home Health technologies Strategies for leader behavior during conflict. Describe the main strategies for a manager’s behavior in conflict situations

Strategies for leader behavior during conflict. Describe the main strategies for a manager’s behavior in conflict situations

The causes of a conflict are not always amenable to logical reconstruction, because they may include an irrational component, and external manifestations often do not give an idea of their true nature. The reasons that underlie any conflict can be organizational, industrial and interpersonal.

Organizational conflicts arise due to a mismatch between formal organizational principles and the actual behavior of organization members. For example, an employee for some reason does not fulfill the requirements imposed on him by the organization (performs his duties poorly, violates labor discipline, etc.).

Organizational conflict can also arise as a result of poor quality job descriptions(when requirements for an employee are contradictory, non-specific), ill-considered distribution of job responsibilities."

Industrial conflicts, as a rule, arise as a result of a low level of labor organization and management. The reasons for this kind of conflict can be moral outdated equipment, poor work premises, unreasonable production standards, insufficient awareness of the manager on a particular issue and unqualified management decisions, low qualifications of workers, etc.

“Interpersonal conflicts mainly occur due to a mismatch of values, norms of behavior, attitudes, personal hostility towards each other, etc. These conflicts can occur both in the presence and absence of objective organizational or intra-production reasons, and can also be a consequence of organizational or industrial conflict. In this case, disagreements on a business basis turn into mutual personal hostility."

This type of conflict can also manifest as a clash of personalities, where people with different personality traits, views and values are unable to get along with each other. Such people work poorly together and spend a lot of time developing this conflict and defeating the enemy.

Organizational and industrial conflicts are often constructive in nature and cease as soon as the problem that caused the conflict between the parties is resolved. Interpersonal conflict, as a rule, takes a more severe form and is more protracted.

In management theory, there are also the following types of conflicts: intrapersonal, interpersonal, between the individual and the group, and intergroup.

“Intrapersonal conflict is a unique type of conflict that does not seem to correspond to the definition of conflict given above. But if an employee receives contradictory or mutually exclusive tasks, then he has an internal conflict.

There are other forms of intrapersonal conflict. For example, it may arise in a situation where a goal or methods of achieving it conflict with the values or certain moral principles of an individual. In this case, achieving a goal and satisfying a significant need is accompanied by negative experiences and remorse. In general, with an intrapersonal conflict, a person is characterized by mental tension, emotional dissatisfaction, split personality (struggle of motives), etc. The painful experience emotional condition, irritability form the basis for an emotional explosion, the reason for which can be any trifle. Intrapersonal conflict is often a precursor to interpersonal conflict.

“Conflicts between an individual and a group include conflicts between a leader and a group, a group member and a group. When analyzing such a conflict, it is necessary to take into account the specifics of the group as an enemy in the conflict.”

Examples of situations in which this type of conflict arises may be the following: a manager comes to a department from the outside or takes over leadership of an already established team. In these cases, conflict can arise for various reasons:

a) if the team has achieved high level development, and the newly appointed manager does not correspond to this level;

c) if the management style and methods of the new manager differ sharply from the working methods of the previous manager.

Conflict may arise between an individual and a group if that individual takes a position different from that of the group. As is known, informal groups monitor the behavior of their members and require them to comply with the norms and rules adopted in the group; violation of these rules can lead to conflict,

“An intergroup conflict can have a very detrimental effect on the results of an organization’s activities and cause great damage to the company, since representatives of structural units, departments, and managers are involved in this conflict different levels, creative groups, etc. These opposing groups may include significant amount people, and the activities of the organization may be paralyzed as a result of the conflict."

A striking example of intergroup conflict is the conflict between a trade union and the administration.

All conflicts have several reasons, the main ones being the limited resources that need to be shared, differences in goals, values, ideas, differences in the level of education, behavior patterns of organizational members, etc.

The question of the causes of the conflict is one of the important and difficult ones, because often main reason Conflicts are layered with secondary and secondary ones, and it can be difficult to understand the problem.

You should always look for genuine, underlying reasons and not confuse them with an external reason for the conflict. Positive conflict resolution involves finding out what the parties to the conflict want and achieve.

The main types of intrapersonal conflict: motivational, moral, conflict of unfulfilled desire, role, adaptation and conflict of inadequate self-esteem.

Of these, the most common form of role conflict is when one person is presented with conflicting demands about what the result of his work should be, or, for example, when work requirements are not consistent with personal needs and values.

To summarize, we can say that in communicating with people and in business contacts, hidden or overt conflicts may arise due to a lack of understanding of the true motives of behavior. In contacts with people it is necessary to show tolerance and restraint. Very often the motives for behavior are not at all what can be attributed. Arrogance and arrogance can hide timidity, shyness, and vulnerability. Fear and anxiety can masquerade as anger and anger. Bad mood may be explained by fatigue. If a conflict arises in a team, you should not avoid it. It is very important to be able not to transform a conflict situation into a conflict, since the impact of force is usually associated with emotional experiences. If the conflict situation has already developed into a conflict, then it is very important to work with the emotional mood of the participants. The ability to resolve conflicts depends on the ability to transform the mutual understanding of participants from enemies to partners. The inability to defuse a conflict situation and understand mistakes and miscalculations can cause constant tension. It must be remembered that conflict must be skillfully managed before it becomes so strong that it acquires destructive properties. The main reason for the conflict is that people depend on each other, everyone needs sympathy and understanding, the location and support of the other, they need someone to share their beliefs. A conflict is a signal that something went wrong in communications between people or that some significant disagreements have arisen. Many people do not have specific conflict management skills and need guidance and practice. As basic recommendations regarding behavior in conflict conditions, we can point to the following guidelines:

The ability to distinguish the important from the secondary. It would seem that it could be simpler, but life shows that it is quite difficult to do this. Almost nothing except intuition can help a person. It is necessary to analyze conflict situations, the motives of your behavior, if you try to understand what is really a “matter of life and death” and what is simply your own ambitions, and learn to discard the unimportant.

Inner peace. This is a principle of attitude towards life that does not exclude a person’s energy and activity. On the contrary, it allows you to become even more active, to react sensitively to the slightest nuances of events and problems, without losing composure even at critical moments. Inner peace is a kind of protection from all unpleasant life situations, it allows a person to choose the appropriate form of behavior;

Emotional maturity and stability are essentially the ability and readiness to act worthy in any life situations;

Knowledge of how to influence events, meaning the ability to stop oneself and not “pressure” or, conversely, speed up an event in order to “control the situation” and be able to adequately respond to it;

The ability to approach a problem from different points of view, due to the fact that the same event can be assessed differently, depending on the position taken. If you consider the conflict from the position of your “I,” there will be one assessment, but if you try to look at the same situation from the position of your opponent, perhaps everything will seem different. It is important to be able to evaluate, compare, and connect different positions;

Preparedness for any surprises, the absence (or restraint) of a biased line of behavior allows you to quickly adapt, respond in a timely and adequate manner to changing situations;

Perception of reality as it is, and not as a person would like to see it. This principle is closely related to the previous one; following it helps to maintain mental stability even in cases when everything seems devoid of internal logic and meaning;

The desire to go beyond the problematic situation. As a rule, all “unsolvable” situations are ultimately solvable; there are no hopeless situations;

Observation, which is necessary not only for assessing others and their actions. Many unnecessary reactions, emotions and actions will disappear if you learn to observe yourself impartially. It is much easier for a person who can objectively assess his desires, motives, and motives, as if from the outside, to manage his behavior, especially in critical situations;

Foresight as the ability not only to understand the internal logic of events, but also to see the prospects for their development. Knowing “what will lead to what” protects against mistakes and incorrect behavior, prevents the formation of a conflict situation;

The desire to understand others, their thoughts and actions. In some cases this means coming to terms with them, in others it means correctly determining your line of behavior. Many misunderstandings in Everyday life happen only because not all people are able or do not take the trouble to consciously put themselves in the place of others. The ability to understand (even without accepting) an opposing point of view helps to predict people's behavior in a given situation;

The ability to extract experience from everything that happens, i.e. “learn from mistakes”, and not only from your own. This ability to take into account the causes of past mistakes and failures helps to avoid new ones.

At the same time, you should always remember: Do not expand the conflict zone; Offer positive solutions; Do not use categorical forms; Reduce the number of claims; Sacrifice the unimportant; Avoid insults.

1) Ashirov D.A. Organizational behavior: - M.: Prospekt, 2006. - 360 p.

2) Ashirov D.A. Personnel Management. - M.: Prospekt, 2007. – 432 p.

3) Bukhalkov M.I., Personnel management at the enterprise. – M.: Exam, 2005. – 320 p.

4) Vershigora E.E. Management. – M.: INFRA-M, 2003. - 364 p.

5) Vesnin V.R. Management. – M.: Prospekt, 2007. - 512 p.

6) Galenko V.P., Rakhmanov A.I., Strakhova O.A., Management. – St. Petersburg: Peter, 2003. – 229 p.

7) Glukhov V.V. Management. – St. Petersburg: Peter, 2007. – 608 p.

Introduction... 3

The relevance of research. Conflicts are one of the most important phenomena of modern social and political life. Everyone is well aware that human life in society is complex and full of contradictions, which often lead to clashes of interests of both individuals and large and small social groups.

Conflict (from the Latin “confluctus”) means a clash of sides, opinions, forces.

IN entrepreneurial activity conflict resolution, that is, resolving the clash of opposing interests, views and aspirations, has great importance. Serious disagreements between businessmen, sometimes a sharp dispute that arises, leading to a fight - all this can cause undesirable phenomena in entrepreneurial activity.

The confrontation and contradictions between the forces operating in business, especially at its early stage, are determined by the nature of the activity and the circumstances accompanying this activity, spheres of influence and the opposition of opposition forces.

However, a leader or manager has to resolve conflicts not only in a business form, but also in the personal and emotional sphere. When resolving them, other methods are also used, since in them, as a rule, it is difficult to identify the object of disagreement and there is no conflict of interests. How should a manager with a “conflict personality” behave? There is only one way - to “pick up the key”. To do this, the manager needs to try to see in him a friend and the best features (qualities) of his personality, since it is no longer possible to change either the system of his views and values, or his psychological characteristics and features nervous system. If they were unable to “find the key to him,” then there is only one remedy left - to transfer such a person to the category of spontaneous action.

In a conflict situation or when dealing with a difficult person, you should use an approach that is more appropriate to the specific circumstances and in which the manager would feel most comfortable. The best adviser in choosing the optimal approach to conflict resolution is life experience and the desire not to complicate the situation and not bring a person to stress. You can, for example, reach a compromise, adapt to the needs of another person (especially a partner or loved one); persistently pursue the realization of one’s true interests in another aspect; avoid discussing a conflict issue if it is not very important to you; use a collaborative style to satisfy the most important interests of both parties. That's why the best way resolving a conflict situation is a conscious choice of the optimal strategy of behavior, as well as creating mutual trust and cooperation. This can be facilitated by showing trust in the subordinate through a willingness to open up the desire for agreement and mutual understanding, and a reluctance to use the subordinate’s weaknesses and vulnerabilities.

Purpose of the study: to consider the characteristics of a manager’s behavior with subordinates in a conflict situation and conflict management.

Object of study: management activities.

Subject of research: strategies and styles of conflict interaction.

Research objectives:

Explore different approaches on the strategy of conflict interaction;

Study the manager’s behavioral styles in a conflict situation between subordinates;

Analyze relationships in the group for fruitful work.

Research methods: study and analysis of scientific literature on the problem of strategy and styles of conflict interaction.

The practical significance of this work is due to the fact that its materials can be used by managers of various enterprises in resolving and managing conflict situations between subordinates.

Structure of the study: the work consists of an introduction, two chapters, a conclusion and a bibliography.
...

Chapter 1. Theoretical aspects studying conflict interaction... 6

1.1. Ways to resolve conflicts... 6

Chapter 2. Conflict Management... 8

2.1. Causes of conflicts and conflict management... 8

2.2. Structural methods and interpersonal styles of conflict resolution... 12

Conclusion... 18

Based on the analysis of scientific literature, it was revealed that researchers have different points of view regarding the management of conflict situations, strategies and styles of conflict interaction, and methods of conflict resolution. It was put forward that in order to resolve conflict, it is important to have different approaches at your disposal, to be able to use them flexibly, to go beyond the usual patterns and to be sensitive to opportunities and to act and think in new ways. At the same time, you can use conflict as a source of life experience, self-education and self-learning.

It has been proven that every manager must have the ability to effectively resolve disputes and disagreements so that the fabric of social life does not tear with each conflict, but, on the contrary, strengthens due to the growth of the ability to find and develop common interests. The main styles of behavior of a manager in a conflict situation between subordinates include: identifying the parties’ desire to positively resolve the conflict situation; supporting and maintaining balance in the power relations that have developed in a given situation; solving the problem is possible only after a thorough study of the specific complaints and opinions of both parties; providing conditions conducive to the development of openness; ensuring reliable communication.

Conflicts can also be turned into beautiful educational material, if in the future the manager takes the time to remember what led to the conflict and what happened in the conflict situation. Then you can learn more about yourself, about the people involved in the conflict, or about the surrounding circumstances that contributed to the conflict. This knowledge will help you accept correct solution in the future and avoid conflict.

As a result, it was revealed that fruitful work in a group requires cooperation, not competition, between group members. It is very important for a manager to take into account a person’s personal qualities, which always manifest themselves more clearly in an unusual, non-standard environment, which naturally affects interpersonal relationships.
...

Bibliography... 20

1. Albastova L. N. Technologies effective management, 2001.
2. Antsinova D, Ya., Shapilov A. I. Conflictology, 2003.
3. Antsupov A.Y., Shipilov D.I. Conflictology. Textbook. Unity, 2002.
4. Borodkin F.M., Koryak P.M. Attention: Conflict. - Novosibirsk, 2000.
5. Boulanger M. Personnel development at the enterprise, 2001.
6. Vesnin V. R. Fundamentals of management - Moscow 2000.
7. Voikunsky D, I say, we speak: Essays on human communication. - M: Progress, 2003.
8. Gerasimov B. N., Chumak V. G., Yakovleva N. G. Personnel management - Rostov-on-Don, 2004.
9. Karmin A.S. Conflictology. Textbook. - Peter, 2002.
10. N.I. Leonov. Conflicts and conflict behavior. Study methods: Textbook
-2005 year

Price: 10 points

Five methods of conflict resolution are used.

ь Evasion is, in essence, avoiding conflict. This form of behavior is chosen when an individual does not want to defend his rights, cooperate to develop a solution, refrains from expressing his position, and avoids arguing. This style suggests a tendency to avoid responsibility for decisions. This method may be appropriate if the subject of disagreement is not of great value to a person, if the situation can resolve itself, or if there are no conditions for a productive resolution of the conflict, but after some time they will appear. In other cases, in my opinion, this style behavior may lead to increased confrontation.

ь Smoothing - renunciation of one's own interests. The reason for this behavior may be the desire to win the favor of a partner for the future. This kind of consent can be partial and external. It is rational to do this when the subject of disagreement is of less value to a person than the relationship. This behavior often has nothing to do with solving the problem that is the source of the conflict. On the contrary, problems, like emotions, are driven deeper and accumulate in this form, and become a source of conflict in the future, even more destructive. To effectively lead subordinates, this strategy should not be dominant.

ь Coercion is a way of eliminating conflict through the use of power. In this case, the conflicting party is suppressed by the power of the authorities. Coercion is often accompanied by aggressive behavior, ignoring the opinions of others, and indignation of the opposite side. This is an unfavorable and unproductive outcome of the conflict. In a team, when this method is used, management suppresses the initiative of subordinates and can lead to repeated outbreaks due to the deterioration of relationships. Effective in situations that threaten the existence of the organization or prevent it from achieving its goals.

ь Compromise - accepting to a certain extent the point of view of the other side. The search for an acceptable solution is carried out through mutual concessions. The advantage of this outcome is the mutual balance of rights and obligations and the legalization of claims. Compromise relieves tension. In some cases, a bad solution is better than no solution. The ability to compromise in managerial situations is highly valued, as it reduces ill will and allows the conflict to be resolved relatively quickly, but after some time the dysfunctional consequences of a compromise solution may appear, for example, dissatisfaction with “half-hearted solutions.” In addition, the conflict in a slightly modified form may arise again, since the problem that gave rise to it has not been fully resolved.

ь Problem solving is a way to resolve a conflict, which presupposes the willingness of the conflicting parties to acknowledge the existence of different points of view on the problem, familiarize them with them and find solutions that suit both parties. This path conflict resolution is considered optimal. It does not involve achieving one's goals at the expense of others and is aimed at finding ways to solve a problem that suit both parties.

I would also like to mention the Thomas-Kilmann system in which, in addition to the considered methods of resolving the conflict, there is another one - this is competition. Competition is competitive interaction that is not oriented toward obligatory damage to the other party.

He depicted his graphical model of behavioral styles in the following diagram, which was called the Thomas-Kilmann grid.

Thus, the conflict is overcome by various means, and the success of its resolution depends on the nature of the confrontation, the degree of its protractedness, the strategy and tactics of the conflicting parties.

So what actions should a leader take if conflict in the organization is obvious? First of all, reveal this conflict. Correctly assess the situation. Distinguish the external cause from the real cause of the collision. The reason may not be realized by the conflicting parties themselves or may be deliberately hidden by them, but it, like in a mirror, is reflected in the means and actions that everyone uses to achieve their goal. It is necessary to understand how contradictory the interests of the disputants are. For example, no matter how much you want, it is impossible for two departments to work on one computer at the same time. This is a tough conflict where the issue is resolved “either - or”. To neutralize the displeasure of the bypassed, it is necessary to give him the opportunity to win in another. Often interests are more compatible, and through “negotiations” it is possible to find an option that partially satisfies both sides without winners or losers.

If we take as a basis the degree of orientation of the parties to the conflict towards realizing their own interests and taking into account the interests of the other party, then we can distinguish five strategies for conflict interaction.

The strategy of coercion or domination is focused solely on one's own interests. It consists in the desire to force people to accept their point of view at any cost, including open pressure with the use of power. Disadvantages: suppression of the initiative of subordinates, the likelihood that important factors will not be taken into account, since only one point of view is presented. By achieving your goal at any cost, you can win a tactical victory, but lose strategically, since your relationship with your partner will be damaged.

The cooperation strategy is characterized by a high degree of orientation of the participant towards the realization of his own interests and the interests of the partner and is aimed at a productive resolution of the problem for both parties. She recognizes differences of opinion and is willing to explore other positions in order to understand the causes of the conflict and find actions acceptable to all parties. Deep analysis and constructive resolution of conflict require maturity and skill in working with people, as well as a significant investment of time and energy of the leader. It is certainly easier to use a coercive strategy that requires only assertiveness, but this will not promote the atmosphere of sincerity and trust necessary for success.

The compromise strategy corresponds to the average values of orientation and involves a mutual exchange of concessions, partly accepting the point of view of the opposite side in order to find a mutually acceptable solution. The ability to compromise is highly valued among managers, as it allows them to avoid confrontation. But this strategy does not allow either one or the other partner to fully realize themselves. However smart people they will not fight for long - they will come to a compromise today, i.e. will be satisfied with what is available in order to solve the problem completely tomorrow.

The avoidance strategy indicates a rejection of one’s interests and an unwillingness to meet the partner halfway. It manifests itself in abstaining from argument, the desire to move the conversation in a different direction, i.e. get away from the conflict. This strategy is more likely to be characteristic of insecure managers who are afraid to directly discuss the problem. However, it can be justified if there is reason to assume that the subsequent development of events will be favorable for the participant in the conflict, bringing him success without struggle, or will change the balance of power in his favor.

The compliance strategy presupposes a person’s renunciation of his interests and a willingness to meet his partner halfway. It aims to maintain a favorable relationship so that the partner is satisfied. This strategy is considered rational if the subject of disagreement is not so significant for a person to enter into a fight over it with the risk of damaging the relationship with a partner.

It would be wrong to unequivocally evaluate any strategies as ineffective, since each of them in a particular situation may turn out to be the most acceptable. Still, cooperation and compromise should be considered as priority strategies, since they allow one to achieve resolution of a problem or conflict situation while maintaining partnerships.

Avoiding conflict (strategies of avoidance or compliance) can be regarded as an inability to solve one’s problems. At the same time, relations with a partner are maintained or even improved, but at the cost of abandoning their interests or their own position.

The path of dominance, coercion and tough “struggle” has shown its inconsistency at all levels of interaction - from international relations before privacy. Coercion and confrontation can provide a person with a solution to a problem in his own interests, but at the cost of worsening his relationship with his partner.

Thus, abandoning a tough, uncompromising struggle in favor of searching for mutually acceptable solutions is the position that a manager should take in conflict interactions.

Course work

Topic: Behavior management in conflict situations

Introduction

1. Theoretical basis conflict management

1.1 Definition and characteristics of conflict

1.2 Conflict as a process

1.3 Types of conflicts

2. Ways and methods of behavior in conflict situations

2.1 Characteristics of role conflicts

2.2 Styles and strategies of behavior in conflict

2.3 Conflict resolution methods

2.4 Behavior and actions of a leader in conflict situations

Conclusion

An organizational conflict can also arise as a result of poor quality job descriptions (when the requirements for an employee are contradictory, non-specific), ill-conceived distribution of job responsibilities."

Industrial conflicts, as a rule, arise as a result of a low level of labor organization and management. The reasons for this kind of conflict may be obsolete equipment, poor work premises, unreasonable production standards, insufficient awareness of the manager on a particular issue and unqualified management decisions, low qualifications of workers, etc.

In management theory, there are also the following types of conflicts: intrapersonal, interpersonal, between the individual and the group, and intergroup.

There are other forms of intrapersonal conflict. For example, it may arise in a situation where a goal or methods of achieving it conflict with the values or certain moral principles of an individual. In this case, achieving a goal and satisfying a significant need is accompanied by negative experiences and remorse. In general, with an intrapersonal conflict, a person is characterized by mental tension, emotional dissatisfaction, split personality (struggle of motives), etc. The painful emotional state experienced and irritability form the basis for an emotional explosion, the cause of which can be any trifle. Intrapersonal conflict is often a precursor to interpersonal conflict.

Interpersonal conflict is the most common. The reasons for it are varied and can have a production or organizational basis or be purely psychological. In production, this is the struggle of managers for limited resources, labor, work time, project approval, etc.

a) if the team has reached a high level of development, and the newly appointed manager does not correspond to this level;

c) if the management style and methods of the new manager differ sharply from the working methods of the previous manager.

“Intergroup conflict can have a very detrimental effect on the results of an organization’s activities and cause great damage to the company, since this conflict involves representatives of structural units, departments, managers at different levels, creative groups, etc. These opposing groups can consist of a significant number of people and activities organizations may be paralyzed as a result of the conflict."

A striking example of intergroup conflict is the conflict between a trade union and the administration.

The question of the causes of the conflict is one of the important and complex ones, because often the main cause of the conflict is layered with secondary and secondary ones, and it is not easy to understand the problem.

The main types of intrapersonal conflict: motivational, moral, conflict of unfulfilled desire, role, adaptation and conflict of inadequate self-esteem.

To summarize, we can say that in communicating with people and in business contacts, hidden or overt conflicts may arise due to a lack of understanding of the true motives of behavior. In contacts with people it is necessary to show tolerance and restraint. Very often the motives for behavior are not at all what can be attributed. Arrogance and arrogance can hide timidity, shyness, and vulnerability. Fear and anxiety can masquerade as anger and anger. A bad mood can be explained by fatigue. If a conflict arises in a team, you should not walk away from it. It is very important to be able not to transform a conflict situation into a conflict, since the impact of force is usually associated with emotional experiences. If the conflict situation has already developed into a conflict, then it is very important to work with the emotional mood of the participants. The ability to resolve conflicts depends on the ability to transform the mutual understanding of participants from enemies to partners. The inability to defuse a conflict situation, to understand mistakes and miscalculations can cause constant tension. It must be remembered that conflict must be skillfully managed before it becomes so strong that it acquires destructive properties. The main reason for conflict is that people depend on each other, everyone needs sympathy and understanding, location and support of the other, they need someone to share their beliefs. Conflict is a signal that something wrong has happened in communications between people or some significant disagreements have arisen. Many people do not have special conflict management skills; they need guidance and appropriate practice. As basic recommendations regarding behavior in conflict conditions, we can point to the following guidelines:

Inner peace. This is a principle of attitude towards life that does not exclude a person’s energy and activity. On the contrary, it allows you to become even more active, to react sensitively to the slightest nuances of events and problems, without losing composure even at critical moments. Inner peace is a kind of protection from all unpleasant life situations; it allows a person to choose the appropriate form of behavior;

Emotional maturity and stability are essentially the ability and readiness to act worthy in any life situations;

Preparedness for any surprises, the absence (or restraint) of a biased line of behavior allows you to quickly adapt, respond in a timely and adequate manner to changing situations;

The desire to go beyond the problematic situation. As a rule, all “unsolvable” situations are ultimately solvable; there are no hopeless situations;

The desire to understand others, their thoughts and actions. In some cases this means coming to terms with them, in others it means correctly determining your line of behavior. Many misunderstandings in everyday life happen only because not all people are able or do not give themselves the trouble to consciously put themselves in the place of others. The ability to understand (even without accepting) an opposing point of view helps to predict people's behavior in a given situation;

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Strategies for leader behavior during conflict. Describe the main strategies for a manager’s behavior in conflict situations