People with different personalities often have different understanding of what is happening. At some point, they even begin to conflict with each other. However, many management experts do not believe that conflict is a unequivocally negative phenomenon. At the very least, conflicts help to solve problems and push us forward.
Kseniia Yudina offers to consider three main types of conflicts that most often arise within the team.
Role conflict
Psychologists claim that each of us plays a certain role since childhood. Someone wears the mask of a patron, someone – a victim, a queen, a tyrant, an aggressor, etc. According to experts, the depth of these roles is incredible. Each of us attracts people who are willing to play the appropriate roles. But sometimes unwanted types get into the social circle. For example, if the director is a tyrant, and one of his subordinates does not want to play the role of a victim. Conflict in such a situation is inevitable, and the only solution is “divorce”. Do not entertain the hope that someone close to you will change their behavior. Look for other work if you are a subordinate, or other subordinates if you are a manager.
Role conflicts are the most difficult to produce. In particular, they explain why there is usually at least a partial change in personnel after a change in management.
Conflict of unjustified expectations
It usually occurs when subordinates believe that the boss must do certain things, or vice versa, when superiors believe that subordinates must do something, as if it were self–evident. Quite often it turns out that the other party does not even suspect that they expect something from them. As a result, there is a conflict of unfulfilled expectations, which ends in people’s disappointment in each other.
Avoiding such conflicts is quite simple. It is enough to always clearly state all the conditions, clarify the nuances and voice everything that you consider important.
Conflict of interests
It arises between different psychotypes of employees and different parts of the company. Confusion is formed, for example, around what to focus on: tactics or strategy, whether decisions should be made quickly or slowly but carefully, or what is more important: creativity or order?
Such conflicts arise less often, the more respect there is for each other in the team. It is necessary to create an atmosphere of mutual trust and understanding that different people in production complement each other.
The leader, in this case, must direct all conflicts that arise in a constructive direction, not allowing them to destroy the team. And most importantly, the leader never becomes either the initiator of industrial conflicts or a participant in them. He can act only as an arbitrator. If it happens differently, such a manager does not cope with the role of a leader.
