Conflict management methods are. Conflict management methods. How to effectively resolve conflict

When managing a conflict, attention should be focused on the subject of the conflict and the positions of its participants, and not on personal characteristics. It is important to show impartiality, restraint and not jump to conclusions.

Structural conflict management methods:

1. Clarification of job requirements, powers and responsibilities;

2. Coordination and integration mechanisms;

3. Setting corporate goals;

4. Use of the reward system.

Interpersonal methods of conflict management:

1. Evasion. A person seeks to get out of a conflict situation without entering into an argument;

2. Smoothing. The leader tries to avoid a conflict situation;

3. Coercion. An attempt to force them to accept their point of view by force of power. At the same time, the initiative of subordinates is suppressed;

4. Compromise. Accepting the point of view of the other side, but only to some extent;

5. Problem solving. Joint development of a solution that satisfies the interests of both parties.

Conflict management methods can be divided into two groups:

1. Pedagogical ways. These include a conversation, a request, persuasion, an explanation of the requirements for work and illegal actions of the conflicting and other measures of the educational aspect;

2. Administrative methods. Forceful resolution of the conflict - suppression of the interests of the conflicting parties, transfer to another job, various options for separating the conflicting parties. Resolution of the conflict by verdict - the decision of the commission, the order of the head of the organization, the decision of the court.

Questions for consolidation:

1. What are the structural methods of conflict management?

2. List interpersonal methods of conflict management.

3. List ways to manage conflicts.

1. Structural conflict management methods include:

a) Use of the reward system

b) Explanation

c) Coordination and integration mechanisms

2. Interpersonal conflict management methods do not include:

a) Setting corporate goals

b) Evasion

c) Compromise

d) Coercion

3. Pedagogical methods include:

a) a request

b) a conversation

c) Clarification of job requirements

d) All of the above answers

4. Administrative methods of conflict resolution include:

a) persuasion

b) a conversation

c) Forceful conflict resolution

d) request

5. Resolution of the conflict by verdict - the decision of the commission, the order of the head of the organization, the decision of the court belong to the group

a) Pedagogical ways of managing conflicts

b) Administrative ways of managing conflicts

38. Stress: concept, nature and causes. Types of stress, their characteristics. Methods of dealing with stress and ways to prevent stressful situations

Stress is a special psychological state in which a person experiences severe tension.

In fact, stress is a reaction of the body caused by an unusual situation that goes beyond what is habitual. Therefore, do not be afraid of stress, it is a natural reaction. The danger is not so much stress as the inability to cope with it.

Minor stresses are inevitable and harmless, excessive ones create problems for people and organizations.

Stress has specific manifestations, in most cases they are individual. But there are a number of signs by which you can determine that a person is in a state of stress:

1. inability to concentrate;

2. too frequent mistakes;

3. memory impairment;

4. frequent occurrence of a feeling of fatigue;

5. too fast speech;

6. frequent pains in the head, back, in the stomach area, which do not have an organic cause (not caused by any disease);

7. increased excitability;

8. lack of job satisfaction;

9. loss of sense of humor;

10. increase in the number of cigarettes smoked;

11. addiction to alcoholic beverages;

12. constant feeling of malnutrition;

13. poor appetite;

14. inability to finish work on time.

Naturally, a person under stress should not have all of these symptoms, just a few of them are enough to suspect serious enough problems.

There are five types of stress:

1. Physiological stress is caused by excessive physical activity, lack of sleep, poor irregular nutrition.

2. Psychological stress as the main cause has unfavorable, frustrating, that is, related to dissatisfaction, relationships with others.

3. Emotional stress is caused by too strong feelings. It occurs in dangerous, threatening situations, when a person is in mortal danger or is threatened with the loss of something very important: it can also occur as a result of a too unexpected joyful event.

4. Information stress is the result of having too much or too little information at one's disposal. In both cases, decision-making turns out to be extremely difficult: with a lack of information, uncertainties of a high degree arise, with an overabundance of information, there are too many factors that must be taken into account when making decisions.

5. Managerial stress arises due to the fact that the responsibility for the decision is too high.

There are a number of factors that increase the possibility of stress. Not all of them can be avoided, but if the leader is aware of what causes stress, he can organize work in such a way as to reduce their impact as much as possible.

1. Peculiarities lead to stress labor process(high loads that require concentration of efforts, monotony of work, the need to perform a wide variety of actions, which increases the pace of activity, lack of time for rest - all this often leads to physical and mental exhaustion).

A reasonable organization of work helps to avoid this, in which the employee is not overloaded, and periods of work are mixed with rest.

2. Too high responsibility placed on the manager or employee (this factor can be dealt with with the help of psychological methods- people tend to exaggerate the dangers and irreversibility of some unpleasant events, this should be taken into account). It should be remembered that not a single person can do without mistakes, and perfection is unattainable. Even leaders who have reached the highest positions have made mistakes. Therefore, the main thing is not to avoid mistakes, but to recognize them in time and make efforts to correct them. If the means of self-hypnosis do not help, and the fear of making a mistake remains very strong, it is necessary to contact a psychologist.

3. Unfavorable moral atmosphere in the team (it seems that the work is going on as usual, the employees perform all duties normally). However, the quality of work is still imperceptibly reduced. The reason is that relations in the team are conflicting, employees not only do not help, but also tend to imperceptibly harm each other.

In some organizations, leaders deliberately create a work environment in which employees must compete with each other. Sometimes this is done in order to distract the attention of subordinates from the shortcomings of the leader himself. There is a sense in building relationships on rivalry, competitiveness is a strong motive for higher achievements. But sooner or later, this system leads to fatigue and exhaustion of workers, because. in a state of struggle no man can live for a long time. In such a situation, the most hardy wins, but he soon begins to lose ground. This does not mean that competition should be abandoned. The task of the leader is to provide a reasonable compromise between the 2 extremes. Where you can do without rivalry, you must do without it.

4. Too little workload, causing anxiety, frustration and a sense of hopelessness. An employee who does not get a job that matches his abilities begins to doubt his own worth and position in the organization, feels unrewarded.

5. A more hidden cause of stress is the conflict of roles, which occurs when conflicting demands are made on the employee (the seller receives the task of responding to customer requests and at the same time another instruction is to fill the shelves with goods). Typically, this situation develops as a result of a violation of the principle of unity of command: 2 managers can give conflicting instructions to an employee. The conflict of roles arises as a result of differences between the norms of the informal group to which the employee belongs and the requirements of the formal organization (the person wants to be accepted by the group and at the same time strives to follow the requirements of the leadership - feels tension and anxiety).

6. The reason opposite to 5. It lies in the uncertainty of roles (a situation where the employee is not sure what is expected of him), here the requirements are not contradictory, but evasive and vague. If a person does not know what he should do, how he should do it, how his actions will be evaluated, anxiety and anxiety arise.

7. The reason is often: uninteresting, monotonous work. People who have more interesting jobs show less anxiety and are less prone to physical ailments. The concept of interesting work is always relative. What is interesting to one person will not be interesting to others, therefore, when resolving a stressful situation, one should not proceed from clichés.

8. Stress can arise as a result of poor physical conditions (poor lighting, too low or high temperature, excessive noise).

Stress can be caused by 2 groups of factors:

1. Organizational: increased requirements for the individual; time limit; expansion of the scope of work; introduction of innovations; uninteresting work; inconsistency in the requirements for the employee; poor physical working conditions; wrong balance between authority and responsibility; poor communication channels. Causes of managerial stress: lack of qualified workers; time spent on personal processing of information; closing all information on itself; blind work with great risk, etc.

2. Personal: death of a loved one; wedding (divorce); dismissal from work; disease; sexual difficulties; transition to a modern or other type of work; major restructuring in business (merger, reorganization, bankruptcy); loss of funds invested in the bank, etc.

All people differ in psychophysiological characteristics: some can withstand large overloads for a long time, adapting to stress; others are unsettled by a little extra work; There are people whom stress stimulates, mobilizes, they can work with full dedication precisely under stress. As a psychological phenomenon, stress lends itself to control influences. Most of the stress in a person's life is initiated by him.

One of the means to avoid stress is to avoid a stressful situation by resting - an active activity that excludes the thought of the cause of stress; switching attention to other objects that are not related to stress (fishing, swimming, walking in the woods, drawing, knitting, theaters, museums and other anti-stress activities).

Management strategies for dealing with stress:

Delegation of powers;

analysis of stressful situations;

setting daily goals and priorities for completing tasks; identification of the causes leading to stress;

· communication with colleagues, other employees, visitors;

Talking on the phone with friends and meeting with friends (outside of work);

Physical recreational activities, switching to active recreation (outside of work);

Follow the optimal daily routine at work and at home; self-elimination from stressful situations (temporary leave, break at work), etc.

Questions for consolidation:

1. What is stress?

2. List the signs by which you can determine if a person is in a state of stress?

3. List the types of stress.

4. List the factors that lead to stress.

5. What methods of dealing with stress do you know?

Choose one correct answer:

1. Stress is...

a) state of health

b) state of mind

c) a special psychological state in which a person experiences severe stress

d) a health condition in which a person falls into depression

2. Are minor stresses harmless?

3. Physiological stress:

a) caused by too strong feelings

b) caused by excessive physical exertion, lack of sleep, poor irregular nutrition

c) the result of having too much or too little information at one's disposal

d) arises due to the fact that the responsibility for the decision is too high

4. Which of the following will not help you avoid stress?

a) reasonable organization of work

b) full dedication to work

c) use of psychological methods

d) interesting work

39. Power and influence: concepts, types and their characteristics. balance of power

The leader, managing the team, influences him, in order for it to be effective, he must have power.

Power is the ability to influence the behavior of others. The concept of "authority" is associated with the concept of "Power" - this is the amount of rights that a leader has when making decisions. The organization is “permeated” with relations of power, without it there is no order.

Influence is a person's behavior that makes a change in the behavior, attitude, feelings of another person.

Types of power:

1. Legitimate authority (traditional) - a person responds to the position, that is, he fulfills the recommendations of the boss. The method of influence is influence through the tradition of power.

2. Reference power (power of example) - based on charisma - the strength of personal qualities and abilities of a leader (characteristics of charismatic personalities: impressive appearance, rhetoric, demeanor, energy). The subordinate wants to imitate him and follows orders. The method of influence is influence through the personal qualities of a leader.

3. Power based on coercion is influence through fear: the threat of losing a place, demotion. This form of power leads to a certain result, but does not contribute to the disclosure of the potential of employees, requires significant costs for strict control, under which employees have a desire to deceive managers, distort reporting data. - The method of influence is influence through fear.

4. Expert power - the subordinate takes on faith the professionalism of the manager, his experience and knowledge. But the high professionalism of a manager in a particular area of ​​activity, for example, the technical field, does not indicate the effectiveness of his work as a leader. Best option: the manager is a leader both professionally and organizationally. Method of influence with the help of faith in success.

5. Power based on reward. The most effective form of power. The main thing for the manager is to correctly determine the amount of remuneration. With its insufficiency, the degree of motivation is insignificant. Extreme, when its size does not correspond to the modest achievements of the employee. The use of this form of power is possible if the leader has sufficient resources. The method of influence is influence through positive support.

Leaders in their activities use all forms of power in various combinations. Power, the process is two-way. The power of the boss over the subordinate is one side, visible. The other side is the power of subordinates over the boss, the leader depends on subordinates in matters of obtaining the necessary high-quality information for making decisions, responsibility for the results of the work performed by subordinates, the ability of subordinates to perform work, and informal contacts.

The balance of power is a situation in management when the level of influence of a leader exposed to power over subordinates is equal to the degree of dependence of this subordinate on the leader.

An effective leader will maintain a balance of power in the organization: use his power over a subordinate within reasonable limits, sufficient to achieve goals, but not cause rebellious subordinates.

Questions for consolidation:

1. Give the concept of power.

2. Describe the main types of power.

3. What is the balance of power?

Choose one correct answer:

1. Power is:

2. Influence is:

a) Human behavior that changes the behavior, attitude, feelings of another person

b) The ability to influence the behavior of others

c) The situation in management, when the level of influence of the leader exposed to power over subordinates is equal to the degree of dependence of this subordinate on the leader

3. The balance of power is:

a) Human behavior that changes the behavior, attitude, feelings of another person

b) The ability to influence the behavior of others

c) The situation in management, when the level of influence of the leader exposed to power over subordinates is equal to the degree of dependence of this subordinate on the leader

4. With power based on coercion, the method of influence is used:

a) Influence through the tradition of power

b) Influence through fear

c) Influence through belief in success

d) Influence through positive support

5. With reference power, the method of influence is used with the help of:

a) Traditions of power

b) With the help of faith in success

c) Personal qualities of a leader

d) fear

40. Leadership: concept and approaches to it. Leader Models. Leader Influence and Leadership Qualities

Leadership – the ability to influence people in order to achieve the intended goals (namely, the voluntary desire to achieve them).

Leadership is predominantly built on a leader-follower relationship rather than a boss-subordinate relationship. The main thing in the work of a manager-leader is the trust of people in him, which is acquired by high professionalism and respect for people (personal authority and personal qualities - humanity, justice, courtesy).

The qualities of a leader are the presence of significant features or features that distinguish him from other employees.

It is not enough for a manager to know only the scope of his duties, to have information. According to the American Academy of Management, leadership is associated with the following leadership qualities:

1. The desire to achieve the goal (he is initiative, energetic and persistent);

2. The desire to be a leader (the desire to influence others, lead people, take responsibility);

3. Honesty and directness (relationships with subordinates based on trust, the word does not disagree with the deed);

4. Self-confidence;

5. Intellectual potential;

6. Skills and knowledge (knowledge of the industry and the company, allowing you to make the right decisions and understand the consequences);

7. Feedback (belief that subordinates understood him correctly);

8. Control over emotions;

9. Insight (the ability to realistically imagine the future, which requires a rich imagination);

10. Perseverance (do not bend under the weight of problems and defeats);

11. Enthusiasm (forces subordinates to be allies);

12. Self-knowledge (the leader must understand his human qualities, without this he will not be able to understand the problems of other people);

13. Maturity (the ability to gratefully perceive criticism as a source of growth, control of one's mood, does not consider oneself entitled to judge everyone and everything, the ability to adapt to circumstances, courageously experience failures and defeats);

14. Integrity (strong moral and ethical views);

15. Courage (not being afraid to take risks and treat them as an opportunity to further improve their knowledge).

A good leader is a person who is constantly learning new things, ready to listen to advice.

There are four models of perception of the leader by others:

1. "One of us" - the leader's lifestyle is identical to that of any member social group;

2. "The Best of Us" - exemplifies both as a person and as a professional. They try to imitate him;

3. "The embodiment of virtue" - the bearer of norms, morality, shares with the group its social values ​​and is ready to defend them;

4. "Justification of expectations" - the behavior of the leader does not depend on the changing situation, the leader must always be true to his word, and not allow deviation from the course of behavior approved by the group.

Leadership can carry two main functions:

1. Positive - it is this that allows you to mobilize the resources of the organization, inspires its members, ensures maximum efficiency in work and life.

2. Negative - leadership often prevents other people from "creating" themselves. The authority of the leader "presses" on the other person and does not allow him to open up. On a subconscious level, a person understands that the leader is not him, but he cannot agree with this. There is envy, internal and external conflicts.

Leadership issues are key to achieving organizational effectiveness. The method of management based on leadership in a team allows you to quickly solve the most complex tasks and quickly respond to unexpected situations.

There are three approaches to learning leadership:

1. From the standpoint of personal qualities. This approach made an attempt to determine the relationship between the presence of specific personal qualities and the effectiveness of leadership.

2. Behavioral approach - created the basis for the classification of leadership styles or behavioral styles. According to this approach to leadership, effectiveness is determined not by the personal qualities of the leader, but by his manner of behavior towards subordinates.

3. Situational approach to the study of leadership. The essence of the approach: depending on the nature of the specific situation, various methods of leadership are selected. A leader-leader must be able to behave differently in different situations.

Questions for consolidation:

1. Give the concept of the definition of "Leadership".

2. What qualities of a leader do you know?

3. List the models of perception of the leader by others.

4. What are the main functions of leadership?

5. What approaches to the study of leadership do you know?

Choose one correct answer:

1. Leadership is...

a) the ability to influence people in order to achieve the intended goals

b) the mental and physical process leading to the execution of official assignments by subordinates and the solution of the assigned tasks

c) the art of building relationships with business partners, employees

d) the behavior of one person that makes a change in the behavior, attitudes and feelings of another person

2. The model of perception of the leader by others “one of us”:

3. The model of perception of the leader by others "justification of expectations":

a) is an example both as a person and as a professional, they try to imitate him

b) the lifestyle of the leader is identical to the lifestyle of any member of the social group

c) the bearer of norms, morality, shares with the group its social values ​​and is ready to defend them

d) the behavior of the leader does not depend on the changing situation, the leader must always be true to his word, and not allow deviation from the course of behavior approved by the group

4. What are the three approaches to studying leadership? (remove one extra answer):

a) from the standpoint of personal qualities

b) behavioral approach

c) from the standpoint of leadership effectiveness

d) situational approach

41. Manager: the concept, its place in the organization, the role and essence of the activity. Requirements for the personal and business qualities of a manager

A manager is a person who holds a permanent managerial position and is empowered to make decisions on certain types of activities of an organization, a functioning organization. Managers occupy different positions in the organization (director, team leader, organizer of a certain type of work, boss, manager, etc.), perform different functions. Managers are traditionally divided into 3 levels: lower, middle and higher.

Recognition of the special role of managers raised the question of their professional isolation, special training. The professionalism of a manager consists in mastering special knowledge and skills in the field of organization of production (commerce) and management, the ability to work with people in various fields. According to research, a modern leader should be only 12-20% a specialist in his field, and, above all, an organizer, psychologist, and sociologist.

Manager roles:

1. Associated with decision making.

Determines the direction of growth of the organization, looking for opportunities for this both inside the organization and outside it;

· Develops and launches projects to improve production, bringing change;

· Supervises the development of certain projects;

· When faced with violations, the manager is responsible for corrective actions;

· Responsible for allocating various resources of the organization;

· Represents the organization in all significant and important negotiations.

2. Information roles.

Collects a variety of information about the external and internal environment, which is used in the interests of the case;

· Distributes the information received in the form of facts and normative attitudes among subordinates, explains the policy and basic goals of the organization;

· Communicates information to the organization's external contacts regarding plans, policies, activities, results of the organization's work.

3. Interpersonal roles.

· Performs legal and social character;

· Responsible for motivating and activating subordinates to achieve the goals of the organization, coordinating their efforts, responsible for recruiting and training employees;

The main requirements for the personal and business qualities of a manager:

1. Professional competence;

2. Organizational skills;

3. Moral and ethical maturity;

4. Personal qualities.

Also, any manager has the following requirements:

· Knowledge in the field of enterprise management;

· Competence in matters of industry technology;

· Possession of entrepreneurial skills, the ability to control the situation in the markets, actively redistribute the company's resources;

· The ability to make informed decisions with the participation of subordinate employees, to involve them in execution;

· Experience and knowledge in the field of the economic situation in the markets or their segments in which it operates;

· Ability to analyze the activities of competitors.

Managers must have organizational skills , which are understood individually - the psychological characteristics of the individual, allowing a person to master the methods of organizational activity and successfully implement them. TO organizational skills relate:

Adaptive mobility (a tendency to creative forms of activity, deepening knowledge, initiative, willingness to take risks, striving for innovation, entrepreneurship);

Contact (sociability, the ability to understand and convince people);

Stress resistance (intellectual and emotional security in problem situations, self-control);

Dominance (authority, ambition, desire for leadership, strong-willed character).

The most important requirement for a manager is the ability to manage people, namely:

Knowledge of their direct subordinates, their abilities and capabilities to perform the work assigned to them;

Knowledge of the conditions connecting the enterprise and employees;

Protection of the interests of both on a fair basis;

Psychological competence manager

The ability to eliminate the incapable for the effective functioning of the company.

The manager must have leadership qualities. The leader has a different nature of action than the usual administrator manager. He does not command, but leads the rest, and they act in relation to him not as subordinates, but as followers who share his views and are ready to follow him. The leader in this case turns out to be in the role of an inspirer, he does not control others, but builds relationships with them on trust.

Managers direct the work of subordinates in accordance with the plans, while taking a passive position, clearly regulating the rights and obligations. Leaders, on the other hand, determine what goals to strive for, formulating them on their own, without going into unnecessary details. The leader must have a vision of the future and ways of moving towards it.

Questions for consolidation:

1. Who is a manager?

2. What are the roles of a manager?

3. What are the requirements for the personal and business qualities of a manager?

4. Why along with highly qualified The manager must have special personality - business qualities?

Choose one correct answer:

1. How many levels are traditionally divided into managers:

2. Interpersonal roles are related to:

3. Informational roles are related to:

a) Fulfillment of obligations of a legal and social nature

b) Transfer of information for external contacts of the organization

c) Development of specific projects

d) Allocation of various resources of the organization

4. Adaptive mobility is:

a) power, ambition

b) Ability to understand and convince people

c) Initiative, willingness to take risks

d) Strong-willed character

5. Contact is:

a) power, ambition

b) Initiative, willingness to take risks

c) Strong-willed character

d) Ability to understand and convince people

Similar information.

Conflictologists have developed and continue to develop ways to prevent, prevent conflicts and methods for their "painless" resolution. Ideally, it is believed that the manager should not eliminate the conflict, but manage it and use it effectively. And the first step in conflict management is to understand its sources. The manager should find out if this is a simple dispute about resources, a misunderstanding about some issue, different approaches to the value system of people or is it a conflict that has arisen as a result of mutual intolerance (intolerance), psychological incompatibility. After determining the causes of the conflict, he must minimize the participants in the conflict. It has been established that the fewer people involved in the conflict, the less effort will be required to resolve it.

In the process of conflict analysis, if the manager himself is not able to understand the nature and source of the problem being solved, then he can involve competent persons (experts) for this. The opinion of experts is often more convincing than the opinion of the immediate supervisor. This is due to the fact that each of the conflicting parties may suspect that the referee manager, under certain conditions and for subjective reasons, may take the side of his opponent. In this case, the conflict does not fade, but intensifies, since the "offended" side must already fight against the manager.

Of particular difficulty for a manager is finding ways to resolve interpersonal conflicts. In this sense, there are several possible behavioral strategies and corresponding options for the manager's actions aimed at eliminating the conflict.

The combination of these parameters with varying degrees of their severity determines the five main ways to resolve interpersonal conflicts.

1. Avoidance , evasion (weak assertiveness is combined with low cooperativeness). When choosing this strategy, actions are aimed at getting out of the situation without giving in, but not insisting on one’s own, refraining from entering into disputes and discussions, from expressing one’s position, transferring the conversation in response to the demands or accusations made in another direction, on another topic. Such a strategy also implies a tendency not to take responsibility for solving problems, not to see contentious issues, not to attach importance to disagreements, to deny the existence of a conflict, to consider it useless. It is important not to get into situations that provoke conflict.

2. Compulsion (confrontation) - high assertiveness is combined with low cooperativeness. With this strategy, actions are aimed at insisting on one's own by openly fighting for one's interests, using power. Confrontation involves the perception of the situation as a victory or defeat, taking a tough position and the manifestation of irreconcilable antagonism in the event of a partner's resistance. Force them to accept their point of view at any cost.

3. Smoothing (compliance) - weak assertiveness is combined with high cooperativeness. The actions that are taken with such a strategy are aimed at maintaining or restoring favorable relations, at ensuring the satisfaction of the other by smoothing out differences, willingly giving in for this, neglecting one's own interests. This strategy involves the desire to support the other, not to hurt his feelings, to take into account his arguments. Motto: "There is no need to quarrel, as we are all one happy team, being in the same boat, which should not be rocked."

4. Compromise , cooperation (high assertiveness is combined with high cooperativeness). Here, actions are aimed at finding a solution that fully satisfies both one's interests and the wishes of another in the course of an open and frank exchange of views on the problem. Actions are aimed at resolving disagreements, yielding something in exchange for concessions from the other side, at searching for and developing during negotiations intermediate "middle" solutions that suit both parties, in which no one especially loses, but does not win either.

According to experts in the field of management, the choice of a compromise strategy is the best way to eliminate contradictions. Through cooperation, the most effective, sustainable and reliable results can be achieved.

5. Solution to the problem . It involves acknowledging differences of opinion and willingness to learn from other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style does not try to achieve his goal at the expense of others, but rather seeks the best option resolving a conflict situation.

Here are some suggestions for using this style when resolving conflicts:

· once the problem is identified, determine solutions that are 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 on the exchange of information;

· During communication, create a positive attitude towards each other, showing sympathy and listening to the views of the other party, as well as minimizing the manifestation of anger and threats.

In addition to the five main ones mentioned, there are other methods of resolving interpersonal conflicts within their framework.

1. Coordination- coordination of tactical subgoals, behavior in the interests of the main goal or the solution of a common task. Such reconciliation can be made between organizational units on different levels management pyramid (vertical coordination); at organizational levels of the same rank (horizontal coordination) and in the form of a mixed form of both options. If coordination succeeds, then conflicts are resolved with less cost and effort.

2. Integrative problem solving. This conflict resolution technique is based on the premise that there can be a solution to the problem that includes and eliminates the conflicting elements of both positions, which is acceptable to both parties. This is considered to be one of the most successful strategies for a manager's behavior in conflict, as they come closest to resolving the conditions that originally gave rise to the conflict. However, the problem-solving approach is often difficult to implement. This is due to the fact that it largely depends on the professionalism and skills in the managerial activities of the manager and, in addition, in this case, it takes a lot of time to resolve the conflict. Under these conditions, the manager must have a good technology - a model for solving problems.

3. Confrontation as a way to resolve the conflict. The purpose of the confrontation is to bring the problem into the public eye. This makes it possible to freely discuss it with the involvement of the maximum number of participants in the conflict (and in fact it is not a conflict, but a labor dispute), to encourage confrontation with the problem, and not with each other, in order to identify and eliminate obstacles.

Conflict Management are targeted actions.

To eliminate the causes that gave rise to the conflict;

To correct the behavior of the participants in the conflict;

To maintain the required level of conflict, not going beyond controllable limits.

Let us first of all consider the behavior of a person in a conflict situation from the point of view of its compliance with psychological standards. It is believed that constructive conflict resolution depends on the following factors:

The adequacy of the perception of the conflict, that is, a fairly accurate assessment of the actions, intentions, both of the enemy and one's own, not distorted by personal predilections;

Openness and effectiveness of communication, readiness for a comprehensive discussion of problems, when participants honestly express their understanding of what is happening and ways out of the conflict situation,

Creation of an atmosphere of mutual trust and cooperation.

It is also useful for a leader to know what character traits, features of human behavior are characteristic for conflict personality. Summarizing the studies of various scientists, we can say that the following can be attributed to such qualities:

inadequate self-assessment of one's capabilities and abilities, which can be either overestimated or underestimated. In both cases, it may contradict an adequate assessment of others - and the ground for a conflict is ready;

the desire to dominate at all costs where possible and impossible; conservatism of thinking, views, beliefs, unwillingness to overcome outdated traditions;

excessive adherence to principles and straightforwardness in statements and judgments, the desire to tell the truth at all costs;

a certain set of emotional personality traits: anxiety, aggressiveness, stubbornness, irritability.

Thus, in a conflict situation or in dealing with a difficult person, you should use an approach that is more appropriate for specific circumstances and in which you can feel most comfortable. The best advisers in choosing the optimal approach to conflict resolution are life experience and the desire not to complicate the situation and not bring the person to stress. You can, for example, reach a compromise by adapting to the needs of another person (especially a partner or loved one); persistently pursue their true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; use a collaborative style to serve the most important interests of both parties. That's why the best way conflict resolution is a conscious choice of the optimal strategy of behavior.

2. Methods of conflict management

Conflict Management Methods are divided into: intrapersonal; structural; interpersonal (behavior styles); personal; negotiation; methods of managing the behavior of the individual and harmonizing organizational roles and their functions, sometimes turning into manipulating employees; methods that include retaliatory aggressive actions.

2. CONFLICT MANAGEMENT METHODS.

Many professionals involved in conflict resolution professionally believe that the process of conflict management depends on many factors, many of which are difficult to control. For example, these include: the views of the individual, the motives and needs of individuals and groups. The prevailing stereotypes, ideas, prejudices, prejudices can sometimes nullify the efforts of those who work out solutions to a conflict situation. Depending on the type of conflict, different services may be engaged in the search for solutions: the management of the organization, the personnel management service, the department of the psychologist and sociologist, the trade union committee.

Conflict resolution is the elimination, in whole or in part, of the causes that gave rise to the conflict, or a change in the goals and behavior of the participants in the conflict.

Conflict management is purposeful influence:

to eliminate (minimize) the causes that gave rise to the conflict;

to correct the behavior of participants in the conflict;

· to maintain the required level of conflict, but not beyond the controlled limits.

There are many methods for managing and preventing conflicts:

intrapersonal methods - methods of influencing an individual;

Structural methods - methods for the prevention and elimination of organizational conflicts;

interpersonal methods or styles of behavior in conflict;

· personal methods;

· negotiation;

methods of managing the behavior of the individual and bringing the organizational roles of employees and their functions into line, sometimes turning into manipulating employees;

Methods that include retaliatory aggressive actions.

2.1. Intrapersonal Methods

Intrapersonal methods consist in the ability to properly organize one's own behavior, to express one's point of view without causing a psychological defensive reaction from the other person. Some authors suggest using "I am a statement", i.e. a way to convey to another person your attitude to a certain subject, without accusations and demands, but in such a way that the other person changes his attitude and does not provoke a conflict.

This is a way to help a person maintain his position without turning the other into his enemy. "I-statement" can be useful in any situation, but it is especially effective when a person is angry, annoyed, dissatisfied.

The layout of the statement from the "I" consists of: the event, the reactions of the individual, the preferred outcome for the individual.

2.2 Structural methods.

Clarifying job requirements is one of the effective methods management and conflict prevention. Each specialist must clearly understand what results are required from him, what are his duties, responsibilities, limits of authority, stages of work. The method is implemented in the form of compiling the corresponding job descriptions(position descriptions), distribution of rights and responsibilities by management levels; a clear definition of the evaluation system, its criteria, consequences (promotion, dismissal, encouragement).

Structural Methods, i.e. methods of preventing or preventing conflicts, as well as influencing mainly organizational conflicts arising from the incorrect distribution of powers, the existing labor organization, the adopted incentive system, etc. These methods include: clarification of job requirements, formation of coordination and integration mechanisms, corporate goals, use of remuneration systems.

Coordination mechanisms can be implemented using structural divisions organizations that, if necessary, can intervene and resolve disputes.

The method of setting corporate goals involves the development or refinement of corporate goals so that the efforts of all employees are united and directed towards their achievement.

Reward system. Stimulation can be used as a method of managing a conflict situation; with proper influence on people's behavior, conflicts can be avoided. It is important that the reward system does not encourage non-constructive behavior of individuals or groups. For example, if you reward sales executives only for increasing sales volume, then this can lead to a conflict with the target level of profit.

Elimination of the real subject (object) of the conflict - i.e. bringing one of the parties under the renunciation of the object of the conflict in favor of the other party.

2.3. Interpersonal methods (behavior styles) in conflict

When a conflict situation arises or at the beginning of the development of the conflict itself, its participants must choose the form, style of their further behavior so that this will least affect their interests. We are talking about intergroup and interpersonal conflicts, in which at least two parties participate and in which each of the parties chooses the form of its behavior in order to preserve its interests, taking into account further possible interaction with the opponent. In the event of a conflict situation, a person (group) can choose one and several possible behaviors:

• active struggle for their interests, elimination or suppression of any resistance;

withdrawal from conflict interaction;

development of a mutually acceptable agreement, compromise;

Using the results of the conflict in their own interests.

The following five main styles of behavior in conflict were identified: evasion, confrontation; compliance; cooperation; compromise.

Evasion (avoidance, withdrawal). This form of behavior is characterized by individual actions and is chosen when an individual does not want to defend his rights, cooperate to develop a solution, refrains from expressing his position, avoids a dispute. This style suggests a tendency to avoid responsibility for decisions. This behavior is possible if:

the outcome of the conflict for the individual is not particularly important;

· the situation is too complicated and the resolution of the conflict will require a lot of effort from its participants;

the individual does not have enough power to resolve the conflict in his favor;

· the outcome of the conflict for the individual is not particularly important.

Confrontation (competition) is characterized by the active struggle of the individual for their interests, lack of cooperation in finding a solution, focusing only on their own interests at the expense of the interests of the other side. The individual uses all means available to him to achieve his goals: power, coercion, various means of pressure on opponents, the use of the dependence of other participants on him. The situation is perceived by the individual as extremely significant for him, as a matter of victory or defeat, which implies a tough stance towards opponents and irreconcilable antagonism towards other participants in the conflict in case of their resistance.

Conditions for applying this style:

perception of the situation as extremely significant for the individual;

the presence of a large amount of power or other opportunities to insist on one's own;

limited time for solving the situation and the impossibility of a long search for a mutually acceptable solution;

Compliance (adaptation). The actions of the individual are aimed at maintaining and restoring favorable relations with the opponent by smoothing out disagreements at the expense of their own interests.

This approach is possible if:

the contribution of the individual is not too great: and the possibility of losing is too obvious;

the subject of disagreement is more significant for the opponent than for the individual;

maintaining good relations with the opponent is more important than resolving the conflict in one's favor;

The individual has little chance of winning, little power.

Cooperation means that the individual is actively involved in finding a solution that satisfies all participants in the interaction, but not forgetting their own interests. An open exchange of views is expected, the interest of all participants in the conflict in developing a common solution. This form requires continuous work and the participation of all parties. If the opponents have time, and the solution of the problem is essential for everyone, then with this approach, it is possible to discuss the issue in a comprehensive manner, the disagreements that have arisen and develop a common solution while respecting the interests of all participants.

In a compromise, the actions of the participants are aimed at finding a solution through mutual concessions, at developing an intermediate solution that suits both parties, in which no one really wins, but no one loses either. This style of behavior is applicable provided that the opponents have the same power, have mutually exclusive interests, they do not have a large reserve of time to search for a better solution, they are satisfied with an intermediate solution for a certain period of time.

2.4. Personal methods.

This group of methods was singled out by V.P. Pugachev, focusing on the leader’s ability to actively resist conflicts, meaning the following:

· the use of power, positive and negative sanctions, encouragement and punishment directly in relation to the participants in the conflict;

Changing the conflict motivation of employees by influencing their needs and interests by administrative methods;

· persuading the participants in the conflict, holding an explanatory conversation about the importance of calm work for the entire team;

Changing the composition of the participants in the conflict and the system of their interaction by moving people within the organization, dismissal or inducement to voluntary leave;

· Entry of the leader into the conflict as an expert or arbitrator and seeking agreement through joint negotiations.

3. NEGOTIATION IS A UNIVERSAL SOLUTION METHOD

Negotiations represent a broad aspect of communication, covering many areas of an individual's activity. As a method of conflict resolution, negotiations are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

In order for negotiations to become possible, certain conditions must be met:

the existence of interconnectedness of the parties involved in the conflict;

the absence of a significant difference in strength among the subjects of the conflict;

Conformity of the stage of development of the conflict to the possibilities of negotiations;

Participation in the negotiations of the parties that can actually make decisions in the current situation.

Each conflict in its development goes through several stages (see Table 1), at some of them negotiations may not be accepted, as it is still too early or too late, and only aggressive response actions are possible.

It is believed that it is expedient to conduct negotiations only with those forces that have power in the current situation and can influence the outcome of the event. There are several groups whose interests are affected in the conflict:

primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiations does not always depend on these groups;

secondary groups - their interests are affected, but these forces do not seek to openly show their interest, their actions are hidden until a certain time. There may also be third forces that are also interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages in sequence:

Preparation for the start of negotiations (before the opening of negotiations);

Preliminary choice of position (initial statements of the participants about their position in these negotiations);

search for a mutually acceptable solution (psychological struggle, establishing the real position of opponents);

Completion (exit from the emerging crisis or negotiation impasse).

Table 1

Possibility of negotiations depending on the stage of the conflict

Preparing to start negotiations. Before starting any negotiations, it is extremely important to prepare well for them: to diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the balance of power, find out who will conduct negotiations and the interests of which group they represent.

In addition to collecting information, at this stage it is necessary to clearly formulate your goal and the possible results of participation in the negotiations:

What is the main purpose of the negotiations?

What options are available. In reality, negotiations are carried out to achieve results for the participants between the most desirable and acceptable;

If an agreement is not reached, how will this affect the interests of both parties;

· what is the interconnectedness of opponents and how it is expressed externally.

Procedural issues are also being worked out: where is it better to conduct negotiations; what kind of atmosphere is expected; whether a good relationship with an opponent is important in the future.

Experienced negotiators believe that the success of all activities depends on 50% of this stage being properly organized.

table 2

Possible goals and outcomes of participation in negotiations

The second studio of negotiations is the initial choice of position (official statements of the participants in the negotiations). This stage allows you to realize two goals of the participants in the negotiation process: to show your opponents that you know their interests and you take them into account, to determine the room for maneuver and try to leave as much space as possible for yourself in it.

Negotiations usually begin with a statement from both sides about their desires and interests. With the help of facts and principled arguments (for example, “objectives of the company”, “common interest”), the parties try to strengthen their positions.

If negotiations are held with the participation of a mediator, then he must give each party the opportunity to speak and do everything possible so that the opponents do not interrupt each other.

In addition, the facilitator determines and manages the deterrents: the allowable time for discussion issues, the consequences of the inability to reach a compromise. Suggests ways of making decisions: simple majority, consensus. Identifies procedural issues.

There are various tactics for starting negotiations:

display of aggressiveness to put pressure on the opponent in the form of an offensive position, an attempt to suppress the opponent;

· to achieve a mutually beneficial compromise, you can use: small concessions, setting deadlines;

• to achieve a small dominance, it is possible to provide new facts; use of manipulation

Establishing positive personal relationships: creating a relaxed, friendly atmosphere; facilitating informal discussions; showing interest in the successful completion of negotiations; demonstration of interdependence; the desire not to lose "one's face";

To achieve procedural ease: search for new information; joint search for alternative solutions.

The third stage of the negotiations is to find a mutually acceptable solution, a psychological struggle.

At this stage, the parties check each other's capabilities, how realistic the requirements of each of the parties are and how their implementation will affect the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all sorts of options. Here, various manipulations and psychological pressure on the opposite side are possible, an attempt to put pressure on the mediator, seizing the initiative in all possible ways. The goal of each of the participants is to maintain balance or a little dominance.

The task of the mediator at this stage is to see and put into action possible combinations of the interests of the participants, to contribute to the introduction of a large number of solutions, to direct the negotiations towards the search for specific proposals. In the event that the negotiations begin to take on a harsh character that offends one of the parties, the mediator must find a way out of the situation.

The fourth stage is the completion of negotiations or the exit from the impasse.

By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, some kind of decision is required. A few final concessions made by both sides could save the whole thing. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify the entire previous work.

CONCLUSION

Each solution to the conflict involves making a forecast of the consequences of this decision and determining necessary costs on its implementation (material, emotional, temporary). It should be noted that when a decision is made to resolve a conflict situation, the consequences of this decision for each of the parties will be different, sometimes opposite. In this regard, the consequences and costs need to be calculated separately for each of the parties involved.

There are several effective conflict management technologies, each of which involves a number of tactical methods. Researchers identify three main conflict management technologies: normative, or moral and legal, realistic, idealistic (integrative). The most common in terms of using conflict resolution methods are structural ...

In "Soyuz" MGSU, 2003, 2 19. Shipilov A.I. Conflictology. Textbook for high schools. M.UNITI, 2005. 20. Shilo I.N. Conflict as a Subject of the Sociology of Organizations. Sotsiologicheskie issledovanija. 2003. No. 10. S. 27-30. 21. Shulgin D.B., Kortov V.S. Management of conflicts of interest in the commercialization of university technologies // University management. 2004. No. 4(32). pp. 38-43. ...

Conflict management methods are divided into: intrapersonal; structural; interpersonal (behavior styles); personal; negotiation; methods of managing the behavior of the individual and harmonizing organizational roles and their functions, sometimes turning into manipulating employees; methods that include retaliatory aggressive actions.

Intrapersonal Methods

Intrapersonal methods of conflict management consist in the ability to properly organize one's own behavior, to express one's point of view so that it does not cause a negative reaction, a psychological need to protect others. For example, when you arrive at work in the morning, you discover that someone has moved everything on your desk. You want to prevent this from happening again, but it is also undesirable to spoil relations with employees. You state: “When papers are moved on my desk, it annoys me very much. I would like to find everything in the future, as I leave before leaving. Being clear about why these behaviors annoy others around you helps them understand you, and when you speak without attacking them, such a reaction can push others to change their behavior.

Structural Methods

Structural conflict management methods include: clarification of job requirements; formation of coordination and integration mechanisms, corporate goals; use of reward systems.

Interpersonal methods (management styles)

Interpersonal methods of conflict management are methods in which at least two parties take part, and each of the parties chooses a form of behavior to preserve their interests, taking into account further possible interaction with the opponent. K.U. Thomas and R.H. Kilmenn developed the main most acceptable strategies of behavior in a conflict situation. They point out that there are five basic styles of behavior in conflict: accommodation, compromise, cooperation, avoidance, rivalry or competition. The style of behavior in a particular conflict, they point out, is determined by the extent to which you want to satisfy your own interests, while acting passively or actively, and the interests of the other side, acting jointly or individually.

The style of competition, rivalry can be used by a person with a strong will, sufficient authority, power, not very interested in cooperation with the other side and striving first of all to satisfy his own interests. It can be used if:

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

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

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

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

compromise style. Its essence lies in the fact that the parties seek to resolve differences with mutual concessions. In this regard, it somewhat resembles the style of cooperation, however, it is carried out at a more superficial level, since the parties are somewhat inferior to each other. This style is the most effective, both parties want the same thing, but they know that it is impossible to do it at the same time. For example, the desire to occupy the same position or the same premises for work. When using this style, the emphasis is not on a solution that satisfies the interests of both parties, but on an option that can be expressed in the words: "We cannot fully fulfill our desires, therefore, it is necessary to come to a solution that each of us can agree on" .

This approach to conflict resolution can be used in the following situations:

• - both sides have equally convincing arguments and have the same power;
• - the satisfaction of your desire is not very important for you;
• - you may be satisfied with a temporary solution, since there is no time to develop another, or other approaches to solving the problem have been ineffective;
• - a compromise will allow you to gain at least something than to lose everything.

The avoidance style is usually implemented when the issue at hand is not so important to you, you do not stand up for your rights, do not cooperate with anyone to come up with a solution, and do not want to spend time and effort on solving it. This style is also recommended in cases where one of the parties has more power or feels that they are wrong, or believes that there is no good reason to continue contact.

• - the source of disagreement is trivial and insignificant for you compared to other more important tasks, and therefore you think that it is not worth wasting energy on it;
• - you know that you cannot or even do not want to resolve the issue in your favor;
• - you have little power to solve the problem in the way you want;
• - you want to buy time to study the situation and get Additional information before making any decision;
• - trying to solve the problem immediately is dangerous, since opening and openly discussing the conflict can only worsen the situation;
• - subordinates themselves can successfully resolve the conflict;
• - you had a hard day, and solving this problem can bring additional trouble.

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

Accommodative style means that you act in concert with the other party, but do not try to defend your own interests in order to smooth the atmosphere and restore a normal working atmosphere. Thomas and Kilmenn believe that this style is most effective when the outcome of the case is extremely important to the other side and not very important to you, or when you are sacrificing your own interests in favor of the other side.

The fixture style can be applied in the following most typical situations:

• - the most important task is to restore calm and stability, and not to resolve the conflict;
• - the subject of the disagreement is not important to you or you are not particularly worried about what happened;
• - you think that it is better to maintain good relations with other people than to defend your own point of view;
• - realize that the truth is not on your side;
• - you feel that you do not have enough power or chances to win.

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

Personal Methods

This group focuses on the leader's ability to actively resist conflicts, meaning the following:

• - the use of power, encouragement and punishment directly in relation to the participants in the conflict;
• - changing the conflict motivation of employees by influencing their needs and interests by administrative methods;
• - persuasion of the parties to the conflict;
• - changing the composition of the participants in the conflict and the system of their interaction by moving people within the organization, dismissal or inducement to voluntary leave;
• - entry of the leader into the conflict as an expert or arbitrator and seeking agreement through joint negotiations;

Negotiation

Of all the ways to overcome the confrontation of the parties, negotiations between them are the most effective. They are characterized by the fact that the parties are trying to achieve at least part of what they want, to make certain compromises. In order for negotiations to become possible, certain conditions must be met:

• - the existence of interdependence of the parties involved in the conflict;
• - the absence of a significant difference in strength among the subjects of the conflict;
• - compliance of the stage of development of the conflict with the possibilities of negotiations;
• - participation in the negotiations of the parties that can actually make decisions in the current situation.

Properly organized negotiations go through several stages:

• 1) Preparation for the start of negotiations. Before starting negotiations, it is necessary to diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the alignment of forces, clearly formulate your goal and possible results of participating in negotiations, work out procedural issues: where is it better to conduct negotiations, what kind of atmosphere is expected, whether good relationship with an opponent. According to many researchers, the success of all activities depends on a properly organized stage by 50%, and a lack of information leads to suspicion and distrust of the participants, that is, to a deepening of the conflict;
• 2) The initial choice of position (official statements of the negotiators). This stage allows you to show your opponents that you know their interests and you take them into account, determine the room for maneuver and try to leave as much room as possible for yourself in it. There are various tactics for starting negotiations:
  • - you can be aggressive in order to put pressure on your opponent, to suppress him;
  • - the successful course of negotiations is facilitated by the establishment of relaxed personal relationships, the creation of a friendly atmosphere, the indication of interdependence;
  • - small concessions can be used to achieve a mutually beneficial compromise;
  • - obtaining a small advantage is facilitated by the provision of new facts, the use of manipulations;
  • - procedural ease is achieved with a joint search for information;
• 3) Search for a mutually acceptable solution, psychological struggle. At this stage, the parties test each other's capabilities, try to seize the initiative in every possible way. Opponents present facts that are beneficial only to them, declare that they have all sorts of options. The goal of each of the participants is to maintain balance or a slight advantage. The task of the mediator at this stage is to direct the negotiations towards the search for specific proposals. In the event that the negotiations begin to sharply offend one of the parties, the mediator of the new one must find a way out of the situation;
• 4) Completion of negotiations or a way out of the impasse. By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, tension increases, some kind of decision is required. A few final concessions made by both sides could save the whole thing. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work. The mediator, using the power given to him, will settle the last differences and bring the parties to a compromise.

Mankind has accumulated vast experience in negotiating. In recent decades, several rules and procedures for their conduct have been defined. The parties to the negotiations, direct participants, subject, channels of mutual communication, information are determined. It has been noted that there are difficulties in developing criteria for evaluating both the course and the results of negotiations. In general, the behavior of participants largely depends on the current situation, as well as their educational and cultural level, volitional and other personal characteristics.

Personal behavior management methods

Behavior management is a system of measures for the formation of principles, norms of behavior of people in an organization, which allows you to achieve your goals in a given time frame at a reasonable cost. Organization in accordance with its goals, strategy, organizational structure, the specifics of the activity, selects specialists for certain roles, to perform specific functions and obtain the required results, for which a certain remuneration is due. A person, having an idea of ​​himself and his capabilities, taking into account his goals, enters into a relationship with the organization, seeking to occupy a certain place in it, perform certain work and receive remuneration. The person expects from the organization: a place in the social structure, a specific interesting job, the desired reward. The organization expects from the individual: qualification and personal characteristics for the performance of work, the required results of work, recognition of accepted norms of behavior. With proper management, the expectations of the individual and the organization approach each other. The task of behavior management is to achieve compliance with the mutual expectations of the individual and the organization.

Methods that include retaliatory aggressive actions

This group of methods is used in extreme cases, when the possibilities of all previous methods have been exhausted.