From the author: The article was published in the magazine "Your Business", No. 1/2012 (February), P.50-55 Conflict management in an organization: strategies and tactics (part two) The process of conflict management largely depends on the position taken by the participant in the interaction, on his own interests, as well as on what means he resorts to to prevent the conflict from escalating. Most people use various conflict interaction strategies quite flexibly depending on the situation, even without special training. However, knowledge of the characteristics of the main types of behavior in conflict, their advantages and limitations is important for the prevention of conflicts and effective management of people in general, which is why it is advisable to dwell on a short overview of the main conflict resolution strategies (according to Thomas-Kilmann) - confrontation/competition, adaptation/concession, evasion/avoidance, compromise, cooperation. The strategy of confrontation/competition involves every demonstration of one’s own strength and invulnerability before the enemy, as well as the ability to easily resolve the conflict in one’s favor without his goodwill. This strategy does not deny the possibility of using tactics such as bluffing or cunning. It is recommended to use it when: the outcome is very important to you and you place a big bet on your solution to the problem, the cost of the issue is high, the benefits are greater than the damage; you have sufficient authority to make a decision; the decision must be made quickly, and you have enough power to do this; you feel that there is no other choice and you have nothing to lose; you are in a critical situation that requires an immediate response. The accommodation/concession strategy is usually chosen by understanding and accepting the enemy's superior strength. According to this strategy, it is necessary to adapt to the interests of the opponent, to make concessions until one’s own capitulation. Recommended for use when: you sacrifice little for the sake of big; concessions and even capitulation do you no great harm; you don't really care about what's going on; you want to maintain peace with your opponent; you believe that it is more important to maintain good relationships in the long term than to defend your interests; you understand that the outcome is much more important for the other person than for you; you understand that the truth is not on your side; you have little power and little chance of winning. The adaptation/concession strategy is ineffective when there is a desire to “get rid” of the conflict as quickly as possible. The delayed effect of such a conflict will be much more destructive, because getting rid of it does not mean solving it. The evasion/avoidance strategy involves demonstrating to the opponent one’s own lack of understanding of his conflicting intentions. With words, intonation, manner of speaking, and gestures, we show the enemy the following: in fact, there is no problem; it's not my problem; this is not a matter of the highest importance; I have no authority, it is not in my power; conflict is unpleasant and destructive, so it should be abandoned in principle. It is recommended to be used when: it is necessary to ease a tense situation; you want to gain time; you know that you will not be able to resolve the conflict in your favor; there is no clear, active threat from the opposite side; you collect information about the enemy, deliberately stall for time, prepare counterarguments; you do not want to take responsibility for the conflict. This strategy becomes ineffective when the conflict situation begins to pose a real threat to your interests. The compromise strategy is most effective in cases where both parties want the same thing, but know that it is impossible for them to achieve it at the same time. Understanding the structure and essence of the conflict, the parties agree on partial satisfaction of their desires and partial fulfillment of the desires of the other side,exchanging concessions and bargaining to develop a compromise solution. The achieved compromise allows you to use a different approach to resolving the conflict in the future, if the initial compromise eliminated the problem only for a short period of time. It is recommended to be used when: you want to come to an agreement quickly; both parties have equal power and have mutually exclusive interests; you want a solution quickly because you don't have time or because it is a more economical and efficient way; you may be satisfied with a temporary solution; you can take advantage of short-term benefits; other approaches to solving the problem turned out to be ineffective; satisfying your desire is not too important for you and you can slightly change the goal set at the beginning; a compromise will allow you to maintain the relationship and you would rather get at least something than lose everything; you are internally ready to make concessions in order to reach an agreement. A collaborative strategy is the most appropriate approach to identifying and satisfying the interests of both parties, but requires the parties to take the time and skill to explain their desires, express their needs, listen to each other, and then develop alternative solutions to the problem. The absence of one of these elements makes this approach ineffective. It is recommended to use it when: you can only win when your partner wins; solving the problem is important for both parties; you have time to work on the problem that has arisen; you and your opponent are aware of the problem, the desires and needs of both parties are known; you are able to express the essence of your interests and listen to each other; you have equal power and are equally looking for a solution to the problem. solving the problem is very important for both sides, and no one wants to completely get rid of it; You have a close, long-term and interdependent relationship with the other party. Cooperation is the most difficult strategy among other strategies, but it allows you to develop the most satisfying solution to both parties in complex and important conflict situations. It is important to understand that there are no “right” or “wrong” strategies; there are appropriate or inappropriate ones. Each of these strategies is effective only in certain conditions, and none of them can be singled out as the best. An experienced manager must be able to effectively use each of these strategies and consciously make one or another choice, taking into account specific circumstances, as well as taking into account his own preferences in choosing conflict resolution strategies. In addition, the choice of conflict interaction strategy is also influenced by the fact that the stages conflict and the stages of its management are in a certain correspondence. Taking into account this correspondence makes it possible to determine the priority areas for a manager’s work with conflicts and the choice of an adequate strategy. For example, at the stage of the emergence and development of a conflict situation in the process of predicting or preventing a conflict, the main efforts should be focused on working with subjects who create conflict situations or are prone to creating such situations; the strategy of evasion/avoidance is applicable here. At the stage of awareness of a conflict situation in the course of conflict prevention, it is important not to miss working with subjects who are aware of the conflict situations that have arisen. In this case, it is necessary to keep them from moving to active actions when preventing destructive conflicts or to direct their actions in a legitimate direction when stimulating constructive conflicts (strategies of compromise, cooperation). In general, when deciding on a strategy for conflict interaction, at least two circumstances must be taken into account :Firstly, the reaction that one or another of the measures taken may cause on the part of both the direct participants in the conflict and the forces observing the temporary.