emerged because of the feelings and attitudes that people experience for each other. To master the management of conflicts in the organization, it is necessary to understand their essence, to determine what they are related to.

Psychologists distinguish five levels of conflict:

- inside the person;

- between personalities;

- within the group;

- between groups;

- within the organization.

Sources of conflict are also different:

- Insufficient independence;

- shortage of resources;

- different duties and so on.

Conflict management in the organization is carried out using various methods. They include:

- those that are based on the use of the occupied guideline;

- those related to the division of the conflicting parties;

- those that are associated with an integration mechanism designed to control the conflicting (curator and so on);

- methods that relate to the unification of people through common activities.

Those conflicts are called functional. Which are under the control of management. They are foreseen and have a certain benefit for the organization itself. As a rule, they arise during business controversies, meetings and so on. It is important that both sides fully control not only themselves, but the entire situation as a whole.

Dysfunctional is the conflict that came out of the control of the leadership. It will necessarily lead to a decrease in the level of production, the appearance of hostile relations, the misallocation of resources, and so on.

If you can not suppress an unnecessary conflict in advance, then it is best to eliminate it as gently and quietly as possible. In some cases, it is quite simple to change the conditions in which employees are located. Experienced managers know perfectly well when it is necessary to try to rally people together, and when they are best separated from each other.

In extreme cases, managers can resort to frank conversation. During it expresses its opinion on what is happening, talks about how the conflict affects the work of the enterprise, there are necessarily stipulated the consequences that will become possible if the conflict does not end here and now.