Abstract
The article discusses the possibility of determining and reducing the level of conflict of the team. The aim of the work is to highlight the appropriate tools and the main directions of reducing the level of conflict of the team. The subject of the study is the behavior of the organization’s employees in a conflict situation, the object is JSC “DOM.RF” it is a Russian organization specializing in the provision of banking services. The study is based on the use of the methods of K. Thomas and R. Kilmann to determine the level of conflict of personality. On its basis had obtained the distribution of employees of one of the structural divisions of the organization according to such styles of behavior in a conflict as confrontation, cooperation, compromise, evasion and adaptation. The obtained results made it possible to propose integral indicators for assessing the level of conflict and team coordination. Their value for the examined organization’s structural subdivision indicates the dominance of employees who shows unconstructive behavioural patterns in conflict situation preventing this situation being solved. Taking to account the specifics of the activities of the examined staff the results are quite acceptable but suggest mandatory prevention of the increase of conflict of the examined team. Among the main directions of reducing the level of conflict of the team is proposed: identifying the level of conflict of employees according to the Thomas- Kilmann methodology, determining the levels of conflict and coordination of the team; using of psychological diagnosis of personality conflict during hiring for a vacant position; conducting psychological trainings for employees of a structural unit or organization as a whole with the aim to manage their behavior in a conflict situation.
Highlights
Shepilov defines conflict as follows: “Conflict is understood as the most acute way to resolve significant contradictions that arise in the process of interaction, which consists in counteracting the subjects of conflict and usually accompanied by negative emotions. From this definition it is obvious that the presence of only one condition, that is opposition or negative feelings does not constitute a classic conflict situation
Analysis of behavior in conflict situations was considered for the experts of the contact center of JSC «DOM.RF»
670 people work in the Unified Service Center (USC); it is planned to create about 1,200 jobs
Summary
Effective management of any organization depends on many external and internal factors. The authors of the fundamental work on conflictology A.Ya. Antsupov and A.I. Shepilov defines conflict as follows: “Conflict is understood as the most acute way to resolve significant contradictions that arise in the process of interaction, which consists in counteracting the subjects of conflict and usually accompanied by negative emotions. Shepilov defines conflict as follows: “Conflict is understood as the most acute way to resolve significant contradictions that arise in the process of interaction, which consists in counteracting the subjects of conflict and usually accompanied by negative emotions From this definition it is obvious that the presence of only one condition, that is opposition or negative feelings does not constitute a classic conflict situation. The authors attribute this type of situation to pre-conflict. The most controversial in this definition is whether in the conflict is included the focus on its removal as a way to resolve contradictions [3]
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