Conflict situations at work. Conflicts with colleagues: how to get out of difficult situations

Sleep takes up a third of an adult's life. The rest of his conscious time (400 hours a month) is devoted to work and leisure. Moreover, 160 of them, 2/5 of the total time are given to labor for the benefit of society. If a person has conflicts at work, then he is under stress for almost half of the time.

There are situations when an increase in adrenaline in the blood contributes to the achievement of high results, records, the birth of masterpieces. In such an inner limiting state, athletes, painters, musicians and performers can successfully work.

However, the average member of society, an extraordinary situation that makes them experience strong negative emotions, can permanently disable them. What kind of efficiency can we talk about if tears of resentment are blurring your eyes, your hands are shaking, and you want to run ?!

A conflict situation negatively affects the results of common work also because it ceases to be collective. Sometimes the struggle of interests not only completely excludes mutual assistance, but even generates sabotage.

A conflict between engineering workers from different departments can only ruin their mood, but discord in the team will certainly affect the quality and efficiency of the work of the entire team.

Causes and types of conflicts at work

With colleagues

Disputes and quarrels

Conflict is disagreement between people. As in a dispute, and in a quarrel, there is no agreement. What is the difference then:

Disputing colleagues do not set a goal for themselves - to offend, humiliate the opponent. The task of the parties, on the contrary, is to make the enemy their ally by convincing him that he is wrong. It is in such disputes that truth is born. Such conflicts are called constructive.
Quarreling people also have a topic of disagreement. But they do not present evidence-based arguments, but by influencing the feelings of the enemy, they try to scare him, eliminate him, make him silent. Appealing not to the mind, but to the feelings, it is impossible to get to the bottom of the truth. These conflicts, in which victory at any cost is more important than finding a solution to the problem, are considered destructive.

Both those and other examples of behavior are possible between colleagues, but have different consequences.

If disputes lead to the achievement of positive results, provide experience in cooperation and improve relations in the team, then quarrels, on the contrary, create intolerant relationships, worsen mood, lead away from a common goal and reduce work efficiency.

Interpersonal conflict

Most often, in a team, it appears on the basis of dissatisfaction with the inequality of distribution of benefits, resources, burden or sanctions. This often happens where several people are doing the same job.

Dissatisfaction and calculations begin not only in places where there is a shortage of resources or goods, and not only where the burdens are very high and the sanctions are terrible. Distributional conflicts also occur in the wealthiest organizations.

Personality and group

If in a team there is a conflict with a colleague who violates the norms of behavior, communication, appearance adopted here, then this is natural and justified. But not only that.

Sometimes the reason for the "boycott" may be the existence of an informal leader, whose personal interests are pushing towards conflict. A support group is formed around him. It is difficult to get out of this situation. You will either have to recruit the same group of associates or overcome your pride and have a heart-to-heart talk with the leader.

With a leader

Internal conflict

There are often leaders who give themselves completely to their work. The need to be a husband, wife, father, mother, to live a full-fledged family life and the impossibility of doing this are torn apart by the human psyche. The director breaks down on his subordinates, sees them as guilty in the current situation.

Convince the boss ?!

Does it make sense to conflict with the leader? Yes, if there is real support from outside and from above, if a quarrel precedes dismissal.

And if the boss listens attentively to the complaints, he will be imbued and, despite the risk of losing respect from the rest of the team, will admit that he is wrong. This perspective of resolving the conflict is found only in the cinema. In reality, "the boss is always right, and if not, read the first point."

To prevent conflict situations, to remove the soil for their growth, the head needs to distribute material wealth fairly. Having accurate information, it is correct to distribute "gingerbread and slap in the face".
Gossip and denunciations should not be encouraged.
Don't be afraid to fire.
You cannot arrange public showdowns.
To settle the conflict, you should not take sides, even if only visibly.
A real leader should be happy when his subordinates not only go out to the clean-up day with songs, but also demand from him all together not to fire the veteran watchman grandfather.

If such a team manages to educate, the leader will have someone to rely on in difficult times.

When applying for a job, find out, as much as possible about their professional duties, salary, bonuses, rules of conduct in a team, work schedule, dress code, etc. This information will save you from disappointments, resentments, the first conflicts and will tell you what to do if they arise.
Remember, the team does not require walk in step with everyone, but will not allow to get out of the pack too much. You may not be allowed to smoke in a room where everyone else is non-smokers. Do not annoy the team with your extravagance. Believe me, everyone here is like that, but they know how to keep the measure.
Do not quarrel, but argue... It's great when a difference of opinion does not lead to a fight, but to a compromise. Never discuss the appearance and character of your opponent when it comes to the accounting report.

How to behave to avoid service disputes

Everything listed in the previous section should be repeated here. But you can add different situations.

Gossip

Very often, conflicts arise due to gossip and rumors. The more you are closed, the less information the team has about you, the more your colleagues will speculate, think about your personal life. This is how a person is arranged - everything unknown excites and intrigues him.

It's easy to deal with this. Tell us all about yourself. It is not interesting to write on the already printed text. You will cease to be a "blank sheet" that can be filled with any scribbles. Gossip will die on its own.

Envy

This feeling cannot be overcome by anything. There are people who can be jealous of anything. even your 6 fingers on your hand. Try to have a heart-to-heart talk and tell how uncomfortable it is when you have 6 fingers on your hand. Or just ignore the negative message, considering: if you are jealous, then there is something.

You must behave honestly, with dignity and never avoid official disputes. Avoid quarrels! Remember that anyone who offends you in a quarrel may be discouraged (even defeated) by your calm smile "And I love you."

Video: Conflict at work

Being a boss means having a special status in your team. Needless to say, the position is more responsible, requiring more dedication and moral strength. Not everyone is gifted with talent to manage even the smallest team. Gathering people with different interests, life problems and personal data into a single team is not an art ?! Undoubtedly, much in the hard work of a superior person can deserve approval and even admire, however, the privileges of such a person are not like others. There is no subordinate who has nothing to say about his boss.

It is good if a person found a common language with his leader and working in his team brings, if not pleasure, then at least not tension and fear. But what if from the very beginning your boss “has a grudge against you” or you are faced with an unusually unbalanced character? If in the next fit of rage you listen to yourself and the world around you so much that there is no strength left even for weak resistance. Definitely, it's time to say your sharp "stop"!

So, those lucky ones who have had a chance to create an excellent microclimate in their labor relations can only say in parting words, "Keep it up!" If you are under the yoke of your boss, it's time to act.

As a rule, a self-sufficient and self-confident person does not even have the thought of admitting an offensive attitude towards himself. No matter what social level you belong to, no matter what education you have and what position you occupy, you are, first of all, a person and have the right to respect. This should become everyone's credo! If by nature you are a soft and non-conflict person or simply not self-confident, it's time to learn how to be tough in critical situations for you. You can remain soft and vulnerable to those closest to you. In the business sphere, it is better to keep the "face".

No matter how much you get paid, its own dignity has no value. Today you have been insulted by your boss, and tomorrow there will be a more daring colleague who will also want to "chase" the weak. Therefore, rule number one: do not show your weakness! Showing how we are hurt, temperamental, hotter people leads to a rather mixed feeling: pity and ... to the understanding that the experience can be repeated. For any insults and screams, you should not respond with tears. It also makes no sense to answer with rudeness. Rather, you must find inner freedom and strength, which, no doubt, your opponent will feel.

For this, it would not be bad to be angry from the heart, but calmly out loud, but firmly say that you will not tolerate such a tone (words). It would be nice to sober up a person with rather harsh and cold phrases. Like: “… maybe you forgot that you are not at home, so let me remind you that the tone that you allow yourself to speak to me here, I do not accept. Sorry, I have to end this dialogue. I ask you to continue to express your claims in a different form, and now goodbye! " Any answer will do, but you must show with your phrase that you do not just forbid a person to speak in this way at a given second, but also at any other moment when he pleases.

If your boss's tirades are related to his temperament. You know that he quickly starts up and leaves just as quickly, then you can recommend, just build a wall between you and the leader at this moment. You can leave the office, not giving the opportunity to finish, hang up, if the Ohr comes from there, and all this without any comments. We assure you that by deed, such a person's psychotype can be influenced much more effectively. Later, when the boss comes to his senses, you can explain that you do not want to listen to someone's screams.

It often happens that a subordinate, feeling like a victim, almost "savor" every phrase that brings him pain and resentment. Then all this accumulates and forms a fierce hatred for the superior. We do not argue that no one should feel affection for a person from whom he feels negative. However, hatred eats up from the inside and you shouldn't cultivate it in yourself. If it didn't work out to fight back, then you should just be able to ignore. In moments of outbreaks, it is important to turn off your consciousness. Do not prove anything to an angry person if you are not ready to fight back, which is able to stop. Wait for the moment when you will be heard, and before that, say well to yourself what you would like to answer. Do not be afraid that it will be late, but it will be more effective.

It may seem like a repetition, but it is important to choose not the role of the victim, but the role of a more sane person. It is worth forcing yourself to release claws for insults. Not to be offended, not to suffer, but to be angry and bewildered. You are not a victim, but a person whom they are trying to belittle, hurt. This is unacceptable! Your inner content should not shout: “How painful for me, where do I hide?”, But then: “How dare he ?! This should not happen again! " Internally, you must readjust yourself precisely to discontent.

The person who holds the post is already higher in rank. Raising his voice to you, he cannot understand that no matter how strong a person you are, in this situation you are not on an equal footing. Therefore, as a rule, it would not occur to a smart boss to achieve something by shouting. After all, if you're wrong, made a fatal mistake at work, or really committed an unacceptable offense, thereby causing damage, your boss has enough tools to show how wrong you are.

There is a general procedure that applies to all employees. There can be nothing personal here. If there is a conflict, quitting, hiding behind a sick leave is not the best way out. It might be worth enduring the situation and winning your little victory. If you know that your fault in the current situation is not, then you need to calmly and concisely explain your innocence to the situation. It's good if you can convey this in the form of a logical chain so that at the end of the conversation the leader himself can summarize the desired result.

It should also be borne in mind that there is a special category of people who are eager to test a person for strength. As a rule, such people will harass the weak to the end, and will finally calm down when they understand that you are a "tough" nut to crack. You can cause respect in such people only by straightforwardness, instant rebuff and somewhere even insolence. Silence is unacceptable here.

In short, no matter what situation you find yourself in, you will have a difficult struggle, primarily with yourself and your emotions. Remember - a cold mind is better than a hot head! Evaluate the environment, study the personality that is suppressing you, and perhaps you yourself will find a way to escape. If you understand that the person who has become your boss is incorrigible, then think about whether it is worth spending your precious time fighting for healthy communication with someone who may feel bad even with himself!

Neutralize!

Conflict awareness:the first and most important stage of neutralization. Learn to assess the situation rationally. At the moment when you realize that it is precisely the conflict that is brewing, in no case connect emotions, leave the line of attack. If the situation permits, leave the room for a while, even if you are in the boss's office. If etiquette allows, you can calmly add: "Sorry, I don't speak in that tone" or "Let's talk, when you calm down, I'm sorry." Walk along the corridor, if possible, wash yourself with cold water - in order to neutralize the aggression within yourself, at least for a couple of minutes switch to a series of abstract physical actions.

Pattern break: eIf a colleague or boss is showing aggression towards you, use a simple manipulation of sensory switching. "Accidentally" drop your pen, cough, you can say something absolutely abstract, for example: "It's so stuffy in our room ..." So aggression does not reach its goal.
Agree and ... attack with questions! This is one of the ways to disrupt the conflict pattern, when accusations are poured into your address from the lips of the authorities, and, alas, it is not groundless. Agree on all counts (here it is important not to overplay and control your emotions). And then ... ask for help. Say: "It's hard for me, because ...", "I'm very worried, tell me what I need to fix", "give advice", etc. Ask clarifying open-ended questions that require a detailed answer - they save the situation.
Complementarity works wonders. Is the person opposed to you for one reason or another? Consult with him on work issues, calling on his competence, professionalism (look for all his strengths). It is quite possible that the incident will be settled very soon.
Sniper technique:pretend not to hear and ask indifferently. Use inif one of your colleagues deliberately provokes you and openly hurts you with some phrases. As a rule, a person starts to get lost. Say: "You see, you can't even clearly formulate your claims, explain. When you have the words, then we'll talk tete-a-tete."
Time to drink tea! Really,many conflicts can really be reduced to naught through a conversation over a cup of tea. The best thing to do with a colleague who you think dislikes you is to be honest and ask a series of questions. For example: "What about me annoys you? Voice? How to speak? Clothes? Weight? Let'sLet's figure it out. "So the conflict is translated into a constructive channel and, in the opinion of psychologists, this is the most civilized way of behavior. In that situation, if we feel that they dislike us, it is useful to find a convenient moment and have a heart-to-heart talk. exhaust themselves, and in some cases we also learn to analyze our mistakes.

Hit the enemy with his own weapon.You can explode in response and win a visible victory. But the result will be the same: instead of neutralization - a chronic protracted war: you hardly need to spend time and energy on this. They can be directed towards resolving the conflict.

Do not provoke and warn!

It's no secret that often we ourselves are to blame for conflicts. For example, you missed submitting an important report on time. In this case, it is best to approach your boss at the beginning of the day and say: "I understand that a conflict may occur, but I have such and such a situation." And explain the reasons.

Such rhetoric can prevent the outbreak of a "war." Since the cause of each conflict is some incident or annoying factor, try to figure out what is happening, and in any situations (whether it is relationships with management, "ordinary" employees or subordinates) adhere to the golden rule of conflictology "I-statement".

Instead of blaming, convey your feelings. For example, say: "I feel uncomfortable" instead of: "You find fault with me, you interfere with me, you gossip, etc."
If this is a showdown, say: "I'm worried, it's hard for me", "I feel uncomfortable", "I want to understand the situation", "I want to find out."
It is very important to adjust to the experience of the person who initiates the conflict. If this is the boss, say the phrases: "Yes, I understand you", "This is a common problem", "Yes, it upsets me too", "Yes, unfortunately, this is a mistake, I think so too."

It is extremely important to be able to listen and put yourself in the person's place, to hear not so much what the person says, but to think why he speaks that way.

In a boss-subordinate situation, a person can be brought to a rational level of communication by clarifying questions. This should be done if you are being nagged too much.

Are you unfairly accused of being a bad worker? Confidently begin the attack with questions: "If I am a bad worker, why are you telling me about this right now?", "Why am I a bad worker, explain to me."

They tell you that you did a poor job - ask what exactly you did not do, specify: "What exactly I did not do, I want to figure it out, I ask you: answer my question." Remember that the one who asks the questions is in control of the conflict.

We complement the image

Remember the main thing: in any conflict situation, you must radiate calmness. This will help you:

confident intonation; avoid notes of arrogance and irritation in your voice - such intonation itself is conflict-prone. With those colleagues with whom you, for one reason or another, do not maintain friendly relations, choose a neutral-distance way of communication and a cold tone without deceitful sincerity (and without challenge);
a moderate tempo of speech and a low timbre of the voice are most pleasing to the ear. In the event that you are talking with a person who does not have sympathy for you, make adjustments to his intonation and manner of conversation - this disposes and neutralizes the desire to conflict;
a glance into the eyebrow zone in a conflict situation discourages the "attacker". This optical focus suppresses aggression;
a straight (but not tense) back always sets in a positive mood, gives confidence. Psychologists say that upright posture boosts self-esteem!

... It's no secret that a conflict can be provoked by behavior, manner of speaking, dressing, lifestyle - the list goes on and on. It all depends on the worldview, upbringing of a person, his tastes, attitudes and ... internal problems.

In addition, there are words and topics that can inflame a chronic conflict: politics, social status, religion, nationality, even age ... Try not to touch on "sensitive" topics on fertile conflict soil. For example, in the society of women with problems in their personal life, it is desirable to brag less about the ideal husband ...

You can make a list of cautions yourself, carefully assessing the atmosphere in the team. By the way, if you hear harsh phrases in relation to yourself, put emotions aside, do not connect to the aggressor's energy - simply ignore him.

Do you hear outright rudeness? Go away or neutralize by breaking the template.

Criticism on the case? Join in, say words of support, if the situation permits, go on to complementarity.

Excessive nit-picking? Go on the attack with clarifying open-ended questions.

But the most important thing is to achieve inner peace. And, of course, never allow yourself to be drawn into "friendship against someone." Show confidence, increase self-esteem, work on yourself - and you will be able to neutralize any negative directed at yourself. Moreover, you will be able to get daily pleasure from your work!

Read at your leisure

Anatoly Nekrasov "Egregors"
Eric Berne "Games People Play"
Viktor Sheinov "Conflicts in our life and their resolution"
Valentina Sergeecheva "Verbal karate. Strategy and tactics of communication"
Lillian Glass "Verbal Self-Defense Step by Step"

Photos in text: Depositphotos.com

Professional conflicts are a necessary evil. We have to defend our point of view, point out to others about their mistakes, get our way in the face of a lack of time or resources. This is sometimes difficult and even painful, especially if not all parties to the conflict are willing to adhere to a work ethic.

In a work environment, confrontation is part of the production process, and most often local clashes take place quickly and quite correctly: both sides understand their role and are guided by the result. As a result, labor conflicts already contain a grain of compromise that just needs to be found. But sometimes we have to face those who "play dirty", using in a work situation the methods of everyday scandal: the transition to personalities, veiled or direct insults and substitution of concepts. Does everything to turn a constructive conversation into an everyday quarrel. What are the reasons for this kind of conflict?

What the aggressor stands for

“A person who voluntarily enters into conflict communication, as a rule, has already experienced a feeling of humiliation,” says psychologist Anatoly Dobin. This feeling, unfortunately, was experienced by almost everyone, but for some people the experience of humiliation is destructive. For example, if it was received in childhood, from people who are significant for the child.

“Such people,” Anatoly Dobin continues, “are characterized by suspicion and a desire to constantly control their surroundings. Their goal is to prevent a repetition of the humiliation of their personality. " Unfortunately, this manifests itself as resentment and a tendency to see the attack where there is none. When such a person is approached with job offers, he may take them for an attempt to belittle him as a person and a professional.

There is a conflict, but not interests, but ideas about the situation. While one of the participants in the industrial conflict believes that we are talking about working moments that need to be discussed and move on, the other believes that his honor and dignity are in danger, and therefore it is necessary to immediately defend them. By humiliating someone else's dignity.

The goal of the aggressor is to hurt, find the sensitive string of the interlocutor

Gender stereotypes are used (“women don’t understand anything”), insults based on age (“I’m still young to point out”), hints of incompetence (“they picked up on an ad”) or someone's patronage (“daddy added”). It can be blunt and blunt or veiled, but it is no less offensive. For the aggressor, there are no taboo topics, and sooner or later he achieves his goal: by touching a sensitive string, he finally drags his interlocutor from a work situation into an everyday conflict.

It is worth at least once to respond to an insult with an insult or even just show that the words hurt you, and the aggressor can celebrate the victory: the work topic is forgotten, the result is not achieved, but nerves are frayed and human dignity is humiliated.

There is only one way to get out of this situation with honor: do not enter it. However, this is not about avoiding confrontation. The way to resolve a professional conflict is to consistently strive to keep the situation within the framework of working negotiations. Let the other try to offend you or hurt you, you must achieve a result, and only this matters. First of all, for this you need to keep yourself in hand.

How to avoid conflict

“If you've lost control of yourself, you've lost everything,” says psychologist Robert Bakel of the University of Toronto. - Manipulative behavior is aimed at provoking an emotional reaction in you, to make you behave aggressively or, on the contrary, to defend yourself. If we lose our composure, we do exactly what the manipulators want us to do. And we are losing because we are entering a game in which it is impossible to win. Self-control is imperative, and this is precisely the control of behavior. You can get angry or upset if that is your choice, but you need to watch your behavior. "

Dr. Bakel offers several simple rules, following which a polite, well-mannered, socialized person can emerge victorious from a labor conflict with an aggressive manipulator.

Don't be in a hurry to answer. Before entering into conflict at work, think about how you can deal with the situation, experiencing and causing a minimum of unpleasant emotions. Only then act.

Yes, this means that you have to take care not only of your feelings, but also of the feelings of your interlocutor. Remember that he is human, even if he behaves inappropriately. That he could be hurt too. Moreover, he is in pain right now, and even if it is not your fault, it is in your power not to aggravate his suffering.

Pay attention to the speed and volume of your speech. An agitated person tends to speak faster and louder, causing the other person to raise their voice as well. The faster the speech, the less thought it has and the higher the likelihood that something irreparable will be said. Do not hurry. Weigh your words.

If possible, take a time out. This does not mean that you need to avoid the conflict, but rather postpone it. If you see that your opponent is seething with negative emotions, invite him to reschedule the conversation. “I'm not ready to talk to you about this now. Let's make an appointment for tomorrow. " This will give you time to prepare, and your opponent will have time to cool off. In addition, since the conflict takes place in a team and in front of colleagues, it is possible that one of them uses their influence to calm the aggressor.

Don't take risks. Sometimes it seems to us that one well-aimed blow - for example, a good joke or a particularly deadly argument - can end confrontation. But what works so well in sitcoms rarely works in real life. Be correct and don't try to finish everything in one fell swoop.

Focus on the result... We get what we focus on. If someone is behaving aggressively and provoking you into conflict, you can concentrate on the insults, and then there will only be more of them. And you can translate the conversation into a constructive channel, leaving provocations and insults behind the scenes. And that brings us to the main recommendation.

Words that will help in confrontation

"Yes". Even arguments against must start with the word "yes" - it is natural for a person to calm down when they agree with him.
"We". Not "we are against you," but "we are with you." Try to include yourself and another participant in the conflict in one social group: people are easier to take the side of the representatives of "their tribe".
“I understand that you are upset” - in response to all attempts to offend you. In this way, you simultaneously reject the offense and grant forgiveness for it.
“This is really not easy” and other phrases that will show: you realize that your opponent is having a hard time, but the situation requires additional efforts.
“I heard you / a” is an almost forbidden technique. Use only if the negative argumentation has gone in a circle, and this is the third circle.
“Let's both take time out and meet in an hour (at three, tomorrow at ten)” - if you understand that the interlocutor, under the onslaught of emotions, has lost touch with reality.

Don't grab the bait. Bait is words that have no other purpose than to make you lose your composure, control over yourself and over the course of the conversation. When you lose your temper, you put the reins of government in the hands of someone who is not inclined to look after your interests. All curses, all insults, all sexist, racist remarks are "bait" designed to distract us from the essence of the labor conflict. The answer to them is simple: "I understand that you are upset, but the work must be done."

Don't give in. Don't kick back. Do not pretend that you even noticed this blow. All you need is to bend your line.

Yes. This is hard. The person who is trying to hurt you right now may be violent. But it's up to you to decide whether his attempts will be crowned with success. It's up to you to decide if it really hurts you. By the way, the pain will subside as soon as you get your way: for example, promises to complete the work by Wednesday, provide technical support or give funding. The result is an amazing healer for a wounded soul, and only he, by and large, matters. Of course, when it comes to work, not love.

Today we will touch upon a serious problem - this is conflicts at work... Why is this a serious problem, you may be asking? I will try to answer you ... First, the frequent occurrence of conflicts at work affects the well-being, mood and psychophysiological state of a person. Any conflict between people has a negative impact on opponents, while the strength of the destructive impact directly depends on the strength of the conflict. Secondly, when a conflict situation arises, a person loses his usual level of performance. Most often, the employee is captured by feelings and thoughts associated with the conflict. At the same time, the period of a decrease in a person's working capacity under the influence of this factor depends on those individual psychological qualities that a person possesses. Thus, the emergence of conflicts in the team can become a serious problem for the employer and the employees themselves.

In this article, we will look at the reasons for the formation of conflict situations in the workplace and how to manage such conflicts. In the previous article, we studied what a conflict is and what are the options for people to behave when contradictions arise. Therefore, we will not touch on these issues here.

The first and most important thing that you need to know to resolve conflict situations is the reasons for their occurrence. By understanding the source of the conflict, you can find the right approach to resolving conflicts.

What are the causes of conflicts at work:

Psychological incompatibility of people forced to work with each other. For example, if one of the workers performing joint work is choleric (more active type), and the second is melancholic (slow), then it is likely that a conflict situation may arise between these people.
Wrong distribution of work responsibilities. Each employee has his own range of job responsibilities, however, there are situations when the employee, using various tricks, shifts the functions from his shoulders onto the shoulders of another, for which he is paid a salary. It is clear that no one wants to do more work for the same money, so a conflict arises.
Interpersonal relationships in a team. This reason can be attributed both to the relationship between the two workers, and the prevailing psychological climate in the team, while the latter has the greatest impact on the development of the conflict. That is, when personal hostility arose between two employees, it is safe to say that there will be a conflict. However, a conflict situation can take on a large scale if a negative attitude towards the employee is supported by all or part of the team. The support of one or another participant in the conflict by team members gives confidence to such an employee and prompts further aggressive actions towards the opponent. At the same time, a close-knit team is able, by influencing the participants in the conflict, to quickly resolve the current situation.
Misunderstanding each other. Quite often, conflicts arise out of misunderstandings. When communicating with each other, we do not always listen to our interlocutor, we interrupt him even more often, not giving the opportunity to express our thoughts. However, this manner of communication is unacceptable, interacting with people, it is necessary to show respect for each other. Misunderstandings can also arise in connection with speech barriers: communication of employees in different languages, both literally and figuratively. It so happens that an educated professor will not be able to convey his idea to an ordinary worker, because they have a different culture of communication and vocabulary.

We examined the main reasons for the emergence of a conflict situation at work. However, this does not give us the question: How to resolve conflict in the team? As we have already said, the collective itself, individual members of the collective and the leader can influence the resolution of the conflict. So, a person holding a certain leadership position is able to exert the greatest influence on the participants in the conflict. This is due to the fact that the bosses in most cases have a certain social status and have authority among employees. At the same time, the leader is interested in a positive resolution of the conflict, tk. otherwise, this situation will affect the performance of the entire team.

Let us consider what techniques A.B. Dobrovich for the settlement of the conflict by the head:

The employer takes turns inviting the conflicting parties for a conversation, during which he tries to establish the causes of the collision, clarifies the facts and makes decisions about the conflict.
The leader invites opponents to express their claims against each other at a general meeting of the entire team. The decision to resolve the conflict is made based on the opinion of the meeting participants.
If, despite the actions taken, the conflict does not subside, the manager may resort to sanctions against opponents (from comments to administrative penalties).
If the conflicting parties cannot come to an agreement, then actions are taken to reduce the communication of the parties to the conflict.

It is worth noting that the above mentioned direct settlement methods conflict at work are not the only ones. The most effective in resolving a conflict situation are indirect principles settlement of the conflict, this will be discussed in the following articles. Therefore, if you are interested in how you can influence the parties to the conflict, subscribe to our articles.

In conclusion, I want to note that when choosing a method for resolving a conflict at work, it is worth considering the reasons that caused the contradiction. Understanding what motivates a person, it is easy to change the trajectory of his movement!

If the topic of conflicts is close to you, leave your opinion about the article in the comments or like it.)))

I will be immensely grateful to you!

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