Prevention of interpersonal conflicts in the workforce

The subject of the study is measures to prevent conflicts in the workforce. Business leaders do not always try to resolve interpersonal conflict at an early stage of development, using methods that will prevent the escalation of the conflict and which would help to find an effective way out of a difficult situation. Many managers do not pay due attention to this aspect, do not have a psychologist, a conflict analyst, or do not invite them to organize and conduct trainings, effective programs for the prevention of interpersonal conflicts. Thus, managers miss the opportunity to resolve contradictions in a timely manner or direct the conflict in a constructive direction. Many managers do not consider it important and meaningful to introduce psychological programs and recommendations for conflict prevention and resolution into the work of employees. In this regard, the purpose of this study is to analyze the theoretical foundations of the prevention of interpersonal conflicts in labor collectives and to develop a program for the prevention of interpersonal conflicts in the labor space. The following methods were used in this work: generalization, theoretical analysis. We interviewed the staff of the chamber choir using the author's questionnaire "Conflicts in the team", leading strategies of behavior in a conflict situation according to the method of K. Thomas (adaptation by N.V. Grishina). An author's questionnaire was developed to assess the effectiveness of the conducted interpersonal conflict prevention program. We have developed and tested a program for the prevention of interpersonal conflicts in the workforce. 13 members of the chamber choir participated in the program. The very implementation of the program involved three meetings. Day 1 – work with the cognitive sphere, awareness and understanding of what conflict is, what causes conflict. Day 2 – work with the emotional sphere, through familiarization of employees with exercises, techniques, means and methods of conflict prevention. Day 3 – working with the behavioral sphere – understanding and awareness of which behavioral forms contribute to conflict prevention. The data obtained generally indicate the effectiveness of the conducted prevention program to prevent interpersonal conflicts for the majority of employees.

conflict, interpersonal conflict, employees, prevention, behavior strategies, reflection, labor Relations, communication, preventive actions, interaction