The activity of the enterprise mainly depends on the team working in it. The team, like all mechanisms, is not perfect and tends to break down. Disagreements, quarrels and conflicts can occur in it.
The production collective, like any community of people, having seemingly clearly defined goals - the development of products, its implementation, profit and its 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 - various divisions, heads of these divisions, ordinary employees. In this system, both vertically and horizontally, contradictions, explicit or implicit, can arise, 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 inflamed passions dies out completely or barely smolders, so that in a new "favorable" case it flares up again.
As a rule, industrial conflicts are perceived negatively by all participants and witnesses. Their result is harm to the common cause, spoiled relationships between people, stress that damages health. Conflicts are undesirable; however, all attempts to eliminate their very foundation, to create a "conflict-free" community end in failure. In the search for the causes of conflicts and ways to resolve them, the participation of a psychologist is desirable. You can even talk about a special area of psychology - conflict management.
Of course, the objective causes of conflicts lie in real contradictions between the interests of the groups and individuals that make up the work collective. But subjective factors also play an important role. 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, it is important: his professional suitability, his work experience in this team, his diligence, the degree of his awareness of his involvement in the common cause and the difference in the significance of the interests of the group and his personal interests for him. In addition, contradictions in relations of this kind also depend on the general atmosphere that was established in a given team at the time of the beginning of the development of the conflict.
