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Topic 4: Process management of activities in conflict situations. Psychology of industrial communication.
Often when communicating conflict situations or conflicts. In this case, in order to achieve maximum results from the meeting should be able to feel the situation and manage the process of communication. Most people see the conflict nasty thing, part of the curse of the human race. But it is possible to treat the conflicts in a different way - to see them as potentially conscious progress. " The best way to resolve conflicts is to avoid them." So said US Supreme Court Justice Felix Frankfurter on a process known lawyers titled " The thing WesternPacific». But, he knows each one of us, life is not always possible to follow this advice. It would be nice if we all take into account the advice of Justice Frankfurter and began to avoid conflicts. But you must admit, conflict is inevitable when two people are contending for the same. Brought together two people, and they will find because of what bet. Thus, the conflict is always with us, and they stay with us. Since we can not get away from them, we learn to live with them. Unfortunately, for a variety of reasons, most are little known ways to resolve conflicts, or do not apply. Determination of the conflict. The word conflict comes from the Latin verb, which in Russian means to resist, expostulate. Like many concepts in control theory, in the conflict has many definitions. In psychology, a conflict is defined as " a collision of oppositely directed goals, interests, attitudes, opinions or views of the opponents or the subjects of interaction." Conflict as a social action provides, without a doubt, the famous brightly colored negative effect. But it has an important positive function. The conflict is an expression of dissatisfaction or protest, awareness of the conflicting parties on their interests and needs. In certain situations where the negative relationship between humans controlled, and at least one of the parties defends not only personal, but also the interests of the organization as a whole, helping to rally around conflicts, mobilize the will and the mind to address critical issues, improve morale psychological climate in the team. Moreover, there are situations where a clash between members of the collective, open and principled dispute desirable: the best time to prevent, condemn and prevent misconduct colleagues than to tolerate it, not to react, fearing to spoil relationships. As Weber put it, " it clears the conflict." This conflict has a positive impact on the structure, dynamics, and impact of social and psychological processes and employees a source of self-improvement and self-development, called productive (constructive) conflict. Background of the conflict in the process of business communication. Despite its specificity and diversity, conflicts have common flow stage, more or less well-defined structure. The process of business communication presupposes the existence of three factors: perception, emotion and information exchange. In conflict situations, is easy to forget about it. Therefore, we can identify the following predictors of conflict in business communication: - Discrepancy between the arguments, ie differences due to the cycle of your arguments with the arguments the other side. - Peculiarities of perception, ie, people often speaking, do not understand each other. Therefore, the structural resolution of the conflict depends on the following factors: 1) the adequacy of the perception of conflict, ie, quite accurate, not distorted by personal biases assessment acts as the intentions of the enemy, as well as their own; 2) openness and effective communication, readiness for a full discussion of the problems that participants honestly express their understanding of what is happening and ways out of the conflict situation; 3) the creation of an atmosphere of mutual trust and cooperation. For the head is also useful to know what the individual characteristics of the person creates in man the tendency or predisposition to conflict relationships with other people. These qualities include: - Inadequate self-assessment of their capabilities and abilities; - The desire to dominate at all costs; - Conservative thinking, attitudes, beliefs, unwillingness to overcome obsolete traditions; - Excessive integrity and straightforwardness; - A critical attitude; - A certain set of emotional qualities of the person. Stages of development of the conflict. The situation connected with the competition or infringement of interests of the parties. 1. Awareness of the conflicting parties of their interests. 2. Awareness of the legitimacy of their claims. 3. Incident - an open entry into the conflict, the manifestation of hostility. Here is the first attempt to resolve the conflict. Suitable administrative influence. If the attempt fails: 4. The growth and deepening of the conflict. Identified groups emerge underlying causes that explains the support of those around, searching for supporters. The initial conflict acquires new claims, which reflect the interests of new members and the contradictions between them. All of this is growing like a snowball. Therefore, the manager must act, take action. The conflict must be put in a certain framework, adopt rules of procedure, which is recognized by both parties or ask for help from a third party, which is the authority for both sides. 5. Go to the conflict in antagonism. 6. Resolution of the conflict. 7. post-conflict. Possible, particularly in the case where the resolution of the conflict occurred by finding a compromise. The greatest damage causes unresolved conflicts organizations. According to some estimates, more than 65% of the problems in the workplace related to the violation of relationships between employees, not the lack of skills or motivation of the behavior of individual employees. Classification conflicts. According to the organization conflicts are divided into constructive and destructive. Constructive conflict arises when the opponents do not go beyond the ethical norms of business relations and reasonable arguments. The causes are usually deficiencies in the organization of management activities. Resolution of this conflict leads to the development of relations between the people and the development of the group. The consequences of this conflict are functional and lead to increased organizational effectiveness. Destructive conflict occurs in two cases: 1. When one of the parties to firmly insist on its position and does not wish to take into account the interests of the other party or the organization as a whole; 2. When one of the opponents resorting to morally deprecated methods of struggle, seeks to psychologically crush partner. The consequences of this conflict are dysfunctional and lead to a decrease in personal satisfaction, group cooperation and effectiveness of the organization. Thus, the occurrence of conflict promote destructive usually subjective reasons. Business dispute. In a situation of this kind between the parties to a disagreement on some particular issue, a particular, often associated with their joint activities. The area of contention and determined the interaction of participants based on mutual interest. Chances are that the option will be found the solution that satisfies both sides. The formalization of relations. For conflict situations, razviyuschihsya under this scheme, characterized by increased odds zone applicable to a wider range of issues. Opponents tend to doubt the possibility of an agreement, and sometimes simply do not wish to discuss controversial issues. The discussion moves to the style of work, recall past mistakes, allowed even personal attacks, which lead panelists to believe that they can not change each other's position. Their communication is purely formal, they do not tend to contacts from their relationship goes all private, why such development of the situation and called the formalization of relations. Psychological antagonism. When a conflict situation between people develop according to this scenario, it is obvious that the real area of coordination between them is not defined and is characterized by subjective tendency to increase. Participants situations often find it difficult to clearly define what exactly is their differences. Opponents do not try to come to an agreement. Psychologically participants frankly do not accept each other, trying to peer pressure if they have no place, it is more in the spirit of openly hostile acts. Thus, in the spirit of not more openly hostile action. Thus, not the object itself, not the fact of differences in conflict situations is decisive, but rather the development of this situation, the nature of communication and relationships of its members. Negotiations based on the authorization does not agree and conflict. In conditions of market relations negotiations between people are a particular area of their activities of daily living, which has its psychological characteristics and are the basis for authorization does not agree and conflict. The art of negotiation is specially trained in the world. Properly prepared to negotiate a person will be able to achieve its goal without offending this partner and leaving a favorable impression of himself. The goal of the talks to reach a reasonable agreement that meets the interests of the negotiating parties. Negotiations on the strategy are divided into three types: - Soft; - Hard; - Principle. Soft method. Soft by nature a person wants to avoid personal conflict and for the sake of reaching an agreement with the willingness to make concessions. He wants amicable outcome, but it often ends with the fact that he is mad and feels slighted. The hard method. The hard negotiator sees any situation as a contest of will, in which the party has taken an extreme position and stubbornly stood his ground, get more. He wants to win, but it often results in the fact that it is the same tough situation that exhausts him and his resources, and spoil his relationship with the other party. The method of principled negotiation - it is a third way of negotiation, providing the position, not based on any weakness or hardness, but rather combines both. The method of principled negotiation developed Tavardoskogo framework for negotiations of the project is to solve the problem on the basis of high-quality properties, that is, based on fact, not haggle over of what can go or not each of the parties. This method assumes that you seek to find mutual benefit, where possible, and where your interests do not coincide, it is necessary to insist on this result, which would be based on some fair standards independent of the will of each of the parties. The method of principled negotiation is hard-line approach to the consideration of the merits, but provides a soft approach. By the relation between the negotiators. The principal talks show how to achieve what you are entitled to stay on the right and at the same time the bounds of decency. This method makes it possible to be fair, at the same time protecting it from those who would take advantage of to the detriment of your honesty. The method of principled negotiation can be used to address a single issue or multiple, in the circumstances prescribed by ritual or in an unpredictable situation, as is the case in negotiations with the hijackers. This method according to the methods of the opposing side. The method of principled negotiation is a strategy designed to achieve all the goals. In addition to the fundamental method, there is a method position, the method of positional debates, in which the emphasis is not on the essence of the dispute, and the position of each of the parties. This method does not meet the basic criteria: it is not effective, do not reach the goal, it spoils the relationship between the parties. The principal method is an alternative to the positional approach and is designed for efficient and friendly negotiations and achieve a reasonable result. This method can be reduced to four main points: People - the distinction between the participants in the talks and negotiations of subjects; Options - before deciding what to do, select the range of possibilities. Interests - Focus on interests, not positions. Criteria - insist on the fact that the results are based on what - the objective norm. In order to solve various disputes is a very important finding ways of thinking, thinking opponents, which is very conducive to successful negotiating. An important point in the negotiations also have emotions that need to suppress the so-called method of " release steam" that allows free from feelings of anger, fear arising disputes. In addition, a hostile situation removed apology, an expression of regret, handshakes, inexpensive gifts, etc. Life can not be conflict-free. Universal harmony of interests of the inheritance of the utopian socialists. The very essence of market and democratic relations based on the free confrontation, competitiveness of individuals and social structures. However, this opposition must be in line with the civilized rules of social interaction. The essence of man is largely determined by how he behaves in a conflict situation. In my work I have tried to examine the principles, methods and techniques of optimal constructive conflict resolution can not be selected as the best. We must learn effectively in all the situations, and none of the principles of conflict resolution discussed above can not be isolated as the best. We must learn how to effectively use each of them and consciously do this or that choice, taking into account specific circumstances. Folk wisdom also requires a universal rule: a bad peace is better than a good quarrel.
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