Analysis of resource loading and elimination of resource conflicts. Resource analysis of the conflict V.N. Kovaleva Resources in the conflict

The importance of project resource management processes is so great that the most advanced software tools cannot be applied without serious preliminary work of the project leader and / or manager.

The study of network analysis can lead to the conclusion that only time is essential in solving design problems. Indeed, there are many situations where time is the most important agent, but in most cases other factors also affect the ability to do work and implement projects.

Availability work force, production areas, equipment, etc. determines not only the possibility of potential work, but also the time required for this. The allocation of certain resources can be limited by processes occurring outside the project (for example, the required employee at the moment may be busy at another job). Estimating the duration will unconditionally rely on real material opportunities and limitations, and therefore it is somewhat unrealistic to talk only about the abstract duration of the project.

Resources - providing components of the activity, including performers, energy, materials, equipment, etc. Accordingly, certain resource requirements can be associated with each job. Each time estimate is based on the allowable use of a certain amount. resources, and, therefore, calculating at the beginning the duration of the project, we can calculate in advance the order (schedule) of resource use.

In the course of an operation, input resources are converted into output goods and / or services. Typically, an operation generally requires the following input resources:

· equipment,

Materials,

Energy,

· Information.

Two resource classes stand out:

1. Resources that are being transformed and included in the output. Examples include:

· materials - for example, clay for making bricks, postage in the postal service, or food in a restaurant;

· information - for example, business information processed by a management consulting firm or messages transmitted by a telecommunications company;

· consumers - for example, dentist patients or restaurant patrons.

2. Resources required for the conversion process, but not part of the output. Examples include:

· fixed assets - usually factories, machinery, equipment, buildings, land;

· expendable materials - these are non-refundable resources that may require high costs(for example, energy sources for baking bricks in ovens) or low costs (for example, fountain pens for management consultants or water for a restaurant kitchen);

· people- v recent times often referred to as human resources. It is difficult to imagine an operation that does not require the involvement of the people, usually the employees of the organization performing the operation. This kind of resource is used in all of the examples of conversion processes shown.

· information- knowledge used within the project, but not a product.

Incoming resource planning and management appears to be the primary concern of most operational managers. Because the inputs are very diverse in nature, operations managers must use different approaches to manage them.

· People in the process of transformation, they are either personnel or consumers. The planning and management of personnel in operations is a vast field of research and the subject of an independent scientific discipline, denoted by the term "human resource management". Human resource planning takes the lion's share working hours of operational managers is their main concern. This refers to: recruiting, training, motivating, rewarding, designing work orders, organizing work, and all other activities required for human resource management.

· Materials (edit) can either be processed or used in the operational process. Unlike people, materials do not complain if they are kept in warehouses for a long time before use. However, maintaining large stocks materials leads to an increase in the cost of their creation and maintenance. Many organizations are looking for ways to reduce these costs. Another feature of materials is that they come to the organization from suppliers, and the volume of stocks is largely determined by the system of relations between the supplier and the consumer.

· Information- a resource that can either be used in the form in which it arrived, or be transformed in the operational process.

· Equipment, like other capital means of production, they are fixed assets that are not completely expended immediately, but serve for many years. Equipment is usually the main factor in determining production capabilities organizations. Replacing it is not easy and takes a long time. Consequently, the timescales for equipment planning and management are large compared to other types of inputs.

All resources and everything they "do" can be described in terms of stocks and flows. It's like a school puzzle about a pool with pipes and the movement of water through them. There is water, it arrives through one pipe and decreases (flows out) through the other. If the water level reaches zero (there is no water), the outflow will stop. Therefore, during the planning and implementation of the project, it is very important that the pool does not dry out.

Fundamentals of resource allocation. Making plans and schedules for their implementation involves allocating resources to tasks, and this in itself often becomes a rather difficult task. In most cases, it makes sense to draw up a schedule of work and a schedule for spending the resources that are needed for this work. For a project, several graphs of the corresponding resources are usually formed:

· Task sequence graph. The order of the tasks is shown here, indicating the start and end times and the processes used. In this case, for clarity, Gantt charts are often used.

· Human resources utilization schedule. It shows the work that each of the employees will do on a specific day or week.

· Equipment work schedule. It indicates to what extent the functionality of each component in the complex technological equipment will be involved in the current time interval.

· Material consumption schedule. He shows what materials are required.

So far, we have not considered or considered any resource constraints in our analysis. The original timetable for the operations was developed assuming sufficient resources were available. However, this situation is not always the case, and if this is the case, then using resources in accordance with the needs indicated in the schedule may turn out to be uneconomical.

Resource limits... Planning must take into account the inevitable resource constraints due to several factors.

· Equipment. Machines and equipment, despite the fact that they will be at your disposal all the time of the project, will not be able to operate 24 hours a day, 7 days a week, 365 days a year, since they need re-equipment, readjustment, Maintenance in accordance with the regulations. Of course, sometimes managers neglect the breaks in the operation of equipment, the timing of scheduled inspections and maintenance. In the long term, this usually leads to a sharp increase in the cost of unscheduled repairs, rapid wear of equipment.

· People. People may be absent from work not only due to planned vacations and public holidays, but also, for example, due to illness. Unlike interchangeable cars of the same brand, people are not.

· Materials. During the implementation of the project, there may be delays in the supply of some materials, their quality may differ from the declared and necessary in the project.

Resource based scheduling method depends on the specific goals of the persons exercising control over the progress of the project. For example, it may be a matter of paramount importance to complete a project by a certain date, while resource costs are not critical - such plans are limited in time. And vice versa, with limited Money ah, a rigidly fixed amount of resources is allotted to the implementation of a project, and the deadline for completion can vary within large limits. In this context, resources include labor, equipment, raw materials, cash, production facilities, etc.

Before embarking on a project, the production manager must clearly formulate the criteria according to which the resource allocation will be carried out. As such a criterion, you can choose:

1. Maximum use of available resources.

2. Minimization of maximum resource requirements.

3. Minimizing the maximum changes in resource requirements.

In addition to these, there are many other criteria. There are many methods for solving the problem of resource allocation: heuristic methods, methods of mathematical programming.

For practical use and understanding of the principles of operation of standard project management programs, consider one of the simplest algorithms, which uses resource graphs and "trial and error".

Resource graphs. If the total demand for a certain resource is determined on the basis of constant intervals, for example, one day or one week, then you can build resource graph . It reflects the demand for the resource during each interval of time.

The resources required to carry out each job are added up for all jobs performed simultaneously, assuming that the necessary resources must be stocked for each job at the earliest possible date for its completion. If the demand for a resource has exceeded its limit, it is necessary either to invest an additional amount of the resource in the project, or to revise the schedule for performing operations. Sometimes in such situations it is necessary to delay the project deadline. Despite the fact that some project activities do not have an explicit logical sequential relationship, their simultaneous execution is often impossible due to resource constraints. This limitation can be reflected on the resource graph by drawing a line corresponding to the available quantity of a given resource. This technique will allow you not to schedule the execution of certain operations for the same period of time.

Resource assignment consists in determining the needs of each job in different types resources and in assigning resources to work.

Resource assignment and leveling techniques Allows the manager to analyze the critical path network plan to ensure that specific resources are available and used throughout the project.

Resource leveling techniquesare, as a rule, software-implemented heuristic scheduling algorithms with limited resources. These tools help the manager create a realistic project schedule based on the resource needs of the project and the resources actually available at a given time.

Resource histogram- a histogram that displays the needs of the project in a particular type of resources at any given time.

Resource scheduling- scheduling the start of work with limited available resources. Checking the resource feasibility of the schedule requires a comparison of the availability and resource requirements of the project as a whole. By shifting non-critical jobs to their late start (finish) dates, you can ensure optimal use of resources.

The information obtained as a result of the resource analysis of the project helps to sharpen the attention of the manager and team members to those moments where efficient management resources will be a key success factor.

Analysis of the project feasibility includes: logical feasibility (order of execution of work in time); time analysis (calculation and analysis of the time characteristics of work: early / late start / end date of work, full, free time reserve, and others); physical (resource) feasibility (taking into account the limited availability or available resources at each moment of the project execution time); financial feasibility (ensuring the continued availability of available funds). Original plan- a project work plan containing initial information about the main time and cost parameters of the work, which is accepted for execution. The original plan usually fixes the amount of work, the planned start and end dates of the project tasks, the duration of the tasks, and the estimated cost of the tasks.

The histogram of resource requirements can be compared with the available amount of each type of resource, and if the need for a certain amount of a resource exceeds the available amount of this resource, then it may be necessary to change the time in the schedule in order to meet the demand with newly received resources. This can be done either by using slack for work that is not on the critical path, or you can increase the duration of the project.

After determining the resources required to perform each work and their initial purpose, it is necessary to get rid of resource conflicts, that is, from assigning to resources a work front that exceeds the possible one. When assigning a resource to several jobs, it is necessary to take into account its load at each job to avoid conflicts.

Planning tasks have, as a rule, two types of performances:

1. Taking into account the needs for certain types resources and their smoothing.

2. Rational distribution of resources.

If not all resources can be obtained from internal sources then some of them will have to be bought, rented or rented. It is possible that some work needs to be contracted with subcontractors. The data on the minimum amounts of required resources established by the resource allocation procedure can be used in subsequent stages to verify that the contractor has sufficient resources to complete the project.

Economic and financial feasibility. When a cost estimate is known for each operation, it is possible to analyze the security of its financial resources. Costs may also depend on how the project is implemented. Alternative methods can be considered, evaluated and the information obtained can be used to analyze economic feasibility.

Economic feasibility is necessary to determine the duration of the project that meets the minimum cost. It is possible that feasibility studies will be conducted under certain resource constraints. Quite often, the level of resources used or the duration is limited from above. Although the procedures for testing resource, economic and financial feasibility are similar, different constraints define the scope in different ways in which studies are conducted for different durations and costs of a project.

If the project will only use its own workforce, you can schedule their use to determine if the project can be carried out in this way. Likewise, you can schedule costs to ensure that the intended purchases can be made and that the materials will be delivered on time.

Once the minimum cost has been selected, a final feasibility check should be carried out. The project manager conducts cash flow analysis to define the project at the established total costs and the selected duration of the project. The output of the analysis of cash flows is planning for reporting periods (quarterly, monthly, semi-annual) of all financial transactions and their final effect.

Optimization. When checking for economic feasibility, it may turn out that the resulting durations are economically unprofitable. Then it is necessary to revise the priority allocation of resources and explore the possibility of obtaining additional (cheaper) resources or additional effect (at the same cost). This is followed by a reallocation of resources, the results of which are tested for economic and financial feasibility. This iterative process of feasibility analysis continues until an acceptable schedule is obtained.

A plan that has successfully passed a feasibility study needs to be assessed against other criteria. Project conditions may change. It can lead to change financial plan, the specialists required for the project may be employed in other jobs. Tax laws may change affecting the economic feasibility of the project.

At the optimization stage, it may be necessary to make some changes to the plan to meet certain criteria. These changes may necessitate going back to earlier planning steps. As a result of this process (possibly after several iterations) an adjusted master schedule of the project is obtained, which is close to optimal.

It also makes sense to check the possibility of adopting a plan that is optimal in the mathematical sense, taking into account such criteria as the minimum duration of the project, the minimum cost, maximum use of own resources, maximum employment during periods of economic downturn, maximum customer satisfaction, etc. sense are independent.

Mathematical methods such as modeling, linear, dynamic and integer programming, game theory, and others can be used to determine optimal plan, but usually in problems of this kind the number of variables and constraints is so great that they exceed the capabilities ... but not just modern computing technology, but the human ability to analyze and draw conclusions. In addition, the answer found by the computer will be too accurate - and therefore useless in a dynamically developing world. Modern iterative methods using heuristics allow you to determine at least an acceptable plan, the execution of which will lead to the expected result.

Determination of resource requirements. After building the optimal plan, you can prepare a schedule (plan) of use labor resources and materials for the case when the project must be provided by its own personnel, and certain materials must be supplied by the customer. You can also accept agreements to rent, rent, or purchase equipment.

It is necessary to complete:

Determination of the resources required for the implementation of the project, and their distribution in time: money, building materials, technological equipment, means of computing and organizational technology, energy resources, machines, mechanisms, Vehicle, production areas;

· Optimization of the summary schedules of resource requirements;

· Determination of resource providers for the project;

· Consideration of factors influencing the provision of the project with resources;

· Formation of schedules of supply of resources.

If the attraction of resources from an external source affects the progress of the project, the need for resources can be recalculated (for example, for the implementation of the project it is necessary to take out a loan - if the bank borrows only the amount that is missing for the project, then there will not be enough funds to pay bank interest, and the project will become unrealizable again).

Control questions

1) What factors, other than time, limit the implementation of the project?

2) What are "resources"?

3) What are the two classes of resources allocated? What resources relate to each of them?

4) What charts are used in projects?

5) What are the limitations of each type of resource?

6) What is the resource scheduling method?

7) What is the analysis of the feasibility of the project?

8) What is resource conflict?

9) What is economic and financial feasibility?

10) How is the need for resources determined?

Resource assignment is to determine the needs of each job for different types of resources.

Resource assignment and leveling techniques Allows the manager to analyze the critical path network plan to ensure that specific resources are available and used throughout the project.

Resource leveling techniquesare, as a rule, software-implemented heuristic scheduling algorithms with limited resources. These tools help the manager create a realistic project schedule based on the resource needs of the project and the resources actually available at a given time.

Resource histogram- a histogram that displays the needs of the project in a particular type of resources at any given time.

Resource scheduling- scheduling the start of work with limited available resources. Checking the resource feasibility of the schedule requires a comparison of the availability and resource requirements of the project as a whole. By shifting non-critical jobs down to their late start (finish) dates, you can reshape the resource profile to ensure optimal resource utilization.

The information obtained from the resource analysis of the project helps to sharpen the attention of the manager and team members to those moments of work where effective resource management will be a key factor for success.

Analysis of the project feasibility- the concept of realizability has a number of its varieties: logical realizability (taking into account logical constraints on the possible order of execution of work in time); time analysis (calculation and analysis of the time characteristics of work: early / late start / end date of work, full, free time reserve, and others); physical (resource) feasibility (taking into account the limited availability or available resources at each moment of the project execution time); financial feasibility (security positive balance funds as a special type of resource). Original plan- a project work plan containing initial information about the main time and cost parameters of the work, which is accepted for execution. The original plan usually fixes the amount of work, the planned start and end dates of the project tasks, the duration of the tasks, and the estimated cost of the tasks.

Resource histograms and resource smoothing. When assigning baseline or current planning dates, you must take into account resource constraints. If the resource requirements for all activities in the project are known and start and end dates have been set, then you can calculate the function of changes in requirements for each resource in the project, which represents a resource level table or resource bar chart.

A histogram of resource requirements can be compared to the available amount of each resource, and if the demand for a certain amount of a resource exceeds the available amount of that resource, you may need to change the time in the schedule to reduce this need. This can be done by using slack for work that is not on the critical path, or you can extend the duration of the project.

After determining the resources required to perform each work and their initial purpose, it is necessary to get rid of resource conflicts, that is, from assigning to resources a work front that exceeds the possible one.

There are three main types of dependence of the need for resources on the progress of work (duration):

1. Constant - during the entire work, the load (work front) of the resource does not change.

2. Stepwise - during operation, the resource load changes abruptly (steps).

When assigning a resource to several jobs, it is necessary to take into account its load at each job to avoid conflicts.

Planning tasks usually have two types of performances:

1. Taking into account the needs for certain types of resources and their smoothing.

2. Allocation of resources.

The task of accounting for demand is reduced to building histograms of the total demand for resources for a given variant of the schedule. These bar charts show the distribution of resource requirements for a given schedule variant. Such histograms show the distribution of resource requirements over time, allow you to compare this need with the possibilities of timely provision of resources for the corresponding project and serve to assess the quality and reality of the schedule option.

Resource allocation problems are encountered in extremely diverse settings. Depending on the adopted optimality criterion and the nature of the constraints, one can single out the following groups:

· The tasks of minimizing deviations from the specified time frames or minimizing the timing of the occurrence of target events while observing resource constraints;

· Problems of optimization of a certain indicator of the quality of the use of resources for a given time frame for a complex of works.

Analysis of the feasibility of the project. The schedule obtained as a result of calculating the network model is checked, refined, detailed if necessary, and when there is complete confidence that all the work is included in the plan, there is complete information about the available and required resources, proceed to the feasibility analysis.

There are four types of assessments of feasibility: integral, assessment of reliability, resource, economic and financial. If the plan passes through these "sieves", then the project to which it corresponds is provided with all the required resources and its implementation according to this plan is more economical than according to any other.

Resource feasibility analysis is carried out in two stages. At the first stage, the availability of resources for all jobs is analyzed. On the second, the resource utilization diagram is smoothed. A flattened labor utilization plot provides lower cost and more efficient operation.

If not all resources can be obtained from internal sources, then some resources must be bought, rented or rented. It is possible that some work needs to be contracted with subcontractors. The data on the minimum amounts of required resources established by the resource allocation procedure can be used in subsequent stages to verify that the contractor has sufficient resources to complete the project.

Figure - Aligning project resources

Since the duration of the project is determined by the operations that lie on the critical path, all work on optimizing the schedule should begin with these operations.

Conflict over lack of something.

There are no necessary resources for the transaction to proceed: time, human resources, financial, information resources. Or there are difficult to overcome obstacles to the transaction at the moment, for example, in the client's family they cannot find agreement. Or another situation, when, perhaps, one party does not have the necessary rights to perform its duties (for example, a general power of attorney has not been issued) or the criteria by which the choice is made are not clear, etc.

Characteristic.

Usually, the essence of such a conflict is that the problem at this moment does not have a solution, and disagreements arise between the stakeholders. They personally propose their (often assumed) solutions. Conflict flares up around these options.

Responsibility for working out a solution in this situation rests with the agent.

Algorithm of action

Tension can be relieved by:

a) a clear definition of what, in fact, is the problem itself

b) its translation into an ordinary problem with one solution.

c) development of solution stages

d) determination of the obligations of the parties and their responsibilities, the allocation of the necessary funds and resources.

Positional conflict

Characteristic

Opponents insist only on their decision, not accepting compromises or concessions.

Algorithm of action

a) it is necessary to find out the positions of both parties, that is, what they insist on

b) identify their intentions, goals, interests.

c) information about mutual concerns is needed.

d) find out what is in common in the interests of the parties.

Mutual concessions

The solution to the problem through the provision of mutual concessions is as follows: each side agrees to concede in what is not very important to it, but very important on the other side. Thus, each side satisfies that part of its requirements that seems to it the most important. They give what is not a pity, but the opponent needs, and ask for what is necessary for themselves, but useless for him.

If positions are incompatible

a) look for a third option (position) that would suit both parties and satisfy their interests

b) one side should make a compromise, a concession, but at the same time it receives some additional benefits (compensation).

Compensation

To develop compensation you need to know:

a) what is of particular interest to opponents in this situation

b) how difficult it is for the opposing side to make the required concessions

c) what can act as a resource for compensation: specific material values- money, things, real estate or intangible values

Resource conflict

Characteristic

It arises in a situation where the principle of sharing the available resources of one of the parties seems to be unfair. Or when resources are limited and it is not clear how and where to find their additional source. At the same time, it seems to each side that it was cheated.

Algorithm of action

Resources can be goods and means, the availability of which determines either the outcome of the transaction or the well-being of the parties. It can be money, real estate, land, things, information, time, etc.

Equitable distribution of resources

a) resource allocation based on fair criteria. The parties choose an objective criterion based on which the resource can be divided. Often, such a criterion is the rule of law, a court decision, traditions, professional and ethical standards, moral norms, precedents, etc.

b) resource allocation based on a fair choice procedure. As such a fair procedure can be considered: selection by lot, selection in turn, selection according to the principle "one divides, the other chooses", a choice made by a third independent party.

Increasing the controversial resource

All parties make a joint decision to participate in the action to increase the resource.

Conflict Requirements

Characteristic

Collisions arise from claims, more often mutual ones. Usually, the parties cannot resolve the conflict on their own.

Algorithm of action

Such conflicts usually cannot be resolved without an “arbitrator”. Such a judge is another agent, the agency's lawyer, or any third party disinterested. After all, an ethics commission.

In the process of implementing project tasks, situations often arise when the interests of employees do not coincide. This can lead to conflicts, which is primarily a consequence of the inconsistency and structure of the project and the division of labor, as well as the disunity of people with different values. Therefore, the ability to manage conflicts is important.

The classical point of view on conflict in industry (Table 12.3.) Was that it should not arise. But it is recognized that a certain degree of conflict is required in a relationship.

Table 12.3. Conflict concept

A conflict can be positive if it:

Ø is the basis for starting a discussion to discuss a particular issue;

Ø solving a particular issue;

Ø improves relationships between people;

Ø makes it possible to relieve tension;

Ø enables employees to more fully reveal their capabilities.

A conflict can be negative if it:

Ø takes people away from solving important issues;

Ø causes a feeling of dissatisfaction in the team;

Ø leads to personal or group isolation, and also counteracts mutual understanding.

Conflict situations with positive results must be maintained within the organization.

Conflicts are usually divided into psychological and social ones.

Psychological conflict is associated with the psychological problems of one individual (the presence of competing desires, the desire to avoid negative results, etc.).

Social conflict is a conflict that arises between individuals, their groups, as well as systems and subsystems. The structure of the conflict is shown in Fig. 12.2.

Rice. 12.2. Classification of conflicts

The identification of the main sources of conflict is discussed in table 12.4.

Table 12.4. Sources of Conflict During Project Implementation

The manager's job is to be able to manage conflicts as they can be worn constructive(joint search for a solution to the conflict with the benefit of both parties) and destructive(when each participant in the conflict remains unconvinced) form. Constructive conflicts are associated with disagreements and struggles over the fundamental problems of the scientific, technical and social policy of the organization. They help prevent stagnation, serve as a source of ideas accompanying the formation of new scientific directions... Therefore, such conflicts should not be avoided, but fruitfully used by satisfying the objective requirements of the conflicting parties. For this, the manager must be able to distinguish the immediate cause of the conflict from its cause, which can be covered by the conflicting parties. It is important to establish how the subject of the disagreement concerns production problems, and to what extent - the peculiarities of business and personal relationships of the parties to the conflict. It is also necessary to find out the motives of the conflict clash of workers, the direction of the actions of the participants in the conflict.

To this end, all parties to the conflict should be listened to, not rushing to conclusions and generalizations, and personal sympathy should be avoided. The main thing is to achieve mutual understanding between the parties to the conflict, which determines the following possible cases of conflict resolution:

Ø mutual reconciliation on an objective basis;

Ø a compromise based on partial satisfaction of the desires of both parties.

In any case, the basis for reconciliation should be the objects of satisfying the requirements of both parties, exposing the insolvency of false claims, conducting preventive and educational work.

Destructive conflicts can arise against the background of a sharp divergence of views and interests of people as a result of a misunderstanding of the surrounding production reality. Such conflicts are characterized by the firmness of the positions of the participants, unauthorized methods of meeting their demands. In such conflicts, in addition to the methods of resolution discussed above, it is worth showing firmness, up to the use of organizational measures - disbanding a group or dismissing the initiators of the conflict.

The following factors are possible that would contribute to the prevention of destructive conflicts:

Ø having clear goals;

Ø the ability to avoid unnecessary disputes;

Ø the ability to listen to others;

Ø the ability to avoid categorical statements;

Ø involvement of all interested parties;

Ø approximation of the interests of the parties, motivation;

Ø avoidance of personal judgments;

Ø the ability to reach a compromise and make decisions unanimously.

There are many methods of conflict management. Enlarged, they can be represented in the form of several groups:

Ø intrapersonal method (method of influencing an individual);

Ø structural methods (elimination of organizational conflicts);

Ø interpersonal methods or styles of behavior in conflict;

Ø negotiations;

Ø reverse aggressive actions.

The following five styles of behavior in conflict situations are well known:

1. Evasion;

2.Goods;

3.Compromise;

4. Forcing;

5. Solution of the problem (see table. 12.5.).

Table 12.5. Five models of conflict management

Evasion method... It is based on the fact that a person tries to get away from the conflict, to avoid the situation, which provokes contradictions and to avoid discussing the issue, which leads to conflict.

Adaptation method. This style is characteristic of a natural unwillingness to avoid conflict, that is, it is necessary to stimulate a sense of community in the team.

Compromise method. It is characterized by accepting the point of view of the other side, but up to a certain limit. The project manager can effectively use it in formal contract negotiations and informal negotiations with project participants.

Forcing method ... Coercion to accept one point of view. This style is effective when the leader has a lot of power over his subordinates.

Problem solving method. It is an acknowledgment of differences of opinion and a willingness to get acquainted with different points of view in order to better understand the cause of the conflict and find a way out that is acceptable to all. Problem solving is a synthesis of all conflict management techniques and is used when there is sufficient time and trust between the conflicting parties.

Conflict resolution is the elimination in whole or in part of the causes that provoke a conflict situation. Successful conflict resolution involves:

1. Providing subordinates with specific documents about their responsibilities, setting a task, formulating a goal and clarifying the line of conduct of personnel to achieve it;

2. Careful clarification of the reasons for the behavior of people;

3. Refusal from moral admonitions and threats;

4. Application of punishment if the employee deserves it;

5. Searching for a way out of situations, become fierce, and not a showdown;

6. Do not allow others to throw yourself out of balance;

7. Do not allow struggle and digestion among subordinates;

8. Constantly work on the correct presentation of thoughts;

9. Learn to listen carefully.

The methodology under consideration is based on a structural approach to the study of conflict situations and schematic models of the behavioral reactions of the subjects of the conflict, developed by the Kharkov scientists A.M. Bandurkoy and V.A. Friends.

Resource analysis of the conflict, in our opinion, is one of the most effective for revealing hidden, sometimes unconscious motives, for determining individual strategies in solving intra- and interpersonal contradictions. Most of the well-known analytical techniques involve the disclosure and coordination of the interests of the parties to the conflict, the identification and neutralization of their fears, the study of motives conflicting behavior opponents and the goals pursued by them (S. Fejer, H. Cornelius, MM Rybakova). All this makes it possible to determine the positions of the parties to the conflict, to explain their actions, to outline the ways and means of solving the conflict problem. However, it is not always possible to quickly resolve the conflict. The reason is that one of the main characteristics of the conflict, which conflictologists very rarely take into account, is its dynamics. Some conflicts run sluggishly, for a long time, others develop rapidly, others - explosively, and in such cases it is far from always possible to forestall the escalation conflict situation into the incident.

The intensity of the course of the conflict, its strength, the speed of growth from one phase to another are determined not only by the interests, goals, styles of behavior of the parties, but also by their resources. The possession of certain resources gives strength to a specific participant in the conflict, gives him a greater number of degrees of freedom in choosing tactical methods of influencing the opponent. The loss of a resource or the possibility of losing it, realized by the subject, increases the assertiveness of conflict behavior, depending on the personal significance of this resource.

Resources are directly related to the needs of the individual and the motives of his behavior. Moreover, all the needs of an individual are needs for specific resources: material, moral, energy. There is a resource of time, a resource of freedom, a resource of love or adoration, a status resource, a resource of health, physical strength, material well-being, respect, security, knowledge or information, etc. You can continue this list indefinitely. A personal resource can simultaneously act as a means of achieving a goal, and the goal itself, and a condition for solving personal as well as interpersonal problems.

Resources are both objective and subjective. Subjectivity is determined by the value or significance of a particular resource for the subject. For example, the subject does not know how to rationally organize his life. He is chronically short of time. Therefore, time for him acquires a special value, and the resource of time - a high degree of personal significance. Two individuals who have objectively the same time limit can have different time resources if the subjective significance of the time factor is different. One individual is loved by one person, and he believes that he has the necessary resource of love. Another subject is loved by several people, and he wants to be loved by everyone. This is unrealistic and he feels unhappy, deprived of the resource of love.

One or another resource for an individual is the more significant, the stronger and more relevant the personal need for it on this stage, in a specific situation or in general throughout life. Some people are ready to sacrifice a lot for the possession of this or that resource (health, well-being, etc.). Others will not give a broken penny for the same resource. It depends on the actualized needs of the individual, his values, attitudes and other factors.

The objective value of the resource cannot be ignored either. For example, for different people money has different personal values. But in most cases, the one whose real financial potential is more significant can more successfully satisfy their needs, realize their goals. In principle, this applies not only to the material resource, but also to any resources in general.

The last statement is true on the basis of the property of equivalence of personal resources. The resource of information (knowledge) is equivalent to certain resources of time, finances, respect, self-expression, etc. Having a financial resource, we can save a resource of time, spending the first on high-speed vehicles. We can quickly get any information by buying it - or by paying for the labor of those who can promptly provide it to us.

Financial resource is not always directly equivalent to the resource of love. But it gives more opportunities for refined courtship and increases the likelihood of achieving the goal. Intellectual resource can be replenished by almost any other.

So, personality resources are its potential in the most diverse and most important spheres of life. But the value of a resource is determined not by an opportunity, but by an actualized need for it and its scarcity. Not all of them are equal for the individual, but in the aggregate they provide more or less successful self-realization of the individual. Some of them perform direct functions, others are mediated, and others are compensatory. But, one way or another, any conflict is a conscious or unconscious struggle for a resource.

Consider the methodology of resource analysis of the conflict. It consists of several stages. The first stage involves the completion by all subjects (parties) of the conflictogram (see table 1) and the balance sheet of the parties' resources (see table 2)

Table 1

Conflictgram

The sequence in Table 1 for studying the components of the structure of the conflict makes it possible to carry out a detailed and, at the same time, a compact analysis of the conflict situation, to identify the problem, obstacles, fears, strengths, opportunities, needs are not only their own, for and for a partner, resources that opponents have and for which they are fighting. A special advantage of the table is the opportunity it contains to look at the conflict through the eyes of the opponent, to better understand the other side of the conflict interaction, to establish the possibility of exchanging resources and the price of each resource for opponents.