Incident resolution techniques are divided into 5 key groups. Each has its own characteristics:
Negotiation
An ideal option in a situation when:
The parties are dependent on each other or their interests coincide.
The parties to the conflict who have the right to vote are ready to discuss the problem.
The incident is in its infancy.
Negotiations need to be properly overseas chinese in uk data prepared. Ideally, the parties should think through the answers to key questions. It is necessary to determine what result will suit each participant, as well as to establish the benefits available to everyone as a result of the negotiations. It is necessary to answer the question of what the parties can exchange, and what each of the participants in the conflict is ready to sacrifice. Negotiations can be conducted not only from a strong position, but also within the framework of cooperation.
Intrapersonal methods
Such techniques allow you to influence a specific participant in a dispute. The main goal is to change a person's attitude to the situation without provoking negative reactions. "I-statements" are perfect. With their help, the mediator can express his assumptions, feelings and thoughts.
The opponent will be able to look at the situation from a different angle without losing face. It is generally accepted that such methods work well even at the stage when one of the participants in the conflict is nervous or angry.
Interpersonal methods
Each participant in the conflict, regardless of their own desires, tries to minimize damage to their interests. There are 5 main behavior patterns, depending on their impact on the individual:
Smoothing or concession . Possible in a situation where one of the parties understands that the conflict is unproductive in principle. In this case, the participant makes concessions, trying to smooth out the contradictions. The advantage of this strategy is that it reduces the degree of emotions, which allows even an open conflict to be ended. The disadvantages include the lack of a solution. By smoothing out the edges, one of the parties only postpones the problem, which will later lead to an open confrontation.
Avoidance . The parties do not want to discuss and try to avoid the conflict with all their might. The advantage is the availability of time that can be spent on finding ways to resolve the dispute. The disadvantage is that the issue remains unresolved and at the most inopportune moment it comes to an open conflict.
Compromise . A behavioral model that allows you to resolve almost any conflict with maximum efficiency. Both parties make concessions, wanting to find options that suit everyone.
Coercion . One of the participants is ready to do anything to defend his point of view and puts pressure on the opponent. He can use various techniques, including psychological pressure, manipulation, financial issues, blackmail, his own authority. Most often, this model of behavior is followed by bosses when they conflict with subordinates. The advantages include the end of the incident, because the manager will still "push through" his version. The disadvantages include negative emotions that the subordinate will accumulate, which can result in a new conflict.
Cooperation . Both parties are ready for an open and honest dialogue, trying to objectively evaluate all the proposed options for solving the problem. The result of the negotiations is a verdict that will suit everyone. Cooperation allows you to resolve the conflict productively, but it is quite difficult to implement this method. After all, not every participant in the confrontation, being under the influence of emotion, can look at the problem objectively.