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1. In the process of communication, professionalism should be used ...
as broad as possible, since technical terms more accurately reflect the subtleties of the phenomenon
selectively, among the dedicated
do not use in oral speech, but actively used in special documents
only in a narrowly professional environment, where everyone understands the terms unambiguously
2. The Nobel Prize for his contribution to the development of decision theory was awarded to ...
W. Vroom
G. Mintzberg
G. Simon
N. Wiener
3. Factors causing interference in the communication process due to phenomena occurring during external environment, are referred to as...
adapters
diphthongs
facets
noises
4. The indicative function of organizational conflict is manifested in the fact that it helps ...
highlight those places in the organization where the old has come into conflict with the new
determine the direction of future changes
5. The decision cannot be made with the help of ...
knowledge
intuition
experience
emotions
6. Ability to listen for the leader ...
important for organizing cooperation
essential for broadening one's horizons
important because he is also a performer
not so important, since he gives orders
7. The main concepts that reveal the essence of the delegation process are a task, ...
time, learning
responsibilities, information
powers, duties
authority, responsibility
8. The recipient of information in the communication process acts as ...
reputation
referent
reviewer
recipient
9. Evaluation of the organizational conflict from the standpoint of economic performance ...
impossible
unwanted
needed
needed but not done
10. Modern leader should see the conflict as...
an undesirable phenomenon that must be dealt with
organizational tool to help bring about change
reality associated with the behavior of people in the organization, and does not affect the interests of the head
phenomenon to be welcomed
11. Conflict is different from conflict situation presence…
incident
object
Problems
recipient
12. Modern theory believes that creating an organization with perfectly streamlined communication processes ...
possible and necessary with the help of managers
possible, but requires a lot of organizational effort
impossible
theoretically possible, but very rare in practice
13. Authority is...
list of tasks to be performed by this official
list of duties of this person
the right to order others
the right to manage the organization's resources
14. The result of the process of interpersonal interaction on an informal basis is ...
communication
semantics
hearing
empathy
15. Authority is always a limited right...
make final decisions
manage other people
manage the resources of the organization to solve its problems
decide for other people
16. For the purposes of conflict management, methods are used ...
educational and organizational
interpersonal and organizational
structural and educational
structural and interpersonal
17. Programmable are decisions that ...
have an acceptance algorithm
are creative
accepted by intuition
form the basis of the leader's work
18. Management decisions cannot be classified according to...
time
rationality
degree of formalization
number of decision makers
19. The prospective function of organizational conflict is manifested in the fact that it helps ...
highlight the issues that need to be discussed in the team
highlight those places in the organization where the old has come into conflict with the new
determine the direction of future changes
understand what organizational components should be abandoned
20. The conflict can unfold at the level of ...
individual
individual and group
individual, group and organization
individual, group, committee, organization
21. An important advantage of a group decision is ...
a responsibility
speed
scale effect
synergy effect
22. Words with emotional coloring leader ...
uses everywhere
used only in business communication
used only when communicating with a wide audience
does not use
23. In the process of interpersonal communication, the manager uses the language ...
verbal and non-verbal
business and general
gestures and facial expressions
official and colloquial
24. Non-programmed (weakly structured) decisions are made ...
exceptionally rare, so no matter who takes them
subordinates and managers depending on the situation
only subordinates
only leaders
25. The essence of the problem of communication is the need to consciously ...
activate communication processes in the organization
make all communication processes efficient
reduce the incidence of ineffective communication
streamline communication processes
26. In the process of communication, the theory identifies the following number of basic elements:
2
3
4
5
27. You can delegate the task that ...
repeatedly carried out by the head
is urgent
is creative
is confidential
28. Modern theory sees conflict as...
evil that should not be allowed in the organization
tool for organizational change
a consequence of the bad character of employees
fact to be reckoned with
29. In the process of delegation psychological problems occur in...
individual performers
subordinate
subordinate and leader
leader
30. The advantage of a group decision is ...
information security
a responsibility
manifestation of the effect of empathy
speed
31. Delegating to a superior…
only possible in exceptional situations
possible, but always occasional
possible and actively used by subordinates
impossible
All-Russian State Tax Academy
Faculty of Law
Department of Criminal Disciplines
on the course "Conflictology"
Topic. Conflict management methods.
student of the Faculty of Law of the correspondence department
Magomadova M. G.
Moscow-2001
1. Conflict management
2. Methods of conflict management
2.1. Intrapersonal Methods
2.2. Structural Methods
2.4. Personal Methods
2.5. Negotiation
2.6. Personal behavior management methods
2.7. Methods that include retaliatory aggressive actions
LITERATURE
1. Conflict management
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 necessary level of conflict, not going beyond the controlled 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's 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-esteem of one's capabilities and abilities, which can be both overestimated and 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.
How to behave as a leader with a "conflict personality"? There is only one way - "pick up the key". To do this, try to see in him a friend and the best features (qualities) of his personality, since you can no longer change either the system of his views and values, or his psychological characteristics and characteristics. nervous system. If they could not "pick up the key to him," then there is only one means left - to transfer such a person to the category of spontaneous action.
Thus, in a conflict situation or in communication with difficult person you should use the approach that is more appropriate for your particular circumstances and that you feel most comfortable with. 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.
Before proceeding to resolve the conflict, you should try to answer the following questions:
Do you want a favorable outcome;
What do you need to do to better control your emotions?
How would you feel in the place of the conflicting parties;
Is a mediator needed to resolve the conflict;
In what atmosphere (situation) could people better open up, find mutual language and develop your own solutions.
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.
2.1. Intrapersonal Methods
Intrapersonal Methods conflict management lies 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 defend oneself, 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.
2.2. Structural Methods
To structural methods conflict management include: clarification of job requirements; formation of coordination and integration mechanisms, corporate goals; use of reward systems.
2.3. Interpersonal methods (management styles)
Interpersonal Methods 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.
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 feel like you have no other choice and nothing to lose;
You must make an unpopular decision and you have sufficient authority to choose this move;
You interact with subordinates who prefer 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.
Collaboration style can be used if, in defending your own interests, you are forced to take into account the needs and desires of the other side. 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:
Need to find common decision if each of the approaches to the problem is important and does not allow compromise solutions;
You have a long, 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" .
Intrapersonal Methods conflict management lies 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 defend oneself, 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.
2.2. Structural Methods
To structural methods conflict management include: clarification of job requirements; formation of coordination and integration mechanisms, corporate goals; use of reward systems.
2.3. Interpersonal methods (management styles)
Interpersonal Methods 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.
2.4. 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;
The entry of the leader into the conflict as an expert or arbiter and the search for agreement through joint negotiations;
2.5. 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;
Lack of significant differences in strength among the subjects of the conflict;
Correspondence 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) Preparing to start negotiations . Before starting negotiations, it is necessary to diagnose the state of affairs, identify strengths and weak sides participants in the conflict, predict the alignment of forces, clearly articulate their goal and possible results of participation in negotiations, work out procedural issues: where it is better to negotiate, what kind of atmosphere is expected, whether good relations with the opponent are important in the future. 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) Initial position selection (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 space 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 relations, the creation of a friendly atmosphere, the indication of interdependence;
Minor concessions can be used to reach a mutually beneficial compromise;
Obtaining a small advantage is facilitated by the provision of new facts, the use of manipulations;
Procedural ease is achieved through collaborative information retrieval;
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 a 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 exit from an 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.
Literature:
Dmitriev A.V. Conflictology. Tutorial. - M.: Gardariki, 2000
Gromova O. N. Conflictology. Lecture course. M.: Ekmos, 2000
Structural Methods they mainly affect the participants in organizational conflicts arising from the incorrect distribution of functions, rights and responsibilities, poor organization of work, an unfair system of motivation and incentives for employees, etc. Such methods include: clarification of job requirements, use of coordination mechanisms, development or refinement of corporate goals, creation of reasonable reward systems.
Clarification of requirements to work is one of the effective methods of conflict prevention and resolution. Each employee must clearly understand what his duties, responsibilities, rights are. The method is implemented through the development of appropriate job descriptions, regulations, documents regulating the distribution of functions, rights and responsibilities.
Use of coordination mechanisms is to engage structural divisions organizations or officials who, if necessary, can intervene in the conflict and help eliminate the causes of the dispute between the conflicting parties. One of the most common mechanisms is the hierarchy of authority, which streamlines the interaction of people, decision-making and information flows within the organization. If employees have disagreements on some issue, the conflict can be avoided by contacting the general manager with a proposal to make the necessary decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since subordinates are obliged to comply with the decisions of their leader.
Development or refinement of corporate goals allows you to unite the efforts of all employees of the organization, direct them to achieve the set goals.
Creating sound reward systems can also be used to manage a conflict situation, since fair remuneration positively affects people's behavior and avoids destructive conflicts.
Interpersonal methods of conflict management
Conflict is a normal manifestation of social ties and relations between people, a way of interaction in the event of a clash of incompatible views, positions and interests, a confrontation between two or more parties that are interconnected but pursue their own goals.
Conflict management is a process of purposeful influence on the organization's personnel in order to eliminate the causes that gave rise to the conflict and bring the behavior of the conflict participants in line with the established norms of relationships.
Interpersonal Methods involve the choice of the style of behavior of the participants in the conflict in order to minimize the damage to their interests. Along with well-known styles of conflict behavior, which include accommodation (compliance), evasion, confrontation, cooperation and compromise, one should pay attention to coercion and problem solving.
Compulsion means trying to force one's point of view at any cost. The one who tries to do this is not interested in the opinions of others. The person using this approach usually behaves aggressively and uses power through coercion to influence others. The coercive style can be effective in situations where the leader has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creates a greater likelihood that some important factors will not be taken into account, since only one point of view is presented. This style can cause resentment, especially among the younger and more educated part of the staff.
Solution means acknowledging differences of opinion and willingness to get acquainted with 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 seek to achieve his goal at the expense of others, but rather is looking for the best way to overcome the conflict situation. In complex situations, where a variety of approaches and accurate information are essential for sound decision making, the emergence of conflicting opinions should be encouraged and managed using a problem-solving style.
Conflict management through problem solving is carried out in the following order.
2. Once the problem is identified, identify solutions that are acceptable to both conflicting parties.
3. Focus on the problem, not on the personal qualities of the other conflicting party.
4. Create an atmosphere of trust by increasing mutual influence and information sharing.
5. During communication, create a positive attitude towards each other, showing sympathy and listening to the opinion of the other party, as well as minimizing the manifestation of anger and threats.
Before taking on such a side of working with personnel as conflict management, you should determine exactly what exactly needs to be managed.
The phenomenon of conflict
The very word "conflict" comes from the Latin "collision". At its core, there is a process of confrontation of interests in the presence of one indivisible goal. Most often, a conflict situation is accompanied by the emergence of a negative attitude towards the opponent, disputes and other manifestations of personal hostility.
However, the conflict has not only a negative manifestation - such an aggravation of relationships in the team is at the same time a mechanism for moving forward. To do this, of course, the conflict itself must be controlled from the moment of formation and directed by specialists in work with personnel. Properly managed conflict can reveal a non-trivial point of view and give the organization a completely new, more promising direction.
Of course, it is far from always possible to get a launching pad for new ideas and solutions from a conflict situation, but an uncontrollable conflict always hinders progress. Since in the end, no matter how ideological the initial goals may be, in the process of its growth everything will rest against personal interests. At this stage, the conflict is not only useless, it is simply harmful.
Thus, conflicts can be conditionally divided into functional and destructive. And what the conflict will become depends largely on the skillful management of the current situation.
The conflict, being a form of communication, like any other process, can be decomposed into components:
- underlying reason)
- belonging to a certain type)
- predictable direction of development.
To successfully manage the situation, all these factors must be taken into account.
Causes of conflicts
No matter how diverse the reasons for the start of a controversial situation, in essence they boil down to a few of the most typical questions:
- disagreement with the allocation of resources)
- goal mismatch)
- differences in upbringing, education, etc.
Resources and their distribution is a very characteristic cause of conflict. After all, the division of any limited resources will always leave dissatisfied.
Ambiguity of goals is a cause of conflict, often taking place on large enterprises when the heads of various departments, in the process of achieving the goals of the effectiveness of their unit, cease to present their goals as part of the solution to the overall goals of the organization. As an example: the sales department strives to have the widest possible range of products - this allows you to increase sales volumes by expanding the market. The production of the same organization has the higher efficiency indicators, the more similar products it produces.
Varieties
Different criteria, values, behaviors, life experiences and even incorrect communications - anything can be the cause of the conflict. Whatever the impetus, they will all belong to one of four main types, or a mixture of them:
- Intrapersonal. A conflict situation arises as a result of a discrepancy between the requirements for an employee and his own skills and knowledge.
The personality in this case is characterized by dissatisfaction with work, lack of self-confidence and stability of their position in the organization.
- Interpersonal. The most common type. It can manifest itself as a confrontation between the heads of different departments in the distribution of any resources - a prerequisite for confrontation will be everyone's confidence in their greater right to the subject of division (this can be equipment, personnel, bonuses, etc.).
Or this type of conflict is realized in the event of a clash of personalities - any person is unique in himself, but others around him can not always endure this uniqueness. And such different people simply cannot have common goals, views or ethical principles. The management of interpersonal conflicts in the project environment is the subject of concern for professional conflict psychologists.
- Confrontation between the individual and the group. In the case when the position of the individual is opposed to the opinion of the group.
It is these individuals who perceive the interests of the organization as their own, bring companies unexpected solutions to problems, but are themselves a source of conflict.
- Conflict of interests between two or more groups. No organization is monolithic and consists of a large number of different groups. Often their interests intersect: an example of a classic intergroup conflict can be considered a clash of interests between trade unions and the administration of the organization.
For various reasons and types, effective management conflicts will lead the situation to a functional consequence, in which everyone receives a solution acceptable to them. Participation in solving a common problem creates a situation where the antagonistic parties become even more inclined to cooperate than before the conflict.
We decide and manage
In the event that the management of the conflicts that have arisen has not been carried out or has been conducted ineffectively, the consequences will be dysfunctional, interfering with the achievement of the organization's goals. These include an increase in staff turnover, a decrease in productivity, a shift in goals and emphasis - the main thing is victory in the confrontation, and not the solution of production issues.
All methods of managing conflicts that have arisen can be grouped into two blocks: these are structural methods and interpersonal methods of resolution.
Regardless of the method chosen, the conflict that has arisen must be analyzed to identify the real reasons, which may have nothing to do with what caused the dispute, and only then take adequate measures.
Conflict Management Methods
Structural methods of managing a conflict situation are diverse in terms of the point of application of the impact and are effective in terms of results.
The main methods include:
- Detailed explanation of the requirements and results of the work.
An effective method that is guaranteed to prevent even the possibility of a destructive conflict. The methodology boils down to a detailed explanation of what kind of results the management of the organization expects from each employee and unit as a whole. The more detailed and targeted the powers, duties and responsibilities, as well as the specific policies, rules and procedures, the more effective the management of such conflicts will be.
- Integration and coordination.
If there are disputes between employees, they can offer to make a decision to their general boss- in this case Hierarchy is successfully used to manage the conflict that has arisen, as subordinates follow the instructions of their leader.
Good results in conflict situations between different departments are provided by the introduction of an additional work area into the organization structure, designed to coordinate the joint actions of the disputants.
- A single super-goal of the organization.
An interesting method of conflict management is the creation of a single super-goal that requires the efforts of all members of the organization. Collaboration to achieve it unites and brings together the team.
- Use of reward.
The use of systematic rewards to reward employees who contribute to the achievement of the overall goals of the organization helps employees determine a positive direction in a conflict situation.
How to effectively resolve conflict?
A simple way is to completely ignore the situation and deal with the very issue that gave rise to the conflict. The decision is based on the following parameters:
- translate controversial issue into the target category)
- find a solution that satisfies all parties
- consider the problem narrowly, the personal qualities of the parties are not relevant to the case)
- ensure an intensive exchange of information and mutual influence of the conflicting parties)
- to create positive relationships and attention to any opinion.
Managing conflicts that have taken place is carried out through various methods developed by professionals in this matter. And even they highlight how many significant factors in the conflict that cannot be influenced. This may include the views, motives and needs of both the group and the individual. The aggravating effect is brought by superimposed stereotypes of behavior, prejudices or prejudices - all this can greatly slow down the work or completely nullify the results of the activities of experienced conflict management professionals.
Alternative ways to resolve disputes
The resolution of a conflict situation through litigation is far from ideal - the judicial system is heavy and cumbersome, expensive and time-consuming. The result does not bring mutual reconciliation and does not take into account the interests of both parties.
That is why the alternative solution is gaining more and more popularity. This is a technique for resolving the situation that has arisen through negotiations - it includes friendly, arbitration, arbitration and other courts, which are based on mediation (mediation).
Mediation as a way of resolving conflicts is the settlement of disagreements that have arisen with the help of a neutral mediator. This technique has proven itself very well, as an independent mediator works to find a solution acceptable to all parties to the conflict, and not to clarify the question of who is right and who is wrong.
Conflict management implies the application of knowledge, skills, methods and methods to keep the emerging confrontation of interests at a level that is safe for all types of relationships, as well as the subsequent resolution of the problem, taking into account the interests of all parties involved.
- Corporate culture
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