Compromise breeds mediocrity. Whatever the issue is discussed in the group, the vote is rarely unanimous. If the difference of opinion is very large, then a compromise solution that suits everyone will be characterized by the lowest coefficient of agreement in the group.
However, already at this meeting, two approaches to the problem of setting prices emerged: conservative (which was supported by Saudi Arabia, which proposed raising prices to $ 7.5 per barrel) and radical (which was supported by Iran, which offered to raise prices to $ 14 per barrel). ... As a result of heated debate, a compromise solution was reached, according to which the price of the benchmark oil was raised from 5.12 to 11.65 dollars per barrel. The government's share in the price was increased from 3.05 to
INTERMEDIARY - a person (organization) with the direct participation or under whose leadership the negotiations are conducted. P.'s role may be different depending on the stage of development of negotiations. At the first (preparatory stage), P. may not participate at all, since a package of proposals by each of the parties is being developed. At the second stage (initial choice of position) P. begins to play an active role, clearly formulates the purpose of the meeting, determines the factors of deterring the parties, and procedural issues. At the third stage (search for solutions), the role of P. becomes even greater and consists in organizing competent negotiations, creating a favorable atmosphere for developing a significant number of alternative proposals, choosing the main direction of discussion, which in the future may lead to an agreement. At the fourth stage (completion of negotiations), P. takes the parties out of deadlocks, formulates a compromise solution.
The closer the performance is to ideal, the better the inspection plan for the reliability of 100% separation of good and defective lots. However, at the same time, the sample size grows, i.e. control cost. Therefore, we have to look for a compromise solution. It must satisfy L (qi, n, c) - 1- a
The establishment of a tariff for housing and communal services should begin with an analysis of the conditions of the enterprise and the determination of the components of this tariff. Then, when approving the tariff, it is necessary to take into account the analysis of the entire set of prices for work related to the provision of this service. Such an integrated approach will allow for the fullest consideration of the interests of all business entities involved in the production of housing and communal services. At the same time, the tariff should be formulated in such a way that it represents a compromise solution between the financial needs of utilities and the ability of consumers to provide effective demand. To fulfill these conditions, according to the authors, the tariff should consist of three parts of the constant, corresponding to the amount of coverage and paid regardless of the volume of consumption of the normative variable - payment is made co-
In this regard, the state legislatively establishes the procedure for paying for compulsory certification. The principles of payment for work on mandatory certification in the GOST R Certification System allow finding a compromise solution that can satisfy all participants.
Thus, a completely rational decision from the point of view of the TM division is not justified for the entire HTM pi company, since it requires an additional £ 90 each. in an hour. The essence of the contradiction is quite obvious. In such a situation, the administration of the company may oblige the TM division to accept the offer of the QC or demand from the QC division to reduce the price to £ 120, or find some compromise solution. Regardless of what decision is made, the autonomy of the units in solving such problems will be limited, since either one of the units, or both, will immediately have to take actions that do not meet their private interests. Such disagreements can be detrimental to the entire organization, therefore, when assessing the performance of departments, approaches that are less focused on profit than indicators of KOCE and RI should be used.
However, integration in the field of mutual trade in industrial and agricultural goods weakened the national state regulation of the economy. There is a need to create supranational compensating mechanisms. In this regard, the EU countries adopted in 1971 a program for the phased creation of an economic and monetary union by 1980. When developing its project, the positions of monetarists (led by France) clashed, who believed that first it was necessary to create a monetary union based on fixed exchange rates. and economists (mainly representatives of the Federal Republic of Germany), who proposed starting with the formation of an economic union and preferred a floating exchange rate regime. This dispute ended with a compromise decision of the EU heads of government in 1969 in The Hague on the parallel creation of an economic and monetary union. Werner's phased plan, adopted on March 22, 1971 by the EU Council of Ministers, was designed for 10 years (1971-1980).
Compromise solutions to overcome contradictions (principle of consent).
In all states with a federal structure, there are three main problems that require compromise decisions between representatives of different levels of government in the field of finance.
Therefore, it would be advisable to move to the establishment of the marginal rate of the tax burden for taxpayers in various fields of activity to make compromise decisions on the composition of the main taxes at the level of the Federation, constituent entities of the Federation, municipalities to provide the constituent entities of the Federation with an opportunity to introduce their own taxes and be independently responsible for tax collection.
In the second case, we are talking about the following. Any enterprise needs cash to carry out its current activities. The amount of funds required is difficult to predict in advance. Cash in this case is equivalent to ordinary production inventories - on the one hand, too much of it leads to indirect losses, more precisely, to non-receipt of income, since money does not work on the other hand, the lack of money at the right time can have very sad consequences in the form of fines sanctions, suspension of the supply of raw materials, etc. Therefore, traditionally, part of the financial resources required to support current activities are held directly in the form of cash, and the other part is converted into marketable securities. In this way, a compromise solution is found. Money is available securities bring current income if a shortage of funds is felt and predicted, a part of short-term securities is quickly sold on the market. There are no unified algorithms for assessing the effectiveness of the expediency of short-term financial investments as a safety stock of funds. Any calculations are subjective, therefore the optimal amount of short-term financial investments is determined using expert assessments.
If we disregard the actuarial balance, then in terms of inventory and books, it can be noted that the bookkeeping has developed a compromise solution. In practice, all (without emphasizing this in words) proceed from the second interpretation, and the balances are compiled according to the data of the General Ledger accounts, but in theory, without explicitly recognizing the inventory balance, proceed from it. This is implemented so that the book (accounting) balance is compiled, but it is believed that the data of the annual balance should be corrected by the data of the inventory sheets. Thus, the inventory balance is interpreted as a clarification of the book balance. In fact, it is the theory of inventory (static) balance that underlies the idea of \u200b\u200ban accounting balance.
A method based on calculating the arithmetic mean, or simply the average, is usually considered the most acceptable. It is obvious, just add up the available values \u200b\u200band divide the amount by their number. Everything is simple, including the processing of the frequency tables data. However, despite all this simplicity, this method is often the least adequate. Consider the distribution of wages in Fig. 1.17. This chart illustrates the typical income distribution of all employees in a large organization. This is a positively skewed distribution, with large deviations on the right side of the diagram. The income of the bulk of workers is presented on the left side of the diagram. Only a few employees have incomes shown at the top of the chart. It is these few workers who distort the mean value, and the average value obtained by calculating the arithmetic mean exceeds an acceptably representative value. The mode value corresponds to the maximum value of the frequencies presented in the distribution. With this form of distribution, this value is in the area of \u200b\u200bthe lower values \u200b\u200bof wages and therefore is also not completely representative. The median value, as a central value, acts as a trade-off and is often considered the best indicator. In fig. 1.17 presents the mean, mode and median values. These three metrics will only be consistent with each other if the data distribution is symmetrical. If the distribution is negatively skewed, then the sequence of values \u200b\u200bis reversed. So, the average will be the smallest value, and the mode will be the largest. In fig. 1.18 presents three types of distribution with the corresponding indicators of the three means. The figures simply represent the shape of each distribution. Thus, the curves drawn outline the contours of the corresponding histogram. For example, in Fig. 1.18 (i) depicts a shape representing the same distribution as we see in Fig. 1.17.
If all else fails, the invoice can be transferred to the collection agency. Payment for the services of such an institution is quite significant - often half of the receivables, but this method may be the only alternative, especially for small accounts. Direct legal action is costly, sometimes does not achieve the ultimate goal and can only force the debtor to admit his inability to pay the bill. When a payment cannot be collected, a higher collection rate can provide a compromise solution.
The constructive side is more pronounced when the level of conflict is sufficient to motivate people. Usually such conflicts arise on the basis of differences in goals, objectively determined by the nature of the work performed. The development of such a conflict is accompanied by a more active exchange of information, coordination of various positions and a desire to understand each other. During the discussion of the differences that cannot be ignored, but also cannot be combined in their existing form, a compromise solution is developed based on a creative and innovative approach to the problem. This decision leads to more efficient work in the organization. So, for example, different perceptions of a new product by engineers, production workers and marketers, based on their professional approach, usually allows better consideration of both its consumer properties and the capabilities of the organization. The presence of positive properties in a conflict is often the reason that such conflicts are artificially built into the structure of the organization in order to obtain the desired positive effect. So, the endorsement of documents in different services and departments is one of such cases.
In a compromise solution, agreement is achieved due to the fact that after a failed attempt to come to an agreement with each other, taking into account new considerations, they partially deviate from their requirements (they refuse something, put forward new proposals).
To get closer to the partner's position, it is necessary to mentally anticipate the possible consequences of a compromise decision for the implementation of one's own interests (forecasting the degree of risk) and critically assess the permissible limits of the assignment.
It may happen that the proposed compromise solution exceeds your competence. In the interest of maintaining contact with your partner, you can agree to a so-called conditional agreement (for example, refer to the principled consent of a competent manager).
Business customs. In the United States, companies operate in a competitive environment, while Japanese companies try to avoid confrontation. American companies believe that competition is okay and that creativity is a direct result. Japanese companies try to avoid discord. They will collectively, rather than individually, make compromise decisions in any way, without showing emotion, in order to maintain peace and harmony. Unlike Americans, the Japanese do business in a very individual way. It is customary in Japan to establish a relationship of trust, which can take several years. In turn, American businessmen will trust other businessmen until proven otherwise - these people cannot be trusted. When dealing with strangers, Japanese people feel uncomfortable. This is why it is important for them to establish personal relationships and trust the people with whom they deal. On the other hand, Americans do not have problems communicating with strangers, since business relationships are not long-term. They exist only as long as the parties conduct a joint business.
The managers are also responsible for evaluating the work of employees, determining the necessary remuneration for the final results of the work, organizing and monitoring the activities of target groups and work teams, resolving conflict situations and developing compromise solutions, etc.
As already noted, in case of disagreements on the draft budget between the chambers of parliament, the legislation of most countries provides for the possibility of forming conciliation commissions designed to develop a compromise solution on the draft budget.
The problem of choosing the boundary options for the operation of technological units is studied in detail in the work. Here, a compromise solution is proposed, taking into account the peculiarities of oil and oil products processing at specific
Privatization can take place in different ways for free - through the free transfer of enterprises into the ownership of labor collectives and through the division of property among all citizens of the country on a paid basis - through the sale of state property. Since neither the paid nor the free privatization option has an undeniable advantage, Russia has made a compromise decision - to transfer part of the property to citizens free of charge, based on the principle of social equality, and the rest for a certain fee. At the same time, the cost of privatized property free of charge must be credited in a certain amount to the so-called personal privatization accounts (checks) of citizens. The amount annually transferred by the state to the privatization account of a citizen is set by the state privatization program. This amount is not handed over to the owner, and interest is not charged on it. The contribution is used only for the acquisition of privatized property of state enterprises.
The compromise decisions made led to such obvious - from an economic point of view - shortcomings of the privatization model that was being implemented, such as the method of assessing property not at market value (however, who could have known it then), but by the residual value, ignoring the problem of attracting investments during the privatization of enterprises, which means , restructuring, restructuring of production in a new, market way. There were discussions about how to deal with the social infrastructure of enterprises (housing, clubs, clinics, etc.), how to ensure the demonopolization of production and at the same time preserve the existing technological chains ...
At the same time, it was necessary to find the optimal organizational structure of the trust. The essence of the problem is to find a compromise between two opposing requirements for building a structure. The first requirement is to set up construction and installation departments to carry out the entire range of pipeline construction work. The second requirement is to maintain highly specialized departments. Complexity leads to a decrease in losses at the joints of work, therefore, it should ensure the efficient use of resources with the minimum construction time of objects. On the other hand, deep specialization creates favorable opportunities for maintaining a high degree of readiness of special technical means, ample opportunities for maneuvering with special technical means, as well as specialists in order to increase the highly efficient use of resources, and, finally, favorable conditions for the widespread introduction of technical advances in a narrow area. Optimum involves some compromise between these requirements. But in order to choose such a compromise solution, it is important to carefully weigh the advantages and disadvantages of both paths.
In some textbooks, the idea is held that the flow method allows, due to continuous and uniform work, not only to ensure high-performance use of work teams and equipment, but also to minimize the duration of the construction cycle. In fact, it is impossible to fully satisfy two conflicting goals. You can only find some kind of compromise solution based on comparing the importance of these goals. So, when constructing objects of great national economic importance, it is sometimes more profitable to have an excess of construction resources in order to prevent or reduce the downtime of the work front. In this case, the flow is traced in the provision of a work front, while construction crews form a queue waiting for the work front.
Goals and contradictions. Comparing the three plans, it should be concluded that the goals of the ideal income maintenance plan contradict each other and require a compromise solution. First, the plan must be effective and lift families out of poverty. Second, it must provide sufficient incentives to work. Third, the costs of this plan must be reasonable. Tab. 34-4 shows that these three objectives contradict each other and compromises or concessions are needed.
A supporter of raising reference prices and reaching a compromise between oil companies and the OPEC countries was, for example, the influential US State Department official J. Aikins, who actually coordinated relations between the government and oil companies during the preparation of the negotiations. He believed, not without reason, that in the event of an uncompromising approach of companies to negotiations with OPEC, firstly, there would be a danger of radicalization of this organization and strengthening of the positions of those states in it that advocate the nationalization of the oil industry, and, secondly, it would be placed under the threat to the general stability of the oil supply system of the West, and this will lead to the fact that for a long period the capitalist energy sector will remain hostage to endless conflicts between oil monopolies and producing countries. Finally, if the American oil companies did not join the efforts to find a compromise solution to the conflict with OPEC, then there could be a real threat of undermining their almost monopoly control over the oil supply system of the capitalist world and promoting oil companies from Western European countries and Japan to the leading positions here.
Legislators of that time tried to find a compromise solution, in particular, to establish general accounting rules affecting the amount of profit (even then they realized that the financial result is created not only by entrepreneurs, but also by accountants, because it is not so important what to count, how much is how to count ), and not interfere with the reporting form. It was only stipulated (Art. 606 of the Commercial Charter) that the balance should be drawn up annually and, in any case, no more than 18 months in advance (Art. 614), and under Art. 55, paragraph 1 of the instruction of May 11, 1899 - annually for the period from January 1 to December 31, unless otherwise specified in the charter of the enterprise.
The Vili-Maken Consulting Group is headquartered in London and has branches in Bonn and Milan. The group advises and advises on various financial issues, in particular on investment, taxation, insurance and wages, and also prepares legal documents for financial activities. A common challenge faced by clients is to evaluate the investment portfolio in order to maximize the potential return while minimizing the associated risks. These two goals are often incompatible, and therefore it is necessary to find a compromise solution, as well as agree with the client, based on the wishes of the latter regarding the level of risk. Simple tasks might involve analyzing a small number of stock investment options. The client needs advice on whether to invest in certain stocks, and if so, how much. For each stock, information is available, in particular the probable annual return (based on the current price) and the risk of losses (in terms of probability). Perhaps the client has already decided for himself what shares and how much to invest. In any case, Vili-Maken will advise on how many and what shares to buy in order to maximize the achievement of the chosen goal. Linear programming can be used to solve such optimization problems.
According to Art. 110 of the Basic Law of the Federal Republic of Germany, the draft budget is submitted simultaneously to both chambers of the German parliament. The Bundesrat makes its decision on the draft budget within six weeks, and in cases of submission of proposals to the draft budget - within three weeks. The Bundesrat's proposals are being examined by the Bundestag. In case of disagreement, a conciliation commission is formed. Further, the draft budget is again sent to the Bundesrat after its approval by the Bundestag in the third reading. If disagreements persist, the conciliation commission is called upon to develop a compromise solution. If the Bundesrat lodges a protest against the draft budget of the legislative environment and taxation conditions in which the corporation is located, prepared by the conciliation commission.
Firms' finance directors must balance the costs that might arise if the firm falls into financial distress with the tax savings associated with higher levels of debt financing. To illustrate the trade-off, consider again the Nodett orporation firm.
Probably, these difficulties can explain the situation that in most of the existing methods for assessing the quality of certain types of products, very approximate formulas are used that poorly reflect the main laws of the quality assessment process. Analyzing a similar approach. E. S. Wentzel writes Here we meet with a fairly widespread method - with the transfer of arbitrariness\u003e in one instance to another. Indeed, a simple choice of a compromise solution based on a mental comparison of its merits and demerits often seems to us not scientific enough, too arbitrary. And, at the same time, the choice of a solution based on some formula - albeit just as arbitrary - impresses somehow more.
Differentiation of machines by types and sizes in accordance with their purpose is due to the impossibility of best meeting all requirements in one design. For example, in order to successfully carry out the transportation of goods with proper safety at the lowest cost, the wagon fleet of railways must contain not only covered wagons, but also open wagons, platforms, tanks, isothermal wagons and other special types of wagons for certain types of cargo. The difference in requirements for engines has led to the creation of specialized types of them, each of which has its own advantages and disadvantages, and depending on the operating conditions, one or another type of engine turns out to be the most effective. Specialization of machines for their intended purpose allows the designer to meet all basic operational requirements. Nevertheless, this still does not relieve him of the need to accept in the design process the Economic and Mathematical Dictionary, Edition 5 (2003) - [c.357]
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Sanitary and hygienic conditions
6 Economic factors (delayed payment, imperfect bonus system)
Subjective reasons are associated with the personality of both the leader himself and the employees.
Erroneous actions of leaders, leading to conflicts, can be grouped in three directions:
1 Violation of official ethics: rudeness, arrogance, disrespectful attitude towards subordinates, imposing one's opinion, failure to fulfill promises, intolerance of criticism, inability to criticize correctly.
2 Violation of labor laws
3Infair assessment of labor results
An unfair assessment of employees and the results of their work is often encountered, which means that the manager does not know how to motivate.
It is unacceptable to deliberately underestimate the merits of a subordinate because of the fear that he will take the place of a leader. You should not use the method of indiscriminate criticism in work with a team. Indiscriminate criticism is always incorrect, offensive, etc. In addition, the defendants can rally against the leader. Open conflict - a conflict when its motives are clear and the opposing sides do not hide it. Hidden conflict - a conflict, the motive of which is carefully masked.
At the stage of a conflict situation, the “Council” methodology is appropriate; the leader must evaluate the position of each employee in relation to the problem and the leader can assemble a meeting.
The rules for such a meeting:
The leader's position must be objective and neutral
Leader should never speak first
Sharing views should start with less reputable employees
All employees should be given the opportunity to speak at the same time
The most important thing for a leader is not to get involved in a conflict, not to take sides
If the conflict has passed into an extended stage, then usually the manager is either fired or transferred to a new place of work.
At the stage general conflict neither the program nor the personal example of the leader is in effect.
There are strategies for human behavior in conflict situations:
1Applicable for low assertiveness and cooperation. The characteristic of this position: the source of disagreement is insignificant, it takes time to understand the situation, to weaken the tension in the group. The employees themselves can resolve the conflict, the manager does not get involved.
2Application for high assertiveness. The goal of behavior with such a strategy is to insist on one's own path of open struggle. Feature: quick action required.
3Applicable for high cooperativity and low assertiveness. Purpose: maintaining a favorable relationship. Characteristic: the subject of disagreement is more significant for the opponent than for you.
4Applicable for medium cooperation and assertiveness. Purpose: The desire to resolve differences through the exchange of mutual concessions.
Topic: "Constructive conflict resolution".
- Forms and criteria for the end of the conflict.
- Conditions and factors for constructive resolution of the conflict.
- Strategies and methods of conflict resolution.
1) The general concept that describes the end of the conflict is the concept ending the conflict, i.e. termination of its existence in any form.
Other concepts are used that characterize the essence of the process of ending the conflict:
1Attenuation- temporary cessation of opposition
Attenuation reasons:
Depleting the resources of both sides
Loss of motivation to fight
Reorienting motive
2 Overcoming
3 suppression
4 Blanking
5Self-resolution - activity of both parties
6Settlement - a third party is involved
7Elimination- impact on the conflict as a result of which its main components are eliminated.
Remedies:
Removing one opponent from the conflict
Exclusion of interaction of opponents for a long time
Eliminating an object
Escalating into another conflict
8 Settlement
The main forms of ending the conflict:
The outcome of the conflict can be: suspension of the conflict, victory of one of the participants, division of the object of the conflict, agreement on the rules for sharing the object, compensation to one of the parties for the possession of the object.
The main criterion for the sparseness of the conflict is the satisfaction of both parties.
2)Conditions:
Termination of conflict interaction
Finding close or even common points of contact
Reducing the intensity of negative emotions
Eliminating the image of the enemy
Objective view of the problem
Accounting for each other's statuses
Choosing the optimal resolution strategy. Factors:
2Providing third parties
3 Timeliness
4Balance of power
6Relationships
3) Conflict resolution - multi-stage process:
1Analytical stage- collection and assessment of information on the following issues:
Object of conflict
Opponent
Own position
Reasons and reason
Social environment
2Predicting solution option:
Most favorable
Least favorable
What happens if you stop acting
3 Actions to implement the planned plan
4Correction of the plan
5 Monitoring the effectiveness of actions
6 Assessment of the results of the conflict
The strategy contains the most general guidelines and guidelines for the outcome of the conflict. Reduced to 4 options:
1One way win
2 One-sided loss
3 Mutual loss
4 Mutual winnings
Attitudes and guidelines are formed in the subjects of interaction based on the analysis of the balance of interests, forces and means. It is important to take into account the factors influencing the analysis:
1 Personal qualities of the conflicting person (thinking, character, temperament)
2Information that the subject has about himself and the enemy.
3 Other subjects of social interaction (support group)
It is most likely to use a compromise as a step towards meeting, which is made by at least one side in order to resolve the conflict. The compromise is based on the technology of concessions, rapprochement or bargaining.
Disadvantages of Compromise:
1 Truncated agreements
2 Soil for gimmicks
3 Deteriorating relationships
The most effective method for complete conflict resolution is cooperation. It boils down to this:
1Separating people from the problem
2Attention to interests, not positions
3Provide mutually beneficial options
4Use objective criteria
Five styles of conflict behavior:
1Evasion
2Gadget
3Confonation
4Cooperation
5Compromise
Conflict warning:
1Psychoanalysis
2Cognitive theories
3Rogers Therapy
4Geshalt therapy
5 Frankl's Existential Therapy
6 Behavioral Therapy (Revised Behaviorism)
Topic: "Cooperation in overcoming conflicts."
- The role of the team in overcoming conflicts.
- Communication in a team.
1) The attitude of a person to business, his interest in the results of his work, his characteristic reaction to public initiatives, these are the psychological and social aspects of the activities of labor collectives, which are crucial for the successful functioning of the organization as a whole.
Under labor collective the community of people belonging to one structural unit, connected by joint activities and solving one production problem is understood. Team- the highest form of a social group in which 2 components:
1Material (people)
2Spiritual (experiences of people, feelings, direction)
A social group acquires the right to be called a collective, provided that it has a number of characteristics, including a socially useful goal, cohesion, and the presence of governing bodies. The developed team is a self-governing and self-regulating system.
The spiritual side of the life of the work collective make up his ideology (a set of ideas and views) and psychology (certain socio-psychological phenomena).
Among the latter stand out:
1Social and psychological factors (mutual assessments, requirements, authority)
2 Public opinions (collective views, attitudes, judgments)
3 Social feelings and collective moods (collective habits, customs)
There are three areas of relationship in the team:
1Professional (labor) - the relationship between employees. Includes: subordinate relations (senior - junior, manager - subordinate), coordination, and in some cases a person - a technique.
2Social and political
3Life activity
Since the team unites people with different personal characteristics, one has to deal with the so-called conflicting personalities. Knowledge of the behavior of such people, their timely identification in the team, are part of the measures to prevent a conflict situation.
Communication in the work collective - a complex process that runs from establishing contacts to developing interaction. It is based on the joint labor activity of people, the need to coordinate and correlate the actions of employees, the relationship and interdependence that arise in the team.
Accordingly, the main function that communication performs in a team is to organize joint activities of people with a common goal, to orient them towards achieving a common end result.
In the process of joint activities, various kinds of contacts and interactions that arise between people, there is a constant formation of ideas about each other, images of each other are formed.
The more developed the team, the more decisive role business relations play in it. Business relations include authority, status, and ranks.
In life and business, they often need compromise solutionsas a method for solving problems with the least loss. How appropriate are they?
But if personal relationships are strongly influenced by emotions and therefore the reason for compromises is clear here, then for business most emotions are alien, and therefore the nature of such decisions is not entirely clear.
At the moment, there are two opposing camps of entrepreneurs, whose opinions on this issue are radically different.
The former believe that business needs compromise solutions, for which a model of business coexistence is given as an example:.
This is a kind of strategy of competitive behavior, in which business entities one day realize the profitability or inevitability of cooperation with competitors.
Thus choosing a bad world instead of a good war. But compromise solutions do not imply partnership, solidarity. This is pure concession to part of their interests.
Here, a solution is sought that more or less suits all the contracting parties, but at the same time none of the parties to the agreement gets the maximum benefit.
There is certainly a benefit here. , if they are in good faith, are within the framework of a binding agreement. But this connection also deprives all participants of the freedom of business action.
Indeed, in order to achieve a solution that suits all parties, it is necessary to sacrifice part of your interests, which intersect with the interests of competitors.
In this way, compromise solutions more beneficial to weak players who cannot withstand the heat of the confrontation. If he is firmly on his feet, including in the material issue, then a compromise should be the exception for him rather than the rule.
Opponents of the positivity of trade-offs believe that this phenomenon is generally detrimental to business.
First of all, compromise solutions often they only create the appearance of a truce, while its participants continue to wage war, but not openly, but using partisan methods.
Second, the problems “resolvable” through a compromise are simply postponed indefinitely. And businessmen in relation to situations covered by a compromise act like dogs in the manger: neither to me, nor to people.
Third, entrepreneurs who are accustomed to working on compromise terms get used to half-measures and cannot reach their full potential.
After all, they are always restrained by the fear of violating the boundary of a compromise solution: to step over the drawn line of competitive interests.
According to this group of entrepreneurs, business compromise is more of a time bomb than a really correct way out of the current situation.
Both those and other businessmen are right in their own way, because a compromise should not be taken as a mandatory decision in all possible situations.
Considering initially the difference in the interests of competitors and even sometimes partners, it is impossible to come to them without losing part of their positions.
And to achieve the greatest success in business, you must definitely surpass your competitors.
If you agree to a compromise with your opponents, then you will save something on the competition, but you will lose on the loss of the opportunity to develop normally further.
You will be constantly restrained by the burden of a compromise solution. Therefore, such a result can be summed up only in completely hopeless situations, when it is already clearly evident that no other has been given.
If compromise solutions are required in relations with your partners, then you need to weigh well in advance all the "cons" and "pros". You may lose much less if you end your relationship with them.
Extra-legal methods of conflict resolution in the management system of an organization (enterprise, firm, company)
Management activities include, by definition, purposefully affects the object and subject of management. However, it is impossible to absolutize the capabilities of a manager, since the uncertainty factor acts to a greater extent in society than in other areas.
More than 85% of conflicts in the management system are resolved by extra-legal methods.
There are a number of points of view on methods of dealing with conflict. There are simplified visions of methods when everything comes down to three types:
- avoiding conflict;
- suppression of conflict;
- conflict management.
There are detailed descriptions of the methods used.
Generally conflict resolution methods are divided into two groups: strategic and tactical.
Strategic methods - are used by managers as a basis for the development of the organization, to prevent dysfunctional conflicts in general:
- planning of social development;
- awareness of employees about the goals and everyday efficiency of the organization;
- using clear instructions with specific requirements for the work of each member of the organization;
- organization of material and moral remuneration for the work of the most productive employees;
- the presence of a simple and understandable understanding of each payroll system;
- adequate perception of non-constructive behavior of both individual workers and social groups.
Tactical methods exhaustively fit into the scheme proposed by K. Thomas, which assumes two basic tactics:
- rivalry,
- adaptation
and three derivative tactics:
- evasion,
- compromise,
- cooperation.
Almost all of the methods used to resolve the conflict fit into this seemingly simple scheme.
Legal ways to resolve conflicts
Legal conflict - any conflict in which the dispute is somehow connected with the legal relations of the parties (their legal rights and obligations), and the conflict itself entails legal consequences.
All labor conflicts, many family, industrial, domestic, and ethnic conflicts are legal in nature.
It can be argued that not every conflict is legal, but almost everyone can end with a legal procedure.
Legal resolution of conflicts has four common features:- The conflict is considered and resolved by a body authorized by the state (court, arbitration, traffic police);
- The body resolving the conflict acts on the basis of the rule of law.
Conflict management techniques
Consider the existing in practice varieties of conflict management methods.
1. Avoiding conflict is the most popular management method
The essence of this method of conflict management: the group seeks to avoid conflict by leaving the "stage" economically, physically or psychologically. Its advantage: this kind of decision is made very quickly.
The method is used when this conflict is unnecessary, when it does not fit the situation in the organization.
Indication for its use - very high cost of potential conflict costs.
Reasons for using this method:- the triviality of the problem underlying the conflict;
- pressure from more important circumstances;
- cooling of inflamed passions;
- collecting additional information and avoiding making an immediate decision;
- more effective potential on the other side, capable of resolving the conflict;
- a situation when the topic of the conflict only indirectly affects the essence of the problem or when it points to other and deeper reasons;
- fear of the opposite side;
- unfortunate time of impending conflict.
- most often the existence of the problem of the conflict in general is denied, in the hope that the problem will disappear by itself;
- delay in solving the problem;
- the use of delayed procedures for suppression;
- using secrecy to avoid conflict;
- referring to existing bureaucratic and legal norms as the basis for conflict resolution.
- the importance of the problem (then avoidance is like "ostrich" behavior);
- the prospects for the long existence of the foundations of this conflict, since the method is applicable only for a relatively short time;
- when the loss of time in the long term leads to a loss of initiative and high costs.
It is believed that the result of the conflict in this control method fits into a win-lose pattern.
2. The method of inaction - a variation of the method of "avoiding conflict"
The essence of this method of conflict management: no actions and calculations are performed at all.
This method justified in conditions of complete uncertainty, when it is impossible to calculate the options for the development of events.
The consequences of this method are unpredictable, although a turn of events beneficial to the administration or the social group may occur.
3. Method of concessions and accommodation
The administration is making concessions by reducing its own claims.
This method is used in cases of conflict resolution:- when the administration reveals that it is wrong and when it is more useful for it to listen to the proposals of the opposite side, to show its reasonableness;
- when the subject of the collision is more important for the other side, and not for you (you should satisfy the requests of the other side in the name of future cooperation);
- when the strategic potential is formed for future disputes;
- when there is a clear superiority of the other side and you lose to her;
- when stability is most important;
- when, as a result of resolving the conflict by this method, the managerial qualifications of subordinates are increased and their own mistakes are studied.
The most likely outcome of the method is “lose-win”.
4. Smoothing method
This method of conflict resolution is used in organizations focused on collective methods of interaction, as well as in countries of traditional collectivism.
The method is shown in cases of insignificant divergence of interests in the conditions of habitual patterns of behavior of people in a team.
The method is based on highlighting common interests when differences are minimized, and the general outline is emphasized: "We are one friendly team and you should not rock the boat."
The likely result of using this method assumes the presence of two options: "win-lose", "win-win".
5. Method of hidden actions
This method of conflict resolution is used when the management of the conflict needs, in the opinion of the administration, hidden means of resolving it.
Reasons for choosing this method:- a combination of economic, political, social or psychological circumstances that make open conflict impossible;
- unwillingness to deal with open conflict due to fear of loss of image;
- the impossibility of involving the opposite side in conflict actions according to the existing rules;
- lack of resource (power) parity of the conflicting sides (the weak side is at increased risk).
Technique used: both gentlemanly and far from them forms of influence ( behind-the-scenes negotiations, divide and conquer politics, bribery, deception, interference).
The outcome of the method depends on the experience and abilities of the opposing party and can range from a “lose-lose” option to a “win-win” option.
Negative consequences of the method:- covert or overt resistance to this kind of covert action;
- acts of sabotage;
- spreading negative attitudes towards management among employees;
- the possibility of a strong social conflict on the basis of secrecy.
6. The "quick fix" method
Its essence: a decision on a subject and a problem is made in the shortest possible time, almost instantly.
This method of conflict resolution is used:- with a time limit for making a decision due to the occurrence of various circumstances;
- when one of the parties to the conflict changes its position under the influence of the arguments of the other or in connection with the receipt of new "objective" information;
- when both parties are willing to participate in the search for the best possible agreements;
- when there is no dangerous exacerbation of a conflict situation and therefore there is no need for a careful elaboration of solutions;
- with the expectation that a quick solution will drastically reduce costs compared to other conflict scenarios.
The most likely result of applying the method: closer to the "win-win" model, but this requires mutual agreement of the parties.
Its advantages: speed, mutually respectful forms of persuading the parties during debates, preparation of decisions based on the principle of consensus.
7. Method of compromise
Compromise - a type of agreement in which both parties occupy average positions within the existing differences and the field of problems.
In democratic countries is a classic method in conflict resolution.
Method essence: managing conflict through reaching an agreement through direct negotiations between the parties.
The compromise method is used in cases:- when the goals of the conflict are important enough, but there is no need to spend even more efforts on its continuation;
- when opponents with equal strengths act in mutually exclusive directions and have directly opposite goals;
- reaching interim agreements on complex issues;
- achieving reasonable solutions under the pressure of the time factor;
- getting out of a situation when cooperation or rivalry does not give success;
- when both parties believe that their goals can be better realized through negotiations based on agreements such as "give-take";
- if both sides have enough time;
- limited resources;
- undesirability of the outcome "win-lose".
- each side contributes to the movement towards compromise;
- search for acceptable solutions.
- unrealism of the initially occupied position due to its inadequate assessment (for example, exaggeration);
- the decision made is too amorphous and will not be effective;
- in the event that the participants contest their obligations.
The result of the compromise: there is no outright loser and no clear winner.
Advantages of the method:- the ability to resolve controversial issues for both parties;
- focusing on mutual interests;
- using an objective criterion during negotiations;
- negotiating on the basis of respect for the dignity of both parties;
- development of mutually beneficial solutions.
8. Method of cooperation - the rival parties act in search of the best solution to the conflict situation
It is used in cases:- developing an integrative solution, when the "baskets" of problems of both parties are too important for making only a compromise;
- when one of the parties needs to identify its objective goals in the conflict;
- identifying the positions of a social group adhering to a different line in perspective;
- developing an agreement based on the principle of consensus;
- when there is time to search for an alternative that satisfies the claims of both parties;
- observance of the principle of obligation of the conflicting parties and the ability to use the cooperation process.
- problem solving orientation;
- emphasis not on differences, but on ideas and information shared by both parties;
- search for integrated solutions;
- identifying situations where both sides should win;
- approaching conflict as a challenge.
- define the problem in terms of goals, not solutions;
- when the problem is identified, identify solutions that are acceptable to both parties;
- focus on the problem and not on the personality of the other party;
- create an atmosphere of trust by increasing mutual influence and exchange of information;
- as you communicate, create a positive relationship with each other by showing sympathy and listening to the other party's views, while minimizing anger and threats.
Limitations in the application of the method: non-binding parties, unfavorable time conditions.
The result of applying the method: "win-win" for both parties.
9. The method of force - the desire of one side to impose its decision on the other
It is used in the following situations:- when quick, decisive action is needed, sometimes even in extreme circumstances;
- in the event of a severe need to introduce unpopular decisions (disciplinary restrictions, lower wages);
- in situations vital to the organization, when the strong side realizes that they are right;
- against social groups with destructive behavior. Possible behaviors:
- imposition of “win-lose” strategies;
- use of competition;
- use of power by coercion;
- submission requirement.
This method is effective in situations in which the administration has a significant advantage over workers.
The result of applying the method: "win-lose".
Conflict style - a certain model of behavior that seems to us the most effective in a particular situation.
Conflict tactics - specific actions that we take to achieve our goals.
Thomas-Killman Scheme (Kenneth Thomas and Ralph Killman)
Avoidance
Benefits of avoidance
Suitable for superficial relationships;
Helps prevent conflict-explosion;
Provides time for reflection;
Helps when one of the parties does not have enough power;
Suitable when a specific conflict situation signals a larger problem
Disadvantages of avoidance
The problem is not solved;
No helpful solutions offered;
People are afraid;
Participants believe that the partner is unable to change;
Claims accumulate;
Negative metaphors are supported;
Ignored interdependency;
Usually ends in a conflict-explosion
Avoidance tactics
Direct denial;
Indirect negation;
Avoidance cues;
Change of topic;
Arrow translation;
Abstract remarks;
Procedure statements;
Competition
Competition benefits
Useful for making quick decisions;
Useful for desired but not popular solutions;
Useful for decisions concerning people's well-being and life;
Useful when compromise is only harmful;
Can foster creative solutions;
Finds out the degree of commitment of the participant to the cause;
Useful when a decision is more important than a relationship
Disadvantages of competition
Too much focus on the task;
Relationships are ignored;
The Party may lack resources and expertise;
The parties can go underground and act on the sly;
The quality of feedback is deteriorating;
The parties do not learn new things;
Those using this style lose the habit of restraining themselves, hiding information, gossiping;
The parties are constantly tense and angry
Competition tactics
Personal criticism;
Negation;
Hostile orders;
Hostile jokes;
Hostile questions;
Questions with a presumption;
Denial of responsibility
Compromise
The benefits of compromise
Helps to save time;
It is “a bridge between two polar events;
Provides an opportunity to create a balance of power;
It is a fallback for difficult situations;
The compromise is made “for someone else's sake”;
Gives moral strength
Disadvantages of compromise
Quickly becomes the “duty style”;
Control over the strategy is lost;
May leave painful dissatisfaction;
May lead to a lack of trust and criticism;
Can make a person agree to make concessions in situations in which they should not;
Often comes down to a simple lot
Compromise tactics
Call for justice;
Offer of arrangement;
Maximizing acquisitions / minimizing losses;
Fast short term solution
Adaptation
Advantages of the adaptation
Useful for demonstrating reasonableness and goodwill;
Promotes peace;
Facilitates the way out of the situation;
Suitable for situations that are not particularly important;
May serve as a signal of readiness to solve the problem;
Suitable for unequal conflict;
Suitable for a conflict in which one of the parties knowingly loses;
Suitable for those conflicts where the experience and connections of the opponent in the future can give us an advantage
Disadvantages of the fixture
The problem is not addressed;
Refusal to change and maintain the status quo;
Causes latent anger;
Reduces the possibility of team action;
Can become a "dance" of concessions;
Can make you feel excessive power;
It makes it impossible to find a creative solution;
Does not provide an opportunity to test the strength of the relationship
Accommodation tactics
Delivery of positions;
Refusal of commitment;
Denial of need;
Expressing the desire for harmony
