The paper presents a comprehensive overview of contemporary perspectives on the nature of organizational conflicts arising from incompatible goals and values within a team. It examines the underlying causes of contradictions, including management system characteristics, authoritarian leadership practices, and hierarchical labor organization that hinders employees from achieving effective self-realization. The study explores the role of interpersonal and intergroup clashes, impacting both local divisions and the overall company structure. It demonstrates that conflict, while potentially damaging to the collective’s morale, can also serve as a source of evolutionary changes, fostering greater flexibility in management mechanisms. The dynamics of conflict situations are analyzed, highlighting how each aggressive reaction may escalate tensions and broaden the scope of involved participants. Various approaches to reducing tension are described, such as restructuring divisions, staff rotation, and sociological and cultural methods aimed at transforming power dynamics, value systems, and communication practices within the team. The analysis shows that the success of conflict prevention and resolution depends on the degree of understanding of their causal relationships and the readiness of management and staff to collaboratively seek optimal solutions.
organizational conflict, authoritarian management system, interpersonal contradictions, group interactions, escalation dynamics, aggressive reactions, staff rotation, transformation of value systems, regulation of social environment, management efficiency
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