for constructive resolution of counteractions in the organization is necessary, first of all, to identify the underlying causes of conflict.They can be divided into several groups:
- objective;
- subjective (personal, social and psychological).
consider in more detail the main characteristics of each of them.
subjective causes of conflicts in the organization are mainly associated with individual and psychological characteristics of the opponents.They give rise to such a process of interaction.The man will not go to a compromise resolution of the problem.He will not give in, to avoid conflict, to seek mutually beneficial rectify contradictions.
If there are subjective reasons for conflict, the chosen strategy of the so-called opposition.The fact that in each pre-conflict situations there is a real opportunity to avoid a collision.But the premise of which the person will choose opposition will be subjective.
typical socio-psychological causes of conflict:
- loss and distortion of information in the communications;
- selection of different ways to assess the results of professional activity.
main interpersonal causes of the counter following:
- presence of the subjective assessment of the behavior of their partner as unacceptable;
- lack of social and psychological competence;
- distorted the level of claims;
- choleric temperament and marked accentuation of character personnel.
The second group is more numerous and complex.Objective causes of conflict include organizational and managerial background to the establishment and functioning of the organization, the team and the group.
They can be divided into several large groups.
First, the structural and institutional causes of conflicts arise when there is a mismatch of the device requirements of activities.The organization of the company is determined to solve the problems as it is to resolve them, and created.But the opposition appears when you can not achieve a perfect match in this structure.
Second, functional and organizational causes of conflicts caused by sub-optimal functional organization relationship with the environment.The premise may be a discrepancy in the structural elements of the company, as well as between individual employees.To avoid this, the external communication of the company must comply with the maximum functional issues that need to be resolved, ensuring their implementation.
Third, personal and functional causes of conflicts linked to the inability to meet the employee's ethical and professional qualities in accordance with the requirements that apply position.That is why there is a confrontation between him and the leader.
Fourth, the situational and managerial causes of conflict are defined by mistake that managers and subordinates in resolving the problems.If you select the wrong option there is the likelihood of confrontation between the author and the performers.In addition, if there is a failure to comply with officers challenges set by management, it will also raise the possibility of conflict on this issue.
Therefore, without a knowledge of the causes of the emergence and development of the conflict, it will be difficult to achieve an effective and timely manner to resolve them.
