In any organization the social conflicts are perceived as the difficult situations able to lead both functioning of the organization, and results of joint activity to change. Consequences of the conflicts in the organization can even sometimes lead the last to disintegration.
The conflicts require, at least, attention and a certain permission. On the other hand, the fact of the conflict in any organization demonstrates its normal development as the conflict – not only a problem, but also the instruction on ways of resolution of conflicts.
Causes of the conflicts
The causes of the conflicts in the organization can be the most various. Let's try to typify the main.
- Because of fight for distribution of resources. Each of representatives of any organization has personal opinions on the most effective distribution of resources. The management disposes of the main streams of resources. But everyone wants to receive more (not necessarily and not only money). Need to distribute resources, as a rule, leads to the conflicts.
- Because of structurally functional changes. In the organization (and it are the system consisting of the interdepending elements) there is always a distribution and interdependence of duties. Violation or change of functioning of one of elements of a system causes the conflict.
- Because of contradictions of group interests. Each of divisions of the organization forms factional idea of the activity purposes. At the same time groups are often inclined to pay bigger attention to achievement of the factional purposes to the detriment of achievement of the main common goals of the organization in general.
- Because of natural differences in value orientations. Value orientations of people are various, various also ethical approaches to achievement of the goals. Usually people choose only the most favorable to themselves or narrow group aspects of a situation.
- Because of lack of sufficient mutual understanding. Different people have an age, experience, vital education and manners of behavior are not identical, all this reduces extent of mutual understanding.
- At the inefficient organization of communication. In such conditions the exchange of necessary working information is complicated.
That the organization functioned successfully (or it is at least normal) it is not necessary to seek to exclude the conflicts from her life at all. It is necessary to hold preventive events and in due time to diagnose, analyze and resolve them structurally.
Usually more than 80% of the intra organizational conflicts are resolved not legally.
Simply methods of resolution of conflict can be presented as follows:
- evasion from the conflict;
- suppression of the conflict (it is characteristic of the organizations with rigid vertical structure);
- management of the conflict and its permission.
It is possible to divide methods of resolution of conflicts into strategic and tactical.
Strategic methods (the administration applies to normal development of the organization and to prevention of emergence of the structurally functional conflicts in general):
- planning of development of social structure of the organization and its interaction with other organizations or individuals;
- regular informing employees on the purposes and efficiency of activity of the organization in general;
- use of clear instructions with specifically registered requirements to actions of each employee;
- the organization of material and moral encouragement of employees for the best results of work (besides the guaranteed payment and other benefits stated in the employment contract);
- application of a cogitable system of employees of charge of the salary;
- adequate estimation by the management of constructibility not constructibility in behavior of both certain employees, and narrow groups.
Tactical methods assume use of such main tactics as adaptation and rivalry and also derivatives: evasion, compromise and cooperation.