Crib: Conflict as the main category of conflictology. Object and subject, goals and objectives of conflictology. See pages where the term compromise solution is mentioned What are the main types of difficult situations

The search for the optimal ratio (Pareto) between the quality of work, timing and cost must be combined with systematic approach in management, taking into account the fact that the slightest change in a project or system has a direct impact on all subsystems and departments of the project team and organizations performing this project. Thus, it seems appropriate to develop a project management process that analyzes, searches for, and then makes a compromise decision, in contrast to the introduction of strict rules for optimizing project management decisions. The following are the six stages (steps) in making a compromise decision:

1. Recognition and understanding of the root cause of the conflict.

2. Review of the project goals.

3. Analysis of external factors of the project and its status.

4. Determination of an alternative option for the development of the project.

5. Analysis and selection of the best option.

6. Revision of the project work plan.

The first step in the process of making a compromise decision is to recognize and understand the underlying cause of the conflict (a situation that requires significant changes to the project). Most projects use cost management and control systems that include comparing actual results with planned results, examining such results in detail using analysis of variance, and preparing a status report to take corrective action to correct the problem. Project managers carefully study the problematic aspect of the project, as the information available does not always provide a comprehensive understanding of the issue. The first to be checked is the source of the alert, as well as the reliability of the data. Project control is usually highly sensitive to the accuracy and timeliness of data transfer. Typical questions that arise at this stage are the following:

1. the degree of need for information;

2. the degree of timeliness of information;

3. degree of completeness of information;

4. source of information;

5. degree of reliability of information;

If this information is correct, the implications of the information for the project The goal of the first step is to understand potential cause the emergence of a conflict, and, consequently, to identify possible compromise solutions. Most of these reasons are related to the error or insolvency of the operator (employee), unplanned or completely unforeseen situations: i)

1. error/failure of the operator:

a. unrealistic deadlines;

b. inadequate control over project changes;

c. incorrect costing;

d. equipment breakdowns;

e. test failure;

f. lack of necessary capacities;

g. failure to obtain the necessary permits;

2 unplanned situation::

b. the loss necessary personnel;

c. changes in the project-management;

d. the possibility of suspending the project;

3 contingency:

a. the workload of the existing capacities of the organization;

b. incompatibility of parallel projects, and, as a result, lack of interchangeability;

c. difficulties with solvency;

d. disagreements with staff;

e. delays in the supply of materials;

f. departure of effective project managers;

g. the loss temporary workers;

h. inaccuracy of preliminary initial forecasting;

i. change market conditions;

j. implementation of new requirements.

The second step in the compromise decision process is a comprehensive review of all project objectives. Such a review provides for an analysis of the existing goals of the project, taking into account the understanding of such goals by various project participants, from management to ordinary members of the project team (group). Initially, goals and priorities were set taking into account a number of external factors. During the life cycle of a project, these factors tend to change.

The essence of such goals usually determines the degree of flexibility in the relationship between time, cost and quality. As a result, it may be necessary to review all project documentation, including:

1. goals of the project;

2. plan for the strategic integration of the project in accordance with the requirements of investors;

3. technical conditions for terms, costs and quality;

4. types and scope of work;

5. current and future resources.

The third step in the methodology for making a compromise decision is the analysis of external factors and the status of the project. This stage includes a detailed comparison of actual timelines, costs and quality standards with planned or revised results. Special attention given to problem areas. Among the external factors of the project, the analysis of which is most important, financial risks, possible subsequent contracts, the development and status of other projects, as well as competition. Some companies use the principle that priority is always given to quality. However, as the firm's financial risks increase, this strategy may change. The following are the issues at this stage:

1. discussion of the project with the project management in order to:

a. determining priorities in terms of time, costs and technical conditions;

b. determining the impact on the firm's profitability and developing a plan strategic development;

c. receiving management evaluation;

2 if the client for the project is an external organization, the client's project manager to obtain its assessment of the status of the project, as well as to determine the client's priorities regarding terms, costs and quality requirements;

3 meeting with managers on the ground, their assessment / assessment of the current situation, determining the degree of interest in the success of the project. Degree of significance this project taking into account current projects;

4 detailed analysis of the progress of work on each of the projects. Getting a clear and detailed assessment from the project staff on:

a. project completion dates;

b. costs;

c. scope of work;

5 Analysis of previous data to assess the adequacy of cost and time parameters at the previous stage of the project.

The project manager has the necessary experience to quickly identify the degree of significance of a particular non-conformity, as well as the impact of such a non-conformity on the quality of work performed. Knowledge of project requirements (with the active assistance of the customer) enhances the project manager's ability to take corrective action and determine whether the project should proceed according to the original plan.

Regardless of whether or not immediate measures are taken, a rapid analysis is carried out to identify the causes of potential danger. At the same time, when identifying the source of the problem, it is important for the project manager to remain objective, since he plays a leading role in the project team, and, therefore, is personally responsible for the miscalculation. Areas of possible difficulty include:

6 inadequate planning. Lack of appropriate planning. The project plan does not provide for control functions to ensure that the project meets the given parameters;

7 change in scope of work. Increases in costs and time are common when the scope of work changes, especially if such changes are not foreseen and officially included in the project work plan;

8 low quality. A high level of interdependence within the project team means that the failure of one member of the team to meet the requirements has a negative impact on the work of the entire team;

9 overestimated quality requirements. There is a possibility of an involuntary violation of the balance set by the project plan between the factors of price, timing and quality by the most energetic and effective member of the project team;

10 external restrictions. This is especially true for projects in which a high degree of obtaining permits, licenses, approvals, etc. from third parties, as well as dependence on external resources. Changes, delays and non-compliance with quality conditions, the responsibility for which lies with third-party participants, have a very negative impact on the execution of the project;

In conclusion, it is important to note next feature a number of projects. Often initial stages projects are overburdened preliminary work which require the allocation of funds in a certain amount. In the event that the need for certain works disappears, the balance between the given parameters of price, timing and specifications is violated.

The fourth stage is the development of alternative action plans. This stage includes drawing up a list of alternative options (scenarios) for the project by balancing between terms, price and quality. With a successful development of events, at this stage, the selection of the most probable scenarios for the implementation and completion of the project is carried out.

To obtain a complete and most detailed list of alternative solutions, each parameter, i.e. terms, price and quality, is considered taking into account the following factors:

Timing

1 Acceptability of the delay for the customer.

2 Effect of delay on completion of other projects and other customers.

3 Reason for the delay.

4 Ability to attract other resources to meet the new schedule.

5 Costs associated with the implementation of the new schedule.

6 Degree of improvement in technical performance with the adoption of the new schedule.

7 Influence on the fulfillment of the terms of other projects of the customer.

8 Likely customer response.

9 Reputation of the contractor, impact on the ability of the contractor to obtain contracts in the future.

Price / Costs

1. The reason for the new costs.

2. Options for reducing current costs.

3. Degrees of acceptability for the customer of additional costs.

4. Possibility to attribute the costs to the prime cost and in what volumes.

5. Possibility of changing technical conditions and terms for cost balancing.

6. The degree of accuracy of the remaining parameters of the budget.

7. Increasing the added value of the project at increased costs.

8. Other alternatives for quality assurance.

9. Reputation of the contractor, impact on the ability of the contractor to obtain contracts in the future.

10. Other alternatives for schedule enforcement.

Quality

1. The degree of feasibility of the specified quality conditions.

2. Depending on the degree of feasibility, the costs associated with the implementation

such conditions.

3 Possibility of variation of technical conditions.

4 Positive effect for the contractor and the customer when the technical conditions change.

5 Negative effect for the contractor and the customer when changing the technical
conditions.

6 The degree of improvement in quality standards.

7 Degree of acceptability of the change for the customer.

8 Human and technical costs associated with changing specifications.

9 Potential reallocation of project resources associated with a change

specifications.

10 Reputation of the contractor, impact on the ability of the contractor to obtain contracts in the future.

For a more visual demonstration of the results of the analysis and scenario options, let's turn to the graphic image. In particular, a similar graphical method has been used in the field of project management over the past twenty-five years to find the relationship between the costs and terms of projects. In graphical analysis, it is necessary to determine which of the three parameters is a constant.

Sienauij 1. Quality is a constant

With quality being a constant, the project cost is expressed as a function of time. good example are Figure Fig. 25.2.1.

On fig. 25.2.1. (chart a) point "X" denotes the given cost and time. Consider a situation where the cost of a project at a given time is higher than planned. There is a possibility of attracting additional labor resources, as well as using overtime hours to complete the given schedules. Depending on the volume of overtime hours, there is a probability of finding a minimum point on the graph at which an increase in time leads to an increase in the cost of the project.

On fig. 25.2.1. (Graph b) curve "A" shows a situation in which the company experiences certain difficulties in meeting the deadlines for the implementation of the project. In addition, any delay is accompanied by an increase in the costs necessary to complete the project. However, there may be cases in which the increase in terms is not always reflected in the increase in the cost of the project budget. This is clearly shown in the horizontal sections of the curve "B". In industrial practice, an example of such a phenomenon is the process of accumulation of equipment components, in which waiting (delay) does not affect the price. A simpler example is waiting for the delivery of unscheduled resources, the need for which arose in the course of the work.

With quality being a constant, there are four effective methods for constructing and analyzing the time/cost curve:

1. the need to attract additional resources. As a rule, the price increases sharply. As a consequence - problems in the field of cost control, as the main parameters of the project budget are approved;

2. Volumes and types of work may change. At the same time, the exclusion of a certain type of work does not always entail a change in technical requirements. It is highly likely that the technical standards are initially overstated, and the tasks assigned to the project staff are difficult to achieve. Thus, relaxation of technical requirements is a very effective method reducing costs and improving schedules, with the condition that even the revised technical specifications certainly meet the requirements of the customer;

3. Reallocation of project resources to focus efforts on critical work or reduce costs. This process provides "unloading" of critical work;

4. In the event of an unforeseen delay in a particular type of work, it may be necessary to make changes to the calendar schedule. As a result, there is a redevelopment and redistribution of resources, an example of which in production area may be the transition from sequential to parallel organization of work. However, this often comes with great risks.

The development and trade-off process, with quality being a constant, primarily takes into account the organization's dependence on the customer, the importance of the project among the organization's other projects, and the potential for future orders. As a rule, a contracting firm cannot compromise its own reputation by producing products or providing services that do not meet the specified quality. An acceptable exception is the modification of the technical specifications of the project, in which an increase in quality characteristics will mean a change (decrease) in the scope of work, which in turn will ensure the implementation of the calendar schedules provided for the project. However, a thorough analysis is necessary before making a trade-off decision to change time/cost in favor of quality.

In labour-intensive projects, time and cost are most closely related. Any delay in deliveries entails an increase in costs. For projects in which factors such as the dependence of the contractor on the customer, the importance of the project among other projects of the organization, and the potential for obtaining projects in the future are not too significant, cost minimization by using overtime is a viable alternative. In some cases, the contractor has to bear the additional costs himself. The decision, as a rule, is made taking into account the possibility of obtaining projects in the future from this customer, in order to compensate for current losses with future orders.

It's no secret that few companies in a particular industry have an excellent reputation, especially since such a reputation is very unstable. At the same time, it is important to remember that for any company, an impeccable reputation is almost the most significant asset. This is especially true for projects where the obligations of the contractor are extremely high, and the consequences of failure to comply with such obligations can be very serious.

As a rule, during contract bidding, leading companies in the field of oil and gas construction, high technology, aerospace, etc. is by no means the lowest bidder. Where the government acts as a contractor, price gives way to quality. Consider the following example. Contract for the production and supply of components for a nuclear reactor used in nuclear cruisers and submarines. Obviously, few commercial structures are able to bear such costs, which in turn will be ready to bear the contractor financed from public funds.

The consequences of the crash of a commercial airliner are so great that the cost of its construction and the time during which this construction is carried out do not matter compared to the accuracy of assembly, and therefore reliability. Together with rising energy prices, productivity requirements are becoming more stringent against the backdrop of increased demands for safety and high reliability.

Sometimes the only parameter open to compromise is quality, while the time and costs remain unchanged. However, as illustrated in the specific situation described below, the result may be a modification of the given costs.

Imagine a subcontract for the supply of equipment to a general contractor, a government agency. The contract price is fixed. The schedule of the general contractor is very tight, so there is a “window” per week for the delivery of equipment. In any other case, the contractor incurs serious losses associated with the supply of equipment during a given week. Representatives of the general contractor have repeatedly emphasized that the delivery of equipment in accordance with the schedule is very important for the company. Despite the fact that the terms of the contract do not provide for any penalties, the general contractor repeatedly repeated that if the company fails to deliver deliveries strictly in accordance with the planned schedule, subsequent contracts (which are of great strategic importance for the subcontractor/supplier) will be transferred to other suppliers.

Quality has always been strong point subcontractor, which was considered one of the best in the industry. At times, this resulted in large financial losses for the company, but, nevertheless, it always provided new orders.

The project experienced time constraints from the very beginning. The latest progress report indicated that the next deliveries would not be made as scheduled. So far, additional costs have been avoided. However, as the report said, this time the delay will be reflected in costs, which make up 20% of the company's profits. The reason for the serious delay from the schedule was a temporary stop in the supply of materials from the main supplier, related to the quality of the supplied raw materials. The discrepancy between the quality standards of the supplied raw materials was revealed only after the delivery of raw materials, further processing and production.

At the beginning it was decided that by all available means the delivery of the equipment should be made within one week after the planned date. The probability of losing future orders was so great that the instructions received from the president of the company were to ensure timely delivery "at any cost."

The second stage was the revision of the quality control and assurance system. In particular, it was found that by eliminating two checks, it was possible to "save" a week in the overall schedule. These time consuming checks were introduced into the production process during a previous contract after a quality problem was identified. Accordingly, it was decided to remove two checks from the schedule, since the previous problem was properly resolved and did not threaten the present project.

The two remaining weeks behind schedule were made up with a seven-day work week, which was applied until all project work was completed. This allowed the delivery to be completed within the required window, with an extra week left in reserve in case of unforeseen circumstances.

As a result, the company's profit due to the use of the seven-day work week decreased by 40%. Deleting two quality control checks from the schedule “saved” 10% of the profit.

As a result, it was possible to complete the work in accordance with the deadlines, while technical requirements were also strictly observed. All this was reflected in costs, the increase in which led to a decrease in the organization's profit by 30%. In this case, the cost of materials, as well as labor costs for the project, were fixed, while the contractor deliberately went for a lower profit.

Scenario 2. Cost is a constant

With a constant project cost, the quality of work is expressed as a function of time, which is shown in graph 25.2.2.

How strictly the contractor adheres to the planned schedule depends on the level of quality that the project client requires. Let's look at curve "A". By following the curve, the quality level can quickly increase to 90% at the very beginning of a project. A “growth” in terms of 10% can improve the quality of work performed by 20%. Once a certain milestone is reached, a 10% increase in the timing curve gives only one additional percentage of quality. A contracting firm is not always interested in risking additional time resources to reach a 100% quality level. Curve "C" shows the case in which the use of additional time is required to ensure the level of quality of work performed above 30 - 40%. The most difficult from the point of view of analysis is the situation shown by the curve "B". In this case, only extremely clear conditions on the part of the customer regarding the required quality level can clarify.

With a fixed price, it is extremely important that the terms of the contract are clearly and precisely formulated, regarding the acceptable quality of the work performed or the services provided, as well as what additional conditions can be included in the contract. Careful attention should be paid

to a change in the cost part of the budget caused by a modification of customer requirements or additional conditions. Ideally, the contract provides for the inclusion of all possible potential costs and expenses. As a rule, this is done at the stage of drawing up and preparing the commercial part of the project, where, together with the customer, when discussing the work on the project, full clarity is achieved as to what costs can be included in the cost of work, and therefore reimbursed to the contractor. Particular attention should be paid to frequently overlooked items that have an impact on the increase in the costs of the contractor:

1. excessive and too detailed reporting;

2. excessive documentation;

3. redundant documentation to track costs, deadlines and quality requirements;

4. development of detailed specifications for equipment that can be purchased from external sources at a lower cost;

5. Wrong choice of contract type for this project.

As a rule, with a fixed contract price, the priority is given to the implementation of the set schedules. However, pitfalls cannot be avoided during the entire project cycle, especially if the specifications, which had to be abandoned in favor of deadlines, have great importance from the point of view of fulfilling a number of conditions that are not prescribed in the contract in the contract, but, nevertheless, constituting its integral part. It can be about long-term operation of the object. In the long run, poor quality only increases maintenance costs. Thus, it is advisable for the project manager to analyze and determine the real cost, including all project parameters.

Scenario 3. Time is a constant

On the chart 25.2.3. the situation is shown when the fixed factor is the terms of the contract, and the price and quality of the work performed are subject to change.

Provided that 90/o of quality is provided taking into account the price laid down in the contract, the contractor can simplify the technical requirements. This can be seen in curve "A". In the cases shown by curves "B" and "C", additional costs will be required to achieve the specified technical parameters. Here the contractor should determine how important this particular customer is for him in terms of receiving similar orders in the future.

The execution of work in accordance with the planned schedules is of particular importance in certain sectors of the economy.

One of the most contemporary examples is a project for the construction of an oil pipeline, oil terminal, pumping stations and other related oil and gas infrastructure facilities in Russia and Kazakhstan within the framework of the Caspian Pipeline Consortium project. The customer of the project is the aforementioned consortium (CPC), established by the governments of Russia, Kazakhstan and Oman, as well as leading world and Russian oil companies. Completion of the necessary facilities is scheduled for June 2001. At the same time, the contract strictly stipulates a specific date when the first shipment of oil should be carried out in the port of Novorossiysk, where the oil pipeline goes, and where the terminal is located, including a tank farm, ground facilities, an underwater oil pipeline, mooring facilities and other facilities. The terms of the contract for the construction of the above facilities, which has already been signed by the leading oil and gas contractors, clearly stipulate that the first shipment of the tanker in the port of Novorossiysk should take place no later than July 30, 2001, 17:00. The fact is that CPC shareholders, oil giants such as Shel, Chevron, BP Amoko, LUKOIL and others have already allocated certain volumes of raw materials for transportation and export through the facilities of the oil pipeline under construction. Contracts have been concluded for these volumes, loans have probably been taken and funds raised for them. Therefore, if the construction deadlines are not met, which will make it impossible to carry out the planned oil shipments, it is assumed that the losses of oil companies will amount to hundreds of millions of dollars a day.

The example shows that the "early warning" of the customer about the likely deviation from the schedules is of undoubted importance, which often mitigates the negative effect. In addition, detailed planning and tracking of the results of the work, as well as coordination with all project management functions, including detailed negotiations with the customer regarding the most critical aspects, are important.

In the case when the deadlines are fixed, the customer has the choice of what factors to ensure the required quality indicators. As shown in graph 25.2.4.., the customer may decide to increase costs to improve the safety of the facilities under construction and the contractor's personnel.

Scenario 4. All parameters are variables

Consider a situation in which none of the parameters is fixed. Let's turn to the chart 25.2.5.

The schedule allows you to analyze the costs and timing of the project at different levels of quality. The curves can also be modified according to the required level of costs (for example, 100%, 120% or 150% of the conditional level) and timing.

Another way to analyze such a scenario is graph 25.2.6.

Here, the contractor has several financial options as to how to meet the deadlines in accordance with the given specifications. The final decision is made depending on the degree of risk that the contractor is willing to bear.

It should also be emphasized that the criteria for searching and finding a compromise parameter for a particular project may change over time during the entire project cycle. The relative importance of cost, time and quality varies depending on the time stage of the project. For example, at the pre-project stage, as well as during the initial work on the project, the role of cost indicators is relatively small compared to the later phases of the project, when increasing costs are paid more attention than the quality of the work performed and the deadline. This is especially true in projects that represent the only source of profit for the contractor firm. On the other hand, at a certain stage of the project, quality takes precedence over meeting schedule. At this stage, the necessary norms are provided by the influence of additional funds, in other words, they are “bought”.

Step 5

Once an alternative course of action has been developed, proceed to step 5, the purpose of which is to select the most viable alternative course of action based on careful analysis. The analysis of such activities primarily includes the definition of revised project objectives in terms of cost, duration and activities, as well as an analysis of the financial, time and technical resources required for each of the scenarios. Then the top management of the company, together with project managers and functional managers, makes a decision that ensures the reduction of the overall negative impact. Such impact is measured taking into account the short-term and long-term development of the contracting company in both strategic and commercial directions.

Below are the tasks that are solved at this stage:

1. preparation of a formal project update report identifying alternative scopes of work, cost schedules to ensure:

and minimum additional costs;

b meeting specifications;

with minimal deviations from project schedules;

2. drawing up a "decision tree" by type of activity, timing and costs. Determining the probability of success for each condition that causes a particular decision;

3. presentation to internal and external project management of a number of alternative plans, indicating the likelihood of success for each;

4 selection of the final strategy, taking into account the coordination with the company's management, completion and implementation of such a strategy.

The last point requires more detailed explanation. Many companies use checklists to make alternative estimates and also to anticipate potential problems. Checklists include the following aspects:

1. impact on other projects;

2. the need to rework / refine previous work;

3. the degree of increase in the complexity of the repair and technical support in future;

4. the need to perform additional tasks in the future;

5. reaction of the project staff;

6. impact on life cycle project;

7. reduced project flexibility;

8. impact on key employees;

9. impact on the customer.

The likelihood of occurrence, as well as the degree of difficulty, is assessed for each potential problem. In the case of a high probability of recurrence of the problem and a high degree of its complexity, a special plan is developed to reduce such factors. Internal constraints - personnel, materials, equipment, finances, management, time, organization goals, quality requirements are the cause of probable complications. External factors such as the need for capital investment, project completion dates and other obligations of the contractor also limit project flexibility.

An effective way to compare alternatives is to combine such alternatives based on perceived importance with respect to a number of factors, including the customer, future project acquisition, costs, company reputation, and so on. Usage this method is given in Table 25.2.1. Each of the goals is weighted according to one or another method established by the project management. The percentages indicate the probability of successful completion of each alternative plan. This kind of analysis, also known as "Risk Decision Making", is a frequent lecture topic in management and administration seminars. Although weighting factors are often used in the process of making a trade-off decision, their use can confuse an already complex process.

Table 25.2.1. Evaluation of alternatives

Goals	Receiving future orders	Resource mobilization	Implementation of the current budget	Fulfillment of the given specifications	Profit increase
The weight	0.4	0.25	0.10	0.20	0.05
Alternatives
Add. resources	100%	90%	30%	90%	10%
Decrease in volumes	60%	90%	90%	30%	95%
Reducing changes in specifications	90%	80%	95%	5%	80%
Late completion of the project	80%	0%	20%	95%	0%
Compensation for additional customer costs	30%	85%	0%	60%	95%

Table 25.2.2. another analytical method is given, in which the available alternatives are reduced to a common denominator, the dollar equivalent. Despite the relative complexity, the advantage of this method is the fact that it allows comparison of equivalent values. Material resources easily expressed in terms of money. The difficulty arises when monetary value attributed to intangible positions, safety requirements, pollution environment, emergencies and so on.

Table 25.2.2. Analytical Method for Comparing Alternatives

To eliminate a critical situation, there are several corrective measures that are listed below.

In life and business, you often need compromise solutions, as a method of solving problems with the least losses. How useful 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 opinion on this issue is radically different.

The former believe that business needs compromise solutions, for which such a model of business coexistence is cited as an example: .

It's some kind of strategy competitive behavior, in which business entities one day realize the profitability or inevitability of cooperation with competitors.

Thus choosing a bad peace instead of a good war. But compromise solutions do not imply partnership, solidarity. This is pure concession of part of their interests.

Here we seek a solution that more or less suits all the contracting parties, but at the same time maximum benefit not received by any of the parties to the agreement.

There is definitely a benefit here. , if they are in good faith, are within the bounds of the agreement binding them. But the same connection deprives all participants of the freedom of business actions.

After all, 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, however, he stands firmly on his feet, including in a material matter, then a compromise should be the exception rather than the rule for him.

Opponents of the positivity of compromises believe that this phenomenon is generally detrimental to business.

Firstly, compromise solutions often only create the appearance of a truce, while its participants continue to wage war, but not openly, but by guerrilla methods.

Second, problems "solvable" through compromise are simply postponed indefinitely. And businessmen in relation to situations covered by compromise act like dogs in the manger: neither to me, nor to people.

Third, entrepreneurs who are accustomed to working on compromise terms become accustomed to half-measures and fail to achieve their full potential.

After all, they are always held back by the fear of violating the boundary of a compromise solution: to stand up for the drawn line of competitive interests.

According to this group of entrepreneurs, compromise in business is more like a ticking time bomb than really the right way out of the current situation.

Both those and other businessmen are right in their own way, because a compromise should not be accepted as a mandatory decision in all possible situations.

Given initially the difference in interests of competitors and sometimes even partners, it is impossible to come to terms with them without losing part of their positions.

And in order to achieve greatest success in business, it is essential to outperform your competitors.

If you agree to a compromise with your opponents, then you will save some money on competition, but lose the opportunity to develop normally further.

You will constantly be held back by the weight of a compromise solution. Therefore, such a result can only be summed up in completely hopeless situations, when it is already clearly visible that there is no other way.

If compromise solutions are required in relations with your partners, then you need to weigh all the pros and cons beforehand. You may have much less to lose if you end any further relationship with them.

Compromise breeds mediocrity. Whatever the issue is discussed in the group, the vote is rarely unanimous. If the divergence of opinions is very large, then the 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 were revealed - conservative (which was supported by Saudi Arabia, which proposed raising prices to $ 7.5 per barrel) and radical (which was supported by Iran, which proposed raising prices to $ 14 per barrel) . As a result of intense debate, a compromise solution was reached, according to which the price of benchmark oil was increased from $5.12 to $11.65 per barrel. Government share of the price has been increased from 3.05 to

INTERMEDIARY - a person (organization), with the direct participation or under whose leadership negotiations are conducted. The role of P. may be different depending on the stage of development of the negotiations. At the first (preparatory stage) P. may not participate at all, since a package of proposals is being developed by each of the parties. At the second stage (the initial choice of position), P. begins to play an active role, clearly formulates the purpose of the meeting, determines the deterrents of 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. brings the parties out of deadlocks, formulates a compromise solution.

The closer the operational performance is to ideal, the better the control plan in terms of reliability of 100% separation of good and defective lots. However, at the same time, the sample size increases, i.e. control cost. Therefore, a compromise solution has to be found. 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 operating 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 to take into account the interests of all business entities involved in the production of housing and communal services. At the same time, the tariff should be formed in such a way that it represents a compromise solution between the financial needs of utilities and the ability of consumers to provide solvent demand. To fulfill these conditions, according to the authors, the tariff should consist of three parts of a constant corresponding to the amount of coverage and paid regardless of the volume of consumption of the normative variable - payment is made by

In this regard, the state legislates the procedure for paying for work on mandatory 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 decision that is quite rational from the point of view of the TM division is not justified for the entire company HTM pi , since it requires an additional 90 f.st. in an hour. The essence of the contradiction is quite obvious. In such a situation, the management of the company may oblige the TM division to accept the offer of QC or require 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 at once, will have to take actions that do not meet their private interests. Such disagreements can have a detrimental effect on the entire organization, so when evaluating the performance of departments, approaches should be used that are less profit-oriented than KOSE and RI indicators.

However, integration in the field mutual trade industrial and agricultural goods weakened the national state regulation of the economy. There is a need to create supranational compensatory 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 Germany), who proposed to start with the formation of an economic union and preferred a floating exchange rate regime. This dispute culminated in a compromise decision by 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 Council of Ministers of the EU, was designed for 10 years (1971-1980).

Compromise solutions to overcome contradictions (consent principle).

In all states with a federal structure, three main problems can be identified that require compromise decisions between representatives of various levels of government in the field of finance.

Therefore, it would be advisable to move on to setting the maximum 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, subjects of the Federation, municipalities, to provide the subjects of the Federation with the opportunity to introduce their own taxes and be independently responsible for the collection of taxes.

In the second case, we are talking about the following. Any enterprise needs funds to carry out current activities. The amount of funds required is difficult to predict in advance. Cash in this case is equivalent to ordinary inventories - on the one hand, too much of it leads to indirect losses, more precisely, to loss of income, since money does not work; on the other hand, a lack of money in right time can have very sad consequences in the form of penalties, suspension of the supply of raw materials, etc. Therefore, traditionally, part of the financial resources necessary to ensure current activities are kept directly in the form of cash, and the other part is converted into marketable securities. In this way, a compromise solution is found. funds are available; securities bring current income; if a shortage of funds is felt and forecasted, part of short-term securities is promptly sold on the market. There are no unified algorithms for assessing the effectiveness of the feasibility of short-term financial investments as an insurance reserve of funds. Any calculations are subjective, therefore the optimal amount of short-term financial investments is determined with the help of expert assessments.

If we discard the actuarial balance, then in terms of inventory and books, it can be noted that accounting has developed a compromise solution. In practice, everyone (without emphasizing this in words) proceeds from the second interpretation, and balances are compiled according to the data of the accounts of the General Ledger, but in theory, without explicitly recognizing the inventory balance, they proceed from it. This is implemented in such a way that a book (accounting) balance is made up, 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 treated as a refinement of the book balance. In fact, it is the theory of inventory (static) balance that underlies the concept of accounting balance.

The method based on the calculation of the arithmetic mean, or simply the average, is usually considered the most acceptable. It's obvious just add up the available values ​​and divide the sum by their number. Everything is simple, including the processing of these frequency tables. However, despite all this simplicity, often this method is the least adequate. Consider the distribution of wages in fig. 1.17. This chart illustrates the typical income distribution of all workers large organization. This is a positively skewed distribution, with an area of ​​large deviations on the right side of the chart. The incomes of the bulk of workers are presented on the left side of the diagram. Only a few workers have incomes shown at the top of the chart. It is these few workers who distort the value of the mean, and the average value obtained by calculating the arithmetic mean exceeds an acceptable 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 ​​lower wages and therefore is also not completely representative. The median value, as a central value, acts as a compromise and is often considered the best indicator. On fig. 1.17 shows the values ​​of the mean, mode and median. These three measures will be in line with each other only if the data distribution is symmetrical. If the distribution is negatively skewed, then the sequence of values ​​is reversed. So, the mean will be the smallest value, and the mode will be the largest. On fig. 1.18 three types of distribution with the corresponding indicators of three averages are presented. The figures simply represent the shape of each distribution. Thus, the drawn curves outline the contours of the corresponding histogram. For example, in fig. 1.18 (i) shows 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. The fee 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 falls short, and can only force the debtor to admit they are unable to pay the bill. When a payment cannot be collected, a higher collection rate may provide a compromise solution.

The constructive side is more pronounced when the level 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 different positions and a desire to understand each other. During the discussion of differences that cannot be ignored, but cannot be combined in their current 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, manufacturers and marketers, based on their professional approach, usually make it possible to better take into account both its consumer properties and the capabilities of the organization. The presence of positive properties in the 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 sighting of documents in different services and departments is one of such cases.

With a compromise solution, agreement is achieved due to the fact that the partners, after an unsuccessful attempt to agree among themselves, taking into account new considerations, partially depart from their requirements (they refuse something, put forward new proposals).

In order to approach the partner's position, it is necessary to mentally anticipate possible consequences a compromise solution for the implementation of their own interests (forecast of the degree of risk) and critically assess the allowable limits of the concession.

It may happen that the proposed compromise solution exceeds your competence. In the interests of maintaining contact with a partner, you can make a so-called conditional agreement (for example, refer to the agreement in principle of a competent manager).

Business practices. In the US, companies operate in a competitive environment, while Japanese companies try to avoid confrontation. American companies believe that competition is normal and that creativity is a direct result of it. Japanese companies trying to avoid controversy. They will collectively, rather than individually, make compromise decisions in any case without showing emotion in order to maintain peace and harmony. Unlike the Americans, the Japanese do business in a very individual way. In Japan, it is customary to establish a trusting relationship, 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, the Japanese feel uncomfortable. That's why it's important for them to establish personal relationships and trust the people they deal with. 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 joint business.

Managers are also responsible for evaluating the work of employees, determining the necessary remuneration for the final results of 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 disagreement 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 installations is studied in detail in the work. A compromise solution is proposed here, taking into account the peculiarities of oil and oil products refining at specific

Privatization can take place in different ways for free - by transferring ownership of enterprises free of charge 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 indisputable advantage, Russia 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 fee. At the same time, the value of privatized property free of charge is subject to crediting in a certain amount to the so-called registered privatization accounts (checks) of citizens. The amount annually transferred by the state to a citizen's privatization account is established by the state privatization program. This amount is not issued 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 accepted compromise decisions led to such obvious - from an economic point of view - shortcomings of the privatization model being carried out, such as the method of assessing property not at market value (however, who could know it then), but at the residual, 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 lies in finding a compromise between the two opposite requirements of building a structure. The first requirement is the creation of construction and installation departments to carry out the entire range of works on the construction of pipelines. The second requirement is to maintain highly specialized departments. Complexity leads to a reduction in losses at the junctions of work, therefore, it should ensure the efficient use of resources with minimal construction time. On the other hand, deep specialization creates favorable conditions for maintaining a high degree of readiness of special technical means, wide opportunities for maneuvering 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 achievements in a narrow area. The optimum involves some compromise between these requirements. But to choose such a compromise solution, it is important to carefully weigh the advantages and disadvantages of both paths.

Some textbooks suggest that the in-line method allows, due to continuous and uniform work, not only to ensure the 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 goals of a contradictory nature. One can only find some kind of compromise solution based on a comparison of the importance of these goals. Thus, when constructing facilities of great national economic importance, it is sometimes more advantageous to have an excess of construction resources in order to prevent or reduce downtime for the work front. In this case, the flow can be traced in the provision of a front of work, while construction teams form a queue in anticipation of a front of work.

Goals and conflicts. Comparing the three plans, it should be concluded that the goals of an 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 for labor activity. Third, the costs of this plan must be reasonable. Tab. Figure 34-4 shows that these three tasks are in conflict and compromises or concessions are needed.

A supporter of raising reference prices and reaching a compromise between oil companies and OPEC countries was, for example, an influential employee of the US State Department, J. Aikins, who actually coordinated relations between the government and oil companies during the preparation of 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 the positions of those states in it that advocate the nationalization of the oil industry, and, secondly, it would be placed under threaten the overall stability of the Western oil supply system, 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 American oil companies had not joined in efforts to find a compromise solution to the conflict with OPEC, then there could have been a real threat of undermining their almost monopoly control over the oil supply system of the capitalist world and advancing to leading positions here. oil companies from Western European countries and Japan.

The legislators of that time tried to find a compromise solution, in particular, to establish general accounting rules that affect the amount of profit (already 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, but how to count ), and not interfere with the reporting form. It was only stipulated (Art. 606 of the Trade Charter) that the balance should be drawn up annually and, in any case, not more than 18 months (Art. 614), and according to 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 company's charter.

The Wili-Maken Consulting Group is headquartered in London, with branches in Bonn and Milan. The Group provides advice and advice on a variety of financial matters, such as investment, taxation, insurance, and payroll, and prepares financial legal documents. A common task given to her by clients is the evaluation of an investment portfolio in order to maximize possible income 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 it with the client, based on the wishes of the latter regarding the level of risk. Simple Tasks may consist in the analysis of a small number of options for investing in shares. The client needs advice on whether to invest in certain stocks, and if so, how much. For each stock, information is available, such as the likely annual return (based on the current price) and the risk of loss (in terms of probability). Perhaps the client has already decided for himself in which shares and how much to invest. In any case, Wili-Maken will advise how many and which stocks 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 houses of the German parliament. The Bundesrat makes its decision on the draft budget within six weeks, and in the case of proposals for the draft budget, within three weeks. The proposals of the Bundesrat are considered by the Bundestag. In case of disagreement, a conciliation commission is created. 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 work out a compromise solution. If the Bundesrat protests against the draft budget prepared by the conciliation commission for the legislative environment and taxation conditions in which the corporation is located.

A firm's financial management must balance the costs that would arise if the firm were to fall into financial distress against the tax savings associated with higher levels of debt financing. To illustrate the search for a compromise solution, consider the Nodett orporation again.

Probably, these difficulties can explain the situation that in most of the existing quality assessment methods certain types products, very approximate formulas are used, which poorly reflect the main regularities of the quality assessment process. Analyzing this approach ES Wentzel writes Here we meet with a fairly common technique - with the transfer of arbitrariness> in one instance to another. Indeed, a simple choice of a compromise solution based on a mental comparison of its advantages and disadvantages 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 according to types and sizes in accordance with their purpose is due to the impossibility of best satisfying 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 gondola 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 is the most efficient. Specialization of machines according to their purpose allows the designer to meet all the main operational requirements. Nevertheless, this still does not relieve him of the need to take in the design process

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Have you ever tried to find two absolutely identical people? Even if there are those who can answer this question in the affirmative, the likelihood that their search will be successful is very small, because two identical people, as well as two identical fingerprints or two identical irises, cannot be. This is, perhaps, one of the reasons why conflicts arise between people from time to time.

And in order to be able to effectively resolve conflict situations, a person simply needs to know how to behave when they arise, i.e. to be able to choose a manner of behavior that is most suitable for the characteristics of each specific situation. But many people always behave in the same way during conflict interaction, having absolutely no idea that it is possible to change the strategy of their behavior. It is about the strategies of behavior in conflict that we will talk about today.

But first, it is worth saying that one of the most prominent conflictologists, Kenneth Thomas, divided all types of behavior in conflict situations into two main areas - this is the desire of the subject of the conflict to defend his personal interests and the desire of the subject of the conflict to take into account the interests of other people. It is on the basis of these criteria that the main strategies of people's behavior in conflict can be distinguished. There are five of them in total:

• Rivalry
• fixture
• Evasion
• Compromise
• Cooperation

We will, of course, consider them all. But while for most of these jobs these five strategies are exhaustive, we will look at two more effective strategies. Namely:

• suppression
• Negotiation

So, let's not, as they say, unnecessarily use "airtime", and proceed to the main topic of today's article.

Basic strategies of behavior in conflict

And the first strategy that we will consider is rivalry.

Rivalry

Rivalry is a kind of behavior when the subject seeks to satisfy his own interests, causing damage to the interests of the opposite subject. Following the presented strategy, a person is sure that only one participant can win the conflict, and victory itself for one will always mean defeat for the other. A person who prefers rivalry will "bend his line" in all ways available to him. The opposite position will not be taken into account.

The main actions of a person with the strategy "Rivalry"

• Tight control over the actions of the opponent
• Constant and deliberate pressure on the opponent by any means
• The use of deceit, tricks to create an advantage in your favor
• Provoking the opponent to make mistakes and ill-considered steps
• Unwillingness to enter into a constructive dialogue due to self-confidence

Pros and cons of the "Rivalry" strategy

Rigid upholding of one's position, of course, can help the subject gain the upper hand in the event of a conflict. But such a strategy cannot be applied if the subsequent interaction of people involves long-term relationships, for example, joint work, friendship, love. After all, relationships can develop and generally have the right to exist only if the desires and interests of all people are taken into account, and the defeat of one will mean a defeat for everyone. Therefore, if the person with whom you have a conflict is dear to you or the relationship with him is important to you for any reason, it is better not to use the rivalry strategy to resolve the conflict.

fixture

Adaptation as a way of behavior in a conflict is characterized by the fact that the subject is ready to put his needs, desires and interests into the background and make concessions to the opponent in order to prevent confrontation. Such a strategy is often chosen by people with low self-esteem, insecure and believing that their position and opinion should not be taken into account.

The main actions of a person with the strategy "Adaptation"

• Constant agreement with the requirements of the opponent to please him
• Active demonstration of a passive position
• No claim to victory and resistance
• Flattery, indulgence of the opponent

Pros and Cons of the Adaptation Strategy

In the event that the subject of the conflict is not of particular importance, and the main thing is to maintain constructive interaction, allowing a person to gain the upper hand, thereby asserting himself, can become the most effective way conflict resolution. However, if the cause of the conflict is something significant, something that affects the feelings of all the people involved in the conflict, then such a strategy will not bring the desired result. In this case, the result will be only the negative emotions of the one who made concessions, and between the participants any trust, mutual understanding and respect may disappear altogether.

Avoidance

The essence of this strategy is that a person tries to do everything possible to postpone the conflict and making important decisions until later. With such a strategy, a person not only does not defend his interests, but also does not pay attention to the interests of his opponent.

The main actions of a person with the "Avoidance" strategy

• Refusal to interact with an opponent
• Demonstrative withdrawal tactics
• Refusal to use forceful methods
• Ignoring any information from the opponent, refusal to collect facts
• Denial of the importance and seriousness of the conflict
• Deliberate delay in decision making
• Fear of making a move

Pros and Cons of the Avoidance Strategy

The "Avoidance" strategy can be useful in a situation where the essence of the conflict is not particularly important or when it is not planned to maintain a relationship with the opponent. But here again: if a relationship with a person is important to you, then avoiding responsibility, shifting problems onto someone else’s shoulders will not resolve the situation, otherwise it threatens not only to aggravate the state of affairs, but also worsen relations and even their final break.

Compromise

Compromise is a partial satisfaction of the interests of all subjects of conflict interaction.

The main actions of a person with the "Compromise" strategy

• Focus on equality of positions
• Offering one's own options in response to an opponent's suggestion of options
• Sometimes the use of cunning or flattery in order to get an opponent to be benevolent
• Committed to finding a win-win solution

Pros and Cons of the Compromise Strategy

Despite the fact that a compromise implies satisfaction of the interests of all subjects of conflict interaction, which, in fact, is fair, it is important to keep in mind that in most situations this strategy should be considered only as an intermediate stage in resolving the situation, preceding the search for the most optimal solution, completely suiting the conflicting parties.

Cooperation

Choosing a cooperation strategy, the subject of the conflict is set to resolve the conflict in such a way that it is beneficial to all participants. Moreover, here the position of the opponent or opponents is not only taken into account, but there is also a desire to ensure that their requirements are met as much as possible, just like their own.

The main human actions in the "Cooperation" strategy

• Collecting information about the opponent, the subject of the conflict and the conflict itself
• Calculation of the resources of all participants in the interaction in order to develop alternative proposals
• Open discussion of the conflict, the desire to objectify it
• Consideration of opponent's proposals

Pros and cons of the Collaboration strategy

Cooperation is focused mainly on understanding the opposite position, attention to the opponent's point of view and finding a solution that suits everyone. Thanks to this approach, mutual respect, understanding and trust can be achieved, which in the best way contributes to the development of long-term, strong and stable relationships. Cooperation is most effective when the subject of the conflict is important for all its parties. However, it is important to note that in some situations it can be very difficult to find a solution that suits everyone, especially if the opponent is not willing to cooperate. In this case, the "Cooperation" strategy can only complicate the conflict and delay its resolution for an indefinite period.

These are the five basic strategies for dealing with conflict. As a rule, it is customary to use them when confronting other people. And this is quite justified, because. their effectiveness is undeniable. But at the same time, other equally effective strategies, such as suppression and negotiations, can be used to resolve conflicts.

Additional Strategies for Behavior in Conflict

Let's consider each of them separately.

suppression

Suppression is used mainly if the subject of the conflict is not clear or if it has passed into a destructive phase, i.e. began to pose an immediate threat to participants; and also when it is impossible to enter into an open conflict for any reason or when there is a risk of "falling face down", losing authority, etc.

The main actions of a person with the "Suppression" strategy

• Purposeful and consistent reduction in the number of opponents
• Development and application of a system of norms and rules that can streamline relations between opponents
• Creation and maintenance of conditions that prevent or hinder conflict interaction between the parties

Pros and cons of the "Suppression" strategy

Effective suppression of the conflict is possible if the essence of the conflict is not clear enough, because this will negate the mutual attacks of opponents and save them from the senseless waste of their energy. Also, suppression can be effective when the continuation of the conflict can cause serious damage to both sides. But, resorting to suppression, it is important to correctly calculate your strengths, otherwise the situation may worsen and turn against you (if the opponent is stronger or has more resources). The issue of suppression should be approached with all the details in mind.

Negotiation

Negotiation is one of the most common conflict resolution strategies. With the help of negotiations, both micro-conflicts (in families, organizations) and macro-level conflicts are resolved, i.e. conflicts on a global and national scale.

The main actions of a person in the strategy "Negotiations"

• Orientation towards finding a mutually beneficial solution
• Cessation of any aggressive actions
• Attention to the opponent's position
• Careful consideration of next steps
• Using an intermediary

Pros and Cons of the Negotiate Strategy

The "Negotiations" strategy allows the opposing sides to find mutual language without incurring any losses. It is very effective because neutralizes aggressive confrontation and smoothes the situation, and also gives the parties time to think about what is happening and look for new solutions. However, if negotiations are suddenly dragged out for some reason, this may be regarded by either side as a withdrawal from the conflict or unwillingness to solve the problem, which may lead to even more aggressive offensive actions.

A strategy of behavior in a conflict should be chosen as deliberately, consciously and taking into account the peculiarities of the situation itself. A correctly chosen strategy will give the maximum result, and an incorrectly chosen one, on the contrary, can only aggravate the situation. Therefore, once again carefully study this material and try to apply the knowledge gained in practice even in small things, because, having learned how to resolve small conflicts, you can effectively influence large ones. And remember that it is best to prevent the occurrence conflict situation than to eliminate the already "raging blazing flame."

Peace to your home!

Instruction

In the most general sense, a compromise is a way to resolve a conflict situation through the provision of mutual concessions. In this conflict resolution strategy, unlike the others, neither side is left to gain, but neither is left to lose. Often, to maintain relationships with people, it is this form of way out of the conflict that turns out to be the most effective.

When the points of view of the parties are completely different, but the relationship with the enemy in the conflict is very significant, compromise is the most the best option solutions. Also, a compromise as a way to resolve a conflict situation is applicable if the motives and goals of the opponents basically coincide and certain life principles and personal values ​​are not affected. Thus, it is more expedient to resolve petty domestic and business conflicts with the help of mutual concessions.

The great advantage of compromise as a way to resolve the conflict is that the parties respect the agreement reached, since they voluntarily come to its solution. That is, the problem is really eliminated, and both parties remain partially satisfied. Although, for the sake of a joke, they sometimes say that a compromise is a situation where the problem is solved and the goal is achieved, but everyone is dissatisfied, since the requirements of none of the parties are completely satisfied.

In order to come to an optimal solution to the conflict, participation and the opportunity to sacrifice something from each of the parties is important. Demanding some concessions without offering them on your part is not a compromise. We need to find a solution that would be beneficial to both parties. First you need to evaluate what you can sacrifice on your part, and then figure out what you would like to receive from the second participant in the conflict. It is advisable to put yourself in the place of the opposite side in order to assess the honesty of such a decision.

In search of a compromise, one should not perceive the second participant in the conflict as an adversary or rival. Ultimatums, pressure, the desire to get only personal gain will lead to a break in relations, even if these relations are more important for the opponent than for you. It must be remembered that the goal of this strategy is to achieve a common benefit.

For example, the popular dispute between spouses about how to spend the weekend (the husband wants to go to a sports bar or go fishing with friends, and the wife wants to go to the theater or a restaurant for a romantic dinner) can be easily resolved using a compromise strategy. For example, on the days of important matches or prearranged fishing dates, the wife does not prevent her husband from spending his weekends with friends, and the husband spends the days of theatrical premieres or certain family dates next to his other half. On the other hand, the husband also does not oppose his wife's meetings with her friends, but expects that after a hard day she will meet him with a hot dinner and support him in difficult times. Such a decision can be made on almost any issue.

It is worth noting that a compromise is not just an exchange of some concessions. It is impossible to evaluate concessions from the parties to the conflict, since the importance of interests and values ​​for each is subjective. Sacrificing your own interests in order to achieve common decision, not seeing a similar attitude from the opposite side, is also not worth it. Both parties must be interested in a compromise, otherwise the meaning of such a solution to the conflict is lost.