Motivation and stimulation of personnel. Conflicts. Destructive and constructive conflict Motivation and conflict in the organization

Management actions that influence the motivation of subordinates are one of the main sources of conflict in an organization. Let us consider the basis of motivational conflicts that arise at the organizational level. It is no secret that in different organizations management understands the motives of their subordinates differently and, based on this, builds their system of personnel motivation.

A conflict may arise due to a discrepancy between the employee’s motivational profile (the ratio of the motives that drive him) and the motivational influence of the organization (Fig. 1). The basis of such a conflict can be schematically represented using any classification of motives that drive people, for example, the typological model of work motivation by V.I. Gerchikova1. In accordance with this model, each employee of any enterprise belongs to one of five types of work motivation: instrumental, professional, patriotic, economic, avoidant (lumpen). Let us consider the features of these types of work motivation, taking into account the possible occurrence of certain conflicts in the organization.

Instrumental type. For such a person, work itself is not of any significant value and is considered only as a source of income and other benefits received as a reward for work. At the same time, he is interested in specific earnings, and he shows a willingness to work with maximum efficiency where his work will be fairly and highly (in his understanding) paid. An employee with an instrumental type of motivation will most likely have a positive attitude towards the offer to work in worse conditions, as this will give him grounds to demand an increase in earnings as compensation for unfavorable working conditions.

A conflict with such an employee may arise if they try to involve him in activities to improve work processes, trying to motivate him with the organization’s future successes and future income. A representative of this type is not interested in this; he will demand payment for every step he takes that is not part of his immediate responsibilities. Such workers perform better under the conditions of a dying piecework wage system.

Professional type. This person values ​​the content of the work being performed, the opportunity to prove himself and prove (not only to others, but also to himself) that he can cope with a difficult task that not everyone can do. He prefers independence in work and has developed professional dignity. Typically, such an employee quickly becomes the best specialist in the company, occupying a position corresponding to this type of professional motivation. This is precisely what can provoke a conflict if the manager unsuccessfully tries to correct the actions of such an employee. Such a conflict can be prevented by trusting the employee more, without putting him in strict formal boundaries, but this requires an appropriate management style at the level of the entire company.

Patriotic type. Such an employee is interested in participating in the implementation of a common and very important matter for the organization. He is characterized by a conviction that he is needed for the enterprise, and is distinguished by his readiness to take on additional responsibility in order to achieve the results of a common cause. Public recognition of his participation in common achievements is important to him. Workers of this type are perhaps the least conflict-prone. However, if it is customary in an organization not to explain assigned tasks, but simply to demand their unconditional implementation, then this may cause a negative reaction in them.

Master type. This motive is expressed in the voluntary acceptance by the employee of full responsibility for the work performed. A person with this type of motivation will do his job with maximum efficiency, without pretending that it will be particularly interesting or highly paid, without requiring additional instructions or constant control over himself. An employee with a predominance of master's motivation is probably the most effective in terms of cost-benefit ratio. However, the “master” is very difficult to control. He is sovereign and not only does not need orders or punishments (typical of the administrative management style widespread in Russia), but also does not tolerate them, which inevitably leads to conflicts.

Avoidance motivation. This type of employee has very little motivation to work effectively. Having low qualifications, he does not strive to improve them and tries to avoid any work associated with personal responsibility. He himself does not show any activity and has a negative attitude towards the activity of others. His main desire is to minimize his labor efforts at an acceptable level, in the opinion of his immediate supervisor. Due to these qualities, he is not highly valued as a worker and puts up with the fact that he cannot provide for himself with his work. In terms of improving his position and well-being, he can only hope for a favorable combination of circumstances and the favor of his leader. But it is convenient for the employer: he can be entrusted with work that employees with a different type of motivation would not do; he advocates equalization and agrees to a fairly low salary, as long as no one else receives significantly more; he is extremely dependent on the leader and takes this dependence for granted. In addition, an employee with avoidant motivation is the only one in relation to whom an administrative management style can be effective and therefore justified. Conflicts with employees of this type arise in organizations that require staff to show initiative and strive for development.

Summarizing the above, it is worth emphasizing that the “sorting” of working people according to any typological criteria is largely conditional and approximate. The same people behave differently in certain circumstances at different periods of their lives, however, in order to reduce the number of conflicts and the degree of their intensity, the main features of the employee’s motivational profile must correspond to the management style and motivation policy inherent in the given organization.

A very important role in the formation of satisfaction and other positive attitudes of an employee that are important for his successful work is played by the sense of fairness that he experiences (or does not experience) while at work. At the same time, the feeling of injustice shown by the organization towards employees may well serve as a basis for conflicts.

American business psychologists2 have shown that an employee’s sense of fairness is formed on the basis of the relationship between what he gives to the organization, that is, his contribution, and what the organization gives to him, that is, output (Fig. 2). It should be noted that the fairness factor influences employees of each type of motivation to one degree or another.

What do employees usually understand by return and contribution? Let's start with the contribution. Employees give the organization their time (almost a third of their lives!), knowledge, skills and work experience, as well as health to varying degrees. Some of them bring their external connections to the organization. In addition, it may be useful for work personal connections employee within the organization.

In turn, the organization’s return to the employee is carried out primarily in one form or another. cash payments(salary, bonuses, bonuses, etc.) While working in an organization, employees acquire knowledge, skills and experience. In addition, the organization often provides training for them. We must not forget that at work there is an opportunity to communicate with colleagues. Ultimately, during labor activity are being developed business connections, which may be useful in the future. An organization can take care of the health and family of employees. Based on his subjective feelings, an employee may believe that the value of the ratio of the organization’s return to his contribution, presented as a fraction, is less than one, that is, that the organization gives him less than he gives to it. In this case, the following formulation is typical: “I work for them, but they don’t pay me as they should!” In this case, conflict is inevitable.

In the struggle for fairness, such an employee may try to correct both the numerator and the denominator of his fraction. At the same time, the easiest way for him to reduce his own contribution is to just start working less and worse. An example of an extreme manifestation of such a position is “work according to the rules” (also known as the “Italian strike”). It is more difficult for an employee to influence the organization's output - he can come into conflict with management, persistently demanding a salary increase, training assignments, or the provision of any additional benefits.

Such an employee mentally compares the value of the “output / contribution” ratio with the value of the same fraction of his colleague, whom he considers approximately equal to himself, and, if the result is not in his favor, then out of envy he starts a conflict: for example, he turns to their common manager with a complaint or even with a denunciation against your competitor. Intrigues within the team are not uncommon.

Thus, fairness towards the employee on the part of the organization is an important part of the motivation system. Each employee evaluates the “output/contribution” ratio exclusively subjectively. However, the fact that management considers this assessment to be incorrect will not change the situation. Two important rules follow from this:

• firstly, you need to know how the employee correlates the return from the organization with his contribution, and also whether he may envy one of his colleagues for this reason;
• secondly, it is necessary to competently explain to such employees the fallacy of their assessment (if, of course, it is wrong).

There is one more important condition: in no case should you compare employees with each other, both in an individual conversation and publicly.

The results of foreign studies aimed at testing the validity of Adams' theory sufficiently confirmed its validity.

“Why don’t they raise my salary the same as others?”

To the head of the personnel service of a large Russian enterprise An ordinary employee of the HR department contacted me. Arriving at his office, she quietly but confidently began to say that she was an experienced worker in her department and could work in all its positions no worse than others. However, when her colleagues promote her, she is regularly passed over: that is, her salary is increased, but her income level lags behind the income level of her colleagues. The last straw that overflowed the cup of her patience was that a younger employee of the department, who had recently left maternity leave, a higher salary was set.

The manager listened carefully to the subordinate and promised to look into the issue she raised together with his deputy, who oversaw the personnel department. It should be noted that the offended employee chose the time to talk with the manager during the period when the deputy was on vacation.

Three weeks later, the manager decided to discuss the subordinate’s complaint with the rested deputy. As one would expect, it turned out that the offended employee had already repeatedly approached the deputy manager with a similar question. The reason her salary remained lower than others was because her work productivity was significantly lower.

In the described situation, only one question remained problematic for the manager, which he asked his deputy: does the negative attitude of a dissatisfied employee affect relations in the department? It turned out that some time ago she tried to frame her colleagues, but was rebuffed by them. After this, there were no more problems in the department, and six months later the “offended” employee quit. However, no one felt any regret about this.

Read more in the next issue. It will examine the three goals of the personnel motivation system in the organization, ways to achieve them and conflicts associated with the mistakes of managers.

Conflicts are extremely diverse in their sources of origin, driving forces, which to a certain extent determine the way they act, and, finally, in motivation, vital energy, which is involved in the dynamics of conflicts and turns out to be a kind of nutrient material for them.

Any social tension can turn into a social conflict under appropriate conditions, but the course of this transformation, the way of understanding the process, the nature of its representation in the mind of the acting subject will develop according to certain rules. At the same time, a certain consistency will be maintained in argumentation, making claims and substantiating their demands.

The lines of argument put forward by both sides of the conflict form a field of motivation and can be designated as appeals to needs, interests and values. Here the question of to what extent the specific content of claims during the unfolding of the conflict corresponds to “real” needs, interests and values ​​is no longer important. The fact is that if lines of argumentation (motivation) arise and are developed, then they become a reality, expressed in the motivation of the conflict situation. In a conflict, one set of needs, interests and values ​​is opposed to another, put forward by the opposite side. The conflict will be complete and developed when it is based on the simultaneous inclusion of all levels of motivation in motivation: needs, values ​​and interests.

Motivation- a system of incentives that causes an individual’s activity and determines its direction. These are conscious or unconscious mental factors that prompt an individual to commit certain actions, as well as a set of internal and external conditions that cause the activity of the individual.

Motive- this is, on the one hand, a motivating reason for any action, a system of arguments in favor of something, on the other hand, a conscious impulse to activity associated with the desire to satisfy certain needs.

stress - nervous overexcitation that arises as a result of the resolution of contradictions between the natural, social and spiritual essences of the individual, an explosion of internal confrontation between emotions and opinions, feelings and reason, a reaction to stimuli that exceed a certain critical level and upset the balance in the internal environment of the body. Stress, therefore, has a protective-adaptive nature, aimed at increasing the body’s resistance to the effects of unfavorable life circumstances. A significant factor in stress and risk is the reaction of workers to conflict situations at their place of employment. It can be said with good reason that stress certainly accompanies organizational and social-labor conflicts. Equally natural is their occurrence as a result of emotional breakdowns in interpersonal relationships caused by the tactlessness and rudeness of colleagues, primarily managers, hypocrisy and deception on the part of people with a bad conscience. Any state of struggling with something is already stress. Impact the above factors increases many times over if the economy and social sphere The country is in the throes of a crisis, the state of society is not stable and sustainable, the standard of living of the population is falling, state policies, the legislative, executive and judicial branches of government do not enjoy support, cause distrust and protest from a significant part of citizens. Russia is currently experiencing such a multifaceted crisis. It causes severe destructive trauma to people’s mental health and constantly keeps Russians in social tension, essentially in a continuously ongoing state of stress.

57. Methods for preventing and resolving conflicts

Conflict Prevention- is an activity aimed at preventing its occurrence and destructive impact on the social situation

Activities to prevent conflicts can be carried out by the participants in conflict interaction themselves, heads of organizations, and conflict specialists.
It can be carried out in four main directions:
1. Creation of objective conditions that prevent the emergence and destructive development of pre-conflict situations. It is apparently impossible to exclude the occurrence of pre-conflict situations in a team, organization, or society. It is not only possible, but also necessary to create objective conditions for minimizing their number and resolving them in non-conflict ways.
2. Optimization of organizational and managerial conditions for the creation and functioning of organizations is an important objective-subjective prerequisite for preventing conflicts.
3. Elimination of socio-psychological causes of conflicts.
4. Blocking personal causes of conflicts.

In conflictology, the final stage in the dynamics of conflict is traditionally designated by the term conflict resolution. However, many authors also use other concepts that reflect the specificity and completeness of the cessation of conflict actions: attenuation, overcoming, self-resolution, suppression, extinction, settlement, elimination, settlement, etc. Of these concepts, the broadest is the end of the conflict, which is the end of the conflict for any reason. The main forms of ending a conflict: resolution, settlement, attenuation, elimination, escalation into another conflict.
Conflict resolution is a joint activity of its participants aimed at ending opposition and solving the problem that led to the conflict. Conflict resolution involves the activity of both parties to transform the conditions in which they interact, to eliminate the causes of the conflict. To resolve the conflict, it is necessary to change the opponents themselves (or at least one of them), their positions that they defended in the conflict. Often the resolution of a conflict is based on changing the attitude of opponents towards its object or towards each other.
Conflict resolution differs from resolution in that a third party takes part in eliminating the contradiction between opponents. Its participation is possible both with the consent of the warring parties and without their consent. When a conflict ends, the contradiction underlying it is not always resolved.

The fading of the conflict is a temporary cessation of opposition while maintaining the main signs of the conflict: contradiction and tense relations. The conflict moves from obvious to hidden form.
By eliminating a conflict we mean such an impact on it, as a result of which the main structural elements of the conflict are eliminated. Despite the “unconstructiveness” of elimination, there are situations that require quick and decisive influence on the conflict.

Conflict resolution styles (for conflict participants):
1. Competitive style.
When using this style, you need to be proactive and go towards resolving the conflict in your own way. This style is recommended only in cases where the solution to the problem is of great importance for the conflict participant, when there is a need to act quickly and decisively, realizing the desire to satisfy, first of all, their interests.
2. Evasion style.
It can be used in cases where the issue at hand is not a priority, when the other party has more weight or power, when there is no complete confidence in one’s own rightness or competence, and also when there is a possibility that the problem will resolve itself. At the same time, taking a passive position, the conflict participant does not show any desire to satisfy his own interests, as well as the interests of the other party to the conflict. The problem is ignored and the responsibility for solving it is placed on another person.
3. Fixture style.
A bit like the avoidance style, the difference is that the participants act together, and one of them shows a willingness to make concessions and satisfy the interests of the other participant in the conflict. Gives you the opportunity to smooth out the situation and gain time.
4. Collaborative style.
The most difficult, energy- and time-consuming style of conflict resolution. While defending their interests, the parties make efforts to satisfy the interests of other parties to the conflict, showing understanding towards their opponent, expressing their readiness to listen to the opposing point of view and jointly develop alternative options solving the problem.
5. Compromise style.
Each side makes certain concessions, limiting itself to partial fulfillment of its own intentions and developing a solution to the problem that would best satisfy the interests of both conflicting parties.
To resolve conflicts, it is important to have the ability to quickly and adequately respond to various options for the development of a conflict situation, to have at one’s disposal various approaches and to be able to use mimes, to go beyond the usual thinking patterns, and at the same time, one can use the conflict as a source of life experience, self-education and self-learning.

Conflicts occupy one of the central places in personnel management not only due to the significant time costs associated with them, but also due to the high organizational significance of their innovative, creative, and especially destructive consequences. At the same time constructive conflict- the only way to find ways out of the crisis of a particular enterprise. Only its staff has information about the internal interaction and real capabilities of the team. The realization of this potential, its materialization in business restructuring and the development of innovations is unthinkable without conflicts.

The skill of conflict management is built on the manager’s deep knowledge of the nature, technology and features of the relevant tools. First stage working with conflict – identifying its nature.

Structure of the regulated conflict process

An analysis of the literature on the problems of conflictology allows us to identify the following, largely interrelated, signs of social conflicts.

1. The existence of at least two parties having contact with each other.

2. Interdependence of the parties, encouraging them to participate in conflict interaction, without which the parties cannot leave the conflict field.

3. Incompatibility (complete or partial) of the goals and values ​​of the conflicting parties. It usually occurs when two subjects cannot occupy the same position, or when there is a shortage of resources, certain goods, the universal equivalent of which is usually money.

4. Zero sum conflict interaction. This means that in a conflict, the gain of one side is equivalent to the loss of the other, and each participant seeks to acquire something for himself at the expense of the opponent. From this point of view, a conflict differs, for example, from a discussion between experts who have different and even incompatible views and assessments.

5. Actions directed against each other. This is a leading sign in the diagnosis of conflict. It distinguishes real conflict both from psychological opposition that does not appear outwardly in behavior and actions (hostility, awareness of the incompatibility of goals and values, etc.), and from competition.

6. The concepts of conflict and competition are closely interrelated and are sometimes identified. However, conflict is distinguished from competition by the awareness of contradictions and the direction of the actions of its participants against each other. Competition (for example, competition in the product market of different firms or competition for occupation leadership position) can take place without competitors getting to know each other and realizing the incompatibility of their goals. In addition, in competition, parallel actions of the parties are possible, their unconscious rivalry, mediated by other people (in the examples mentioned above, this is mediated by the consumer or the competition commission). Therefore, not all competition is a conflict. However, if the actions of competitors are conscious and directly directed against each other, then their interaction is a conflict.

7. Using pressure or force as a last resort. Pressure may be different types: psychological, economic, physical, etc.; it can be carried out in the form of threats or practical actions. The use of pressure, especially force, gives the conflict a pronounced negative emotional connotation, which usually increases as pressure increases and its more severe forms are used.

The conflict is based on contradictions: objective, existing before people are aware of them, and subjective, associated either with the awareness of objective contradictions, or with the consciousness and psychology of people.

Taking into account the noted signs of conflicts, they can be defined as interaction based on real or imaginary contradictions, pursuing incompatible, mutually exclusive goals of the parties, whose actions are directed against each other and exclude mutual benefit.

Stages of conflict

Conflicts are procedural in nature, i.e. represent a process that has a beginning and an end. Depending on the characteristics of the conflict, the following stages are distinguished.

1. Origin, or emergence. At this stage, the conflict is hidden from outside observation and manifests itself as dissatisfaction, expressed in verbal form, isolationist or unfriendly behavior (isolation, mistrust, spreading rumors, etc.).

2. Formation. At this stage, the parties to the conflict consolidate and put forward demands on the opponent.

3. Bloom. The parties take active action, blocking each other's ability to achieve goals and intentions.

4. Extinction, or transformation. This is the stage of full or partial resolution of the conflict, which occurs as a result of either the exhaustion of resources by one or both parties, or the achievement of an agreement between them, or the “elimination” of one of the parties.

Conflict Management Strategies

The activities of a manager or any other subject of conflict management directly depend on the overall strategy that he is guided by. There are three main conflict management strategies.

1. Regulatory or moral-legal strategy. Its goal is to resolve the conflict on an administrative, legal or ethical basis. Rival parties turn to laws and norms of behavior accepted in a given organization. The possibility of resolving a conflict directly depends on the acceptance and compliance by all parties to the conflict of the relevant norms and those based on them general rules games. If the rules of the game are not respected or are generally rejected by at least one of the parties, then persuasion or forceful imposition of these rules of the game is used through the threat and application of sanctions, which are considered legitimate in society. In general, this strategy is focused on peaceful competition according to certain rules. Moreover, respect for the rules and thereby maintaining the sphere of consensus is considered ultimately more important than victory in the conflict.

2. Realistic strategy. This strategy is based on the inevitability of conflict due to man's innate desire for dominance and the possession of scarce values ​​and focuses mainly on the temporary resolution of the conflict using any means suitable in the given situation. Conflicts are considered inevitable, since in any organization there are objectively managers (the subject of management) and the managed (the object of management). It is believed that universal equality is in principle unattainable. The obligatory presence of grounds for conflict in every organization does not allow us to hope for achieving “universal peace” and stable, trusting cooperation. Therefore, it is most advisable to rely on a “truce” and temporary resolution of conflicts. Within the framework of a realistic strategy, conflict is viewed as a zero-sum game, i.e. the gain of one side is equivalent to the loss of the other. This strategy is widely used in enterprises with a high degree of exploitation and where management strives for maximum profit, including personal gain, by intensively “squeezing out sweat” at minimum payment labor without thinking about the ethical and legal aspects of the policy being implemented.

3. Idealist strategy. This strategy is focused on the search for new common goals and values ​​that devalue the old values ​​that were the source of the conflict, as well as on the cooperation of the parties to achieve new goals. This strategy provides for the benefit of all parties to the conflict as a result of its resolution. In this case, the conflict is interpreted as a game, an interaction with a positive winning amount. It is believed that at the moment all parties to the conflict are losing. By solving the underlying problem, all parties will benefit. The implementation of this strategy moves the relationship between the parties to a new, conflict-free level. It either eliminates the source of the conflict or devalues ​​its significance, creating a new scale of goals and values, according to which the source of the conflict loses its former significance for its participants. The variety of goals and means of conflict resolution usually allows for a positive result. However, everything depends primarily on the hierarchy of needs of the conflict participant.

The success of an idealistic strategy is directly related to the culture of the subject, especially to the level of development of his conflict culture, and the subjective significance for him of humane, altruistic values. If all people proceeded from the humane biblical principle “love your neighbor as yourself,” then this would generally eliminate any basis for conflicts. However, the actual behavior of people in organizations is far from the level where only an idealistic conflict resolution strategy can be considered acceptable. In general, the idealistic strategy is considered preferable. In the process of such conflict resolution, all parties benefit, and in addition, the participants develop a stable behavioral pattern that allows them to independently resolve problems in the future.

The most big mistake What a leader can do in a crisis situation is to ignore conflicts that arise in the team. In this situation, the following erroneous actions are possible: an overly critical assessment of events, constant failure to respect the interests of employees, presentation huge amount claims.

There is also this opinion: the problem of current labor conflicts in most companies is that potential opponents or partners are mistaken about the motivation of others and are not inclined to agree with allies on the terms of their participation in the conflict and the conditions for resolving the conflict with opponents. Conflicts, he believes, can arise for various reasons and also affect the state of affairs in the company in different ways. She cautions organizational leaders against ignoring problems that arise within the company, as the consequences of such inattention can be devastating.

In conditions of conflict, it is important to show interest in and care for employees, never put off resolving disagreements until later, and actively support cooperation within the enterprise. At the same time, it is recognized that simple conflict resolution schemes are not always effective, and often even aggravate it, transferring it from the category of rapidly developing and short-term to the category of sluggish ones, systematically escalating without visible outlines of a period of complete resolution.

Nowadays, conflicts in organizations are not only possible, but also desirable. The whole problem lies in the ability to manage them. The problem of conflict is what position the leader occupies in it, does he know the strengths and weak sides organizations. The biggest mistake a manager makes is ignoring the problem. Conflicts can develop in different ways, therefore, different methods of overcoming them are possible.

To resolve a conflict, it is important to know all its hidden and obvious causes, analyze the positions and interests of the parties and focus on the interests, since they are the solution to the problem. There are no universal ways to overcome conflict. The only option is to be fully involved in the situation. Only after getting used to the current situation in the organization can one study the problem of conflict and give the manager recommendations regarding the optimal strategy of behavior and methods of overcoming the conflict.

Structure of the conflict management process

Consider a strategy for effective intervention provided by a counselor or mediator.

1. Gaining authority among the parties. The parties should strive for a positive resolution of the conflict and act accordingly with the help of a consultant. It is very important for the consultant to establish a good relationship with both parties, without giving preference to either of them, otherwise his work will not be effective.

The consultant must:

• establish contact with both parties at an early stage of work;


• explain your intentions regarding this conflict situation;


• provide yourself with support. Representatives of both parties and managers can clarify the consultant's intentions to those they represent and help them understand important points their activities.

If one of the parties does not see any point in resolving the conflict, then the appropriateness of the consultant’s further activities is questionable.

2. Determination of the structure of relations between the parties. The consultant must clearly understand the structure of the parties involved in the conflict. Unclear leadership, internal power struggles, intense rivalry between factions and other factors can become a significant obstacle to conflict resolution. It is very important to get to know formal and informal leaders, to know their opinions, as well as the degree of their readiness to actively participate in the conflict resolution process. This means that the consultant must not only establish the structure of the parties, but sometimes help them develop a more defined internal structure. In addition, he should coordinate the “central authority” of the enterprise. The consultant’s cooperation with representatives of the “central authority” of the enterprise increases the likelihood of success.

It is common for the consultant to interview representatives of both parties as a way of gathering the necessary information. These interviews determine:

• the degree of your authority;


• delimitation and internal structure of the parties;


• possible composition of the team that will support the consultant.

Interviews provide the consultant with data on the following critical characteristics:

• conflict intensity;


• level of symmetry and strength balance;


• nature, nature of the conflict (certain problems, complaints and reasons for discontent).

The main direction of the research is the creation of preconditions for reducing tension and the intensity of the conflict.

3. Maintaining balance between the parties. Without a certain symmetry in the relationship between the parties, the consultant will not be able to fulfill his duties. In fact, inviting a consultant may be evidence of the existence of a certain balance between the parties and a desire to resolve contradictions. A significant power difference indicates a high probability that the stronger party intends to resolve the conflict by imposing its will and forcing the other party to accept it.

The consultant must be active primarily in hopeless situations. In fact, a hopeless situation (or the threat of its occurrence due to the fact that the parties are in the same “weight category”) turns out to be a driving factor for studying the nature, character of the conflict, its consequences and alternative solutions. The most important feature of the interaction of the parties in these conditions is the desire to maintain a balance of interests. In addition, the consultant should devote approximately equal time to each party and conduct separate discussions on neutral ground.

4. Maintaining an “optimal” level of conflict intensity. The high intensity of the conflict greatly complicates its management and even in some cases makes this management impossible. This situation is due to the fact that neither side shows a willingness to communicate with the other side. There are frequent cases when both parties to the conflict do not see much sense in the consultant’s activities, especially if it is limited by certain conditions of one of the parties.

There is another danger. A conflict that is in a state of rapid escalation may, as practice shows, be beyond the consultant’s sphere of influence. In addition, there may come a time when the parties do not show a desire to implement changes, since the state of conflict has become familiar to them despite its destructiveness and they do not want to make another attempt to reach a compromise. One’s own positive image is combined with a negative image of the other participant. The parties to the conflict no longer want to listen to other points of view, since this only contributes to the emergence of doubts about their rightness, and adhere to their own understanding of the situation.

Such protracted conflicts can present a much greater problem for the consultant than sudden acute crises.

5. Detailing the conflict, confrontation, synthesis. Practice shows that the work of a consultant is successful only in cases where the consideration of the subject of the dispute and the confrontation of the parties take place in stages. This is an iterative process, each time involving the analysis of a certain part of the conflict. Best results are obtained when this method is supported by both conflicting parties.

The immediate purpose of the discussions is not to make decisions, but to clarify the prospects for both parties. What the prospects are depends on which form of relationship dominates: when resolving issues of a business nature this will be mainly discussion and polemics, when solving issues of a socio-emotional nature - imagining oneself in the place of another.

The result of contrasting perspectives may be synthesis: developing a solution, understanding and reaching a compromise.

The confrontation between the parties may end in a hopeless situation. Hopeless situations encourage the parties to further detail the subject of the dispute, which is again followed by confrontation.

7. Determining procedures for reaching a compromise for each party, focusing on constant progress. An important task of the consultant is to clearly define, explain, justify and indicate the procedures that the parties must follow. Clarity in defining the roles and work algorithms of the parties creates a calm environment necessary for continued work, while uncertainty, indecision and ambiguity cause confusion and mistrust. Often the parties feel disoriented and under pressure. If the consultant is not able to regulate the interaction of the parties, then a hostile atmosphere easily arises, which makes it impossible to discuss anything constructively and calls into question the feasibility of negotiations.

8. Control over the procedure for moving towards conflict resolution. Among other things, the success of the consultant’s activities is influenced by the structure of the conflict management process, i.e. the degree of change in the nature of the confrontation between the parties. The process, as experience shows, can easily take the form of cyclically repeating discussions of the same issues. In these cases, the quality of the consultant’s performance of such management functions as control plays a special role. In other words, the consultant, in essence, acts as a regulator of the mental activity of conflicting groups towards the final resolution of the conflict. In this role, the consultant, as a manager, within the framework of his powers, must create conditions for constant progress in negotiations. It's about about such knowledge of conflict resolution technology that will allow the consultant to manage changes in the positions of the parties to the dispute, which will lead to the resolution of the conflict in a certain time. In a crisis, minimizing the time to resolve conflicts is one of the most important requirements for successfully overcoming it.

Table. Methodology for successful intervention in conflict according to the stages of its analysis

The use of direct influence methods (coercion and persuasion) in the personnel incentive system is not always effective. Moreover, they are even capable of generating the diametrically opposite effect - dismotivation. In view of this, in order to create sustainable motivation, a manager must first of all take care of creating conditions that contribute to the consolidation and development of constructive and active work from specific employees.

This work should begin during the hiring conversation, when, with the help of open questions, having felt the candidate’s motives, the employer, realizing a possible commonality of interests, reveals the content of this commonality for a potential employee (business and professional growth, solutions to life problems, possible benefits and benefits, personal interest of management in possible cooperation and so on.).

When introducing a new employee, it is very important to consolidate the positive motivation that has arisen, which is not always given due attention. Meanwhile, statistics show that the main percentage of turnover is made up of employees who have worked for no more than one and a half years. In other words, most often people leave who have experienced a sharp discrepancy between promises and expectations during hiring and the real state of affairs, that is, people hired and left by management alone with their problems. The full introduction of a new employee into the team is carried out systematically, stage by stage:

1. Informing the team about the new employee - who will come, where from, at whose initiative, why him, what prospects are associated with him. This must be done in order to stop possible unnecessary conversations, rumors and gossip.
2. Before a new employee arrives, fully equip him workplace so that he feels attention from the first minutes and can fully get into the swing of things.
3. On the first day of work of a new employee, be sure to introduce him to the team, at least to those with whom he will be in contact in the work time, and not only present it, but also again, in his presence, focus on the reasons for its appearance, on the plans associated with it. This must be done demonstratively, so that both the newcomer and the “old” employees clearly and clearly understand the attitude of management towards the new employee.
4. Before the beginner begins direct execution job responsibilities, he must be instructed in detail, shown samples of documents, and the operations that he will have to perform. And only after such instructions will you be allowed to begin work. It is advisable for the first time to agree with one of the experienced workers about personal mentoring of a newcomer.
5. In the first month or two, the activities of the new employee should be closely monitored by management - and not so much based on the results of the work, but on the process. Of course, we are not talking about petty care, but about friendly and caring attention to the activities of the new employee, which he should feel.

The creation of motivational conditions includes various written (indicated in the contract) and unwritten agreements between management and a specific employee (on the daily routine, vacations at their own expense, etc.), creating a system of trusting relationships.

An important condition for creating an optimal moral and psychological climate is the resolution and prevention of conflicts. The content of this work is discussed in detail in the university course “Psychology of Management”. Here we note the main thing: there is not and cannot be completely conflict-free management. Moreover, efforts to develop a company often involve the generation of a conflict situation. The problem is to prevent the industrial conflict from escalating into an interpersonal conflict. While the first conflicts can be resolved constructively, the second ones are insoluble in principle.

The technology for resolving conflict is quite simple. It can be resolved at several levels:

• conflict prevention, that is, creating and maintaining motivation for constructive joint activities etc.;
• educational impact on the conflicting parties (analysis and explanation of the nature of the conflict, ways to resolve it, including jointly with the conflicting parties);
• division of the object of dispute (creation of production conditions when specific tasks solved by the conflicting parties complement and do not exclude each other);
• redistribution of powers of the conflicting parties, taking organizational measures to separate their jobs across different sites, premises (spatial solution) or to separate their working hours (temporary solution), thereby depriving them of direct contacts, at least for a while.

If all previous measures have not helped, and the conflict begins to affect the company’s activities, it is necessary to take (for relevant specific violations and omissions) administrative measures, up to and including dismissal.

An important point in working with personnel is the development of employee capabilities, their training, qualifications, and working conditions. We are talking not so much about the obvious - the desire of managers to obtain qualified labor, but precisely about the development of the subjective factor - the motivation of the workers themselves.

But the matter is not limited to the development of capabilities (“I can - I can’t”). The motivational complex includes the very possibility of making an independent decision, correlating intentions and capabilities, as well as implementing this decision. The impossibility of making independent decisions, working solely on orders and instructions creates a powerful background of dismotivation.

The fundamental circumstance is that all motives, actions and results of activity are assessed by society, by the individual himself, and, thus, this assessment is an important component of motivation:

From this point of view, the result of work leads to satisfaction, but not vice versa, as is understood in some models of motivation.

The interpretation of wages in various concepts of motivation is indicative. From Maslow's point of view, salary is a way to satisfy various (almost all) needs. According to Herzberg, salary is a factor of condition (dissatisfaction), but not motivation, and only sometimes, with an adequate connection with the result, does it become a motive.

In our opinion, salary can be a motivation only under certain conditions: the employee must attach particularly high importance to it (salary as a value, as a symbol) and believe in the connection between it and labor productivity. In this case wage to perform the stimulating function can be divided, for example, into three components:

• for performing official duties;
• for length of service, inflation indexing;
• based on the results of specific activities.

The first two parts are paid guaranteed, the last - taking into account the situation and final results.

The formation of motivational conditions is also expressed in a certain moral and psychological climate in the team. The criteria for the optimal moral and psychological climate in a team are obvious - sometimes even simple observation is enough to judge what the moral atmosphere is in the company. This is evidenced by the attitude towards visitors and clients, and the nature of communication between employees (relaxed and friendly or tense). A normal team is characterized by frequent active and interested discussions of various production issues, and criticism is not perceived as personal attacks. In such a team, important decisions are often made on a routine basis, without requiring special formal meetings. Colleagues respect each other's opinions, and fairness is highly valued in the team. The goals of the work and the content of the tasks are clear and perceived as personal, there is no petty supervision on the part of management. Moreover, even the temporary absence of management does not affect the results of work.

And finally, the most objective criterion is the absence of failures in work due to the fault of staff and low staff turnover.

The formation of motivational conditions is largely aimed at developing in employees a sense of belonging to the company, a sense of some “we”. A sense of involvement in a common cause presupposes the formation of a common vision of the company: its mission, state, ideology, prospects. Without such a vision, a unified, interested understanding of decisions, plans, and the manifestation of responsible initiative is impossible. At the same time, it is important to take into account that the horizons of such a vision among workers at different levels can and should be different both in the range of problems covered and in the depth of perspective (see table).

An important role is played by developing in the employee an awareness of his personal and professional significance for the team and management, professional pride in the common cause, as well as a sense of confidence (security and trust) in relationships with colleagues and management.

And finally, the formation of motivational conditions is impossible without taking into account such a powerful factor as the personal example of the leader. It is his behavior and his decisions that serve as the main reference point for subordinates in assessing the results of their work - theirs, their colleagues and the company as a whole.

All the factors considered to maintain motivation are of particular importance in women's groups. This is where the introduction to the position must be carried out especially delicately. Any innovations and especially reorganizations must be accompanied by careful explanations of their goals and warnings of possible concerns. Women in general, to a greater extent than men, need “understanding from a leader.” Therefore, assignments should be given as clear as possible, accompanied by detailed explanations of their meaning, goals, intentions and plans of management, and his personal interest. Conflicts in such a team are usually of a more pronounced personal nature. More attention should be paid to personal contacts and trusting relationships while categorically avoiding the impression of preference and sexual aggression. A lot in women's team depends on the correct tone in communication between the manager and subordinates, the flexibility of the work regime, the organization social support personnel.

Translation from English by R.V. Kotenko
Chinese art of war. Comprehension of strategy
St. Petersburg, Eurasia Publishing House, 2000

Rewards and Punishments

The policy of rewards and punishments is to reward those who excel and punish those who fail. Rewarding those who distinguished themselves means increasing the spirit of soldiers; punishing the guilty means preventing betrayal.

It is extremely important that rewards and punishments are fair and impartial. When it is known that a reward will definitely follow, brave warriors know why they are dying; when it is known that punishment is inevitable, scoundrels know what to fear.

Therefore, rewards should not be given without reason, and punishments should not be applied arbitrarily. If rewards are given without reason, those who have honestly worked for the good of the state will be outraged; if punishments are applied arbitrarily, sincere people will become bitter.

Control system by human resourses will not function effectively unless an effective motivation model is developed, since motivation encourages a specific individual and the team as a whole to achieve personal and collective goals.

Motivation is the process of stimulating a person or group of people to intensify activities to achieve the goals of the organization. Modern theories motivations are based on psychological research data. They focus on identifying the list and structure of people's needs.

Needs are awareness of the lack of something that causes an urge to action. Needs can be divided into primary and secondary. Primary needs are laid down at the genetic level and are of a physiological nature. Secondary needs arise as life experience is gained. Needs can be satisfied with rewards. Reward is everything that a person considers valuable to himself. In this case, it is necessary to take into account the individuality of a person, his personal concept of value. There are external and internal rewards. Extrinsic rewards are given by the organization. Intrinsic rewards come directly from the work itself.

The development of a system of motivators in relation to the specifics of the team and the field of activity is one of the main reserves for increasing management efficiency. A positive approach to motivation project team is: establishing a set of individual motivation factors that have the greatest impact on employee behavior; positive team climate; the opportunity to fully realize one’s strengths, reveal creative potential, and professional growth for everyone; clear definition of work goals; clear criteria for defining success; rewarding effective labor contribution to overall work results; equal opportunities for hiring and career advancement, depending on the professionalism of employees, the results of their activities, competence, and experience; conditions for meeting contact needs.

Conflicts. Creating an atmosphere of cooperation and interaction in a team does not exclude the possibility of conflicts. The project manager must understand that without conflicts, without contradictions, which are the source of development, there can be no progress. Therefore, he must be able to recognize the category of conflict and choose a management strategy that allows not only to resolve the conflict, but also to ensure the expedient implementation of the project.

In psychological terms, a conflict is a collision of incompatible, oppositely directed tendencies, a single episode in a person’s mind, in interpersonal or intergroup relations associated with acute emotional experiences. It follows that the basis of conflicts are clashes of incompatible interests, opinions, needs, values, and different ideas about how to achieve them.

Conflicts can be divided into horizontal, vertical and mixed. The following types of conflicts are distinguished: intrapersonal; interpersonal; between the individual and the group; between groups. Causes of conflicts. Basically, conflicts are caused by three groups of reasons, caused by: the labor process; psychological characteristics of relationships between people. In a conflict situation, there is an object of conflict, which is its cause, and participants in the conflict, who can be both individuals and groups of people. Participants in a conflict can have an internal and external position in the conflict. The external position represents the motivation for participation in the conflict that each side openly presents to its opponents. An internal position is a set of true interests, motives and values ​​that force a person or group to engage in conflict. The internal position may or may not coincide with the external one. Often the internal position is hidden not only from opponents, but also from the person himself because it is not realized by him. Awareness intrinsic motivation is an important step in productive conflict resolution.

The leader must predict the conflict-generating impact of all changes made, analyze the entire communication system of people in a given group, be able to manage conflicts and find ways to make them constructive.

It is believed that a constructive resolution of a conflict is possible if: the conflict is perceived adequately by the parties, that is, the assessment of the actions and intentions of both one’s own and the opponent’s is not distorted by personal biases; participants are ready for open and effective communication, comprehensive discussion of the problem, frank expression of their views on what is happening and search for ways out of the conflict; an atmosphere of cooperation and mutual trust has been created.

Methods for managing a conflict situation can be divided into two groups: structural and interpersonal.

The following structural methods help overcome conflict: clarifying job requirements; the use of coordination and integration mechanisms that interconnect the actions of various people and departments, decision-making procedures and information exchange; the establishment of organization-wide comprehensive goals; application of a reward system.

Interpersonal methods of managing a conflict situation are based on five main styles of behavior: smoothing; compromise; cooperation; ignoring; opposition.

The smoothing style is implemented in actions aimed at smoothing and creating a normal working atmosphere. The use of this style is justified if the main thing is to restore calm and stability, and not to resolve the conflict, and also if the subject of disagreement is important to the other party, and is not particularly important to the person using this style.

Compromise style. Within this style, the parties try to resolve differences through certain mutual concessions. Goals are not achieved entirely for the sake of conditional equality. The ability to use compromise allows you to resolve a conflict quickly enough, but this does not always contribute to achieving an optimal solution.

The cooperative style is characterized by the fact that the parties disagree, but are willing to listen to each other to present their positions, understand the reasons for the conflict, and develop a long-term mutually beneficial solution. This style is difficult, as it requires the ability to restrain emotions, clearly state your desires, and listen carefully to your opponents.

The ignoring style means that a person does not defend his point of view, does not cooperate with anyone to develop a solution, but simply avoids contact, avoiding disagreements and not wanting to solve the problem. In this case, the conflict does not occur, but the problem in some cases remains unresolved. This style can be used to delay solving a problem in order to gain time to collect additional information and study the situation.

The oppositional style means focusing solely on one's own opinion without taking into account the opinions of others. Usually used by people with great authority, power, and strong will. This style can be applied if the leader leads open struggle for his own interests, believing that the solution he proposes is the best, or if it is necessary to make an unpopular decision. This style suppresses the initiative of subordinates, prevents the free exchange of opinions and can lead to new conflicts.

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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively unless an effective model is developed motivation...


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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively if it does not. Psychological aspects of management staff.


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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively if it does not.


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  Motivation And stimulation personnel. Conflicts. The human resource management system will not function effectively if it is not developed... more ».


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  stimulation and incentives personnel etc...


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  Theories motivation.
  Motivation is a set of needs of a person who can stimulate him as a member of the workers. Stages conflict.


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  System requirements stimulation Let's consider the methodology for designing the Regulations on stimulating personnel. To do this, let us once again determine that: - motivation- this is an internal property of a person, component his character...


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  ...which include selection and distribution personnel; planning and organizing the work of employees; diagnostics personnel; accounting for its movement; professional development programs; motivation And stimulation labor and, of course...


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  This direction consists of carrying out preventive and organizational measures aimed at improving working conditions, creating an optimal management structure, developing a system stimulation and incentives personnel etc...


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  Motivation labor is one of the most important functions of management, which is the stimulation of an employee or group of employees to work to achieve the goals of the enterprise by satisfying their own needs.

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