Causes of conflicts in the organization

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:

• Objective;
• Subjective (personal and socio-psychological).

Let us consider in more detail the main characteristic of each of them.

The subjective causes of conflicts in the organization are mainly related to the individual and psychological characteristics of the 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:

• Loss, distortion of information in communication;
• A choice of various ways in an estimation of results of professional work.

The main interpersonal reasons for the appearance of counteraction are the following:

• The presence of a subjective assessment of the behavior of his partner as unacceptable;
• Insufficient socio-psychological competence;
• Distorted level of claims ;
• Choleric temperament and a pronounced accentuation of the nature of the staff.

The second group is more numerous and complex. Objective causes of the conflict include the 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 causes of conflicts arise when there is a discrepancy between the company's device and the requirements of the activity. The organization of a firm is determined by the tasks to be solved, because it is created to solve them. But opposition appears when it is not possible to achieve an ideal match in this structure.

Secondly, the functional and organizational reasons for the emergence of conflicts are caused by nonoptimality in the functional links of the organization 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 links in the company must correspond to the maximum of those functional issues that need to be resolved, ensuring their implementation.

Third, personality-functional causes of conflicts are associated with the inability of an 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 causes of the conflict are determined by mistakes that are made 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.