For the constructive resolution of counteractions in an organization, it is first of all necessary to identify the existing causes of conflicts. They can be divided into several groups:
Let us consider in more detail the main characteristic of each of them.
The subjective causes of conflict inorganizations are associated mainly with the individual and psychological characteristics of opponents. They lead to the appearance of such a way of interaction. A person will not agree to a compromise solution to the problem that has arisen. He will not concede, avoid conflict, seek mutually beneficial elimination of the contradiction that has arisen.
If there are subjective causes of conflicts,then the so-called counteraction strategy is chosen. The fact is that in every pre-conflict situation there is a real possibility of preventing a collision. But the prerequisites, because of which a person chooses exactly the opposition, will be subjective.
Typical socio-psychological causes of conflict:
The main interpersonal reasons for the appearance of counteraction are the following:
The second group is more numerous and complex. Objective causes of the conflict include organizational and managerial prerequisites, which relate to the creation and functioning of the organization, the collective and the group.
They can be divided into several large groups.
First, the structural and organizational reasonsThe emergence of conflicts arise when there is a discrepancy between the company's device and the requirements of the activity. The organization of the firm is determined by the tasks to be solved, since it is created to resolve them. But opposition appears when it is not possible to achieve an ideal match in this structure.
Secondly, the functional and organizational reasonsThe emergence of conflicts is caused by nonoptimality in the organization's functional connections with the environment. The prerequisite may be a mismatch in the structural elements of the company, as well as between specific employees. To avoid this, external relations in the company must correspond to the maximum of those functional issues that need to be resolved, ensuring their implementation.
Thirdly, personality-functional reasonsthe emergence of conflicts are associated with the inability of the employee to meet ethical and professional qualities in accordance with the requirements of the position held. That is why there is a confrontation between him and the leader.
Fourth, the situational and administrative reasonsthe emergence of conflict are determined by errors that are allowed by managers and subordinates when solving various tasks. When choosing the wrong option, there is a likelihood of a confrontation between its author and performers. In addition, if the employees fail to fulfill the tasks set by the management, then this will also lead to the possibility of a conflict in this regard.
Therefore, without knowledge of the causes of the emergence and development of conflicts, it will be difficult to achieve an effective and timely resolution of them.