One of the main barriers preventing the development of non-governmental organizations is conflict. Practice shows that there are three directions of conflict management: escape from the conflict, conflict resolution and conflict management. Each of these titles is accompanied by special methods. Let's look at some of them, including the algorithm of impacts on the conflict situation and how to deal with conflict.
There are many ways to handle conflicts. In general, they can be divided into several groups, each of which has its own area of use:
Identity methods affect individual personality and make it possible for a person to express his or her own personality, without expressing his or her defence of the opponent's reaction. Often, the other person uses the method of imparting his or her attitude to this or that particular thing, but the other person can change the attitude toward the thing (the method called "I - idea"). This method allows a person to maintain his position without turning his opponent into an opponent.
"I'm an idea" is frustrating, even more dissatisfied. It allows you to express your opinion about the situation, to express principal conclusions. This method is especially useful when someone wants to give something to another, but does not want it to be negatively treated and attacked.
People who contribute to complex organizational goals, helping other groups of the organization, who are integrated into the decision-making process, should be rewarded with gratitude, awards, appointments and promotion. However, the rewarding system should be set up so that it does not cause unintentional behaviour of other people and groups. For example, if the head of the sales department is simply rewarded for the volume of the product sold, that would be contrary to the level of revenue. The head of this department can achieve sales volumes by offering big discounts, thereby reducing the company's average revenues.
There may also be conflicts between the sales office and the credit department. By increasing the sales volume, the sales office may go beyond the limits set by the credit department. In such a case, the credit department may deepen the conflict and deprive the sales office of the commissions.
Finally, it should be noted that proper coordination of the rewarding system proves to people that achieving common goals is the solution to conflicts in the interests of the leadership.
Keywords: barriers, personality, negotiation.
