The activities of the enterprise mainly depend on the team working in it. The team, like all mechanisms, is not perfect and tends to break. Disagreements, quarrels and conflicts may occur in it.
The production team, like any community of people, having, it seems, clearly defined goals — product development, product sales, profit generation and distribution, is a rather complex system in which various interests are intertwined.
The team has both a vertical structure - management and performers, and a horizontal one - various units, the heads of these units, ordinary employees. In this system, both vertically and horizontally, there may be contradictions, explicit or implicit, which from time to time turn into open confrontation, that is, a conflict arises. Unlike constantly existing contradictions, the conflict in it usually does not last long. The outburst of flaming passions fades away completely or barely smolders, so that in the new “favorable” case it will flare up again.
As a rule, conflicts at work are perceived negatively by all their participants and witnesses. Their result is harm to the common cause, spoiled relationships between people, stress, causing harm to health. Conflicts are an undesirable phenomenon; however, all attempts to eliminate their very foundation, to create a "conflict-free" community fail. In the search for the causes of conflicts and methods for resolving them, it is desirable that a psychologist participate. You can even talk about a special area of psychology - conflict resolution.
Certainly, the objective causes of conflicts are the real contradictions between the interests of the groups and individuals that make up the work collective. But an important role is also played by subjective factors. So, in a boss – subordinate relationship, the competence of the boss as a leader, his leadership style, and personal qualities are of great importance. On the part of the subordinate, they are important: his professional suitability, the length of his work in this team, his diligence, his degree of awareness of his involvement in the common cause, and the difference in the importance of the group’s interests and his personal interests for him. In addition, contradictions in relations of this kind also depend on the general atmosphere established in this team at the time the conflict began to develop.
