Power fight in a hockey match or conflicts at work

It is not a secret that power fight in a hockey match prohibited by official rules is an integral part of virtually any game. To stand the attack of a game opponent the training sessions for ice hockey teams include many exercises in the end zone. This is done so the players are psychologically and physically prepared for possible body checks from opponents. These exercises concentrate on competitive character and active power fight, however, power fight is not carried out in full force as no one wants to harm the team players.

A good player does not fall for deliberate provocations of the opponent playing in full force. A good player does not allow his emotions to prevail over mind. This does not necessarily mean that a hockey player cannot stand for himself if he or his teammates are attacked but he acts within rules and resorts to cunning in order to escape sending off the field. Ability to control himself is part of good training. The player learns to be more concentrated and focused. He utilises his knowledge and his strength in right time to full extent.

Conflicts are not excluded from working relations and cooperation. Unfortunately, life is impossible without them: at work, in private life and in personal relations. Even the best team cannot avoid conflicts. However, at their work place employees quite often forget about the remarkable rule “do no harm” and put “body checks” in use.

Conflict (conflictus — in Latin it means “collision”) refers to friction, disagreement between people and groups arising in the process of work due to contrast and incompatibility of interests, needs, goals, statements and values of people, and absence of agreement between the parties. It is possible to decrease the number of conflicts within a group if everyone knows their rights and neatly performs their duties.

 

As in hockey in order to withstand the pressure it is necessary to know rules and techniques neutralising the opponent. Let us consider the ways of solving the conflicts:

  1. Withdrawal

The point is that one party does not want to take part in a conflict ignoring the situation. When the conflict originated due to subject-related reasons, such approach may have positive consequences. The second party can rethink the situation, calm down and face-to-face confrontation can be avoided. However, when the conflict formed on professional grounds, withdrawal can only aggravate the situation, because the reason causing the conflict was not eliminated. In this case the situation should not be left unattended.

  1. Smoothing or adaptation to conflict

The main purpose of smoothing is to prevent the conflict fast through agreements, apologies, demonstration of obedience. If a conflict situation arises between a manager and a subordinate and no one is keen to prolong the conflict, this tactics, whereby one party gives the way to the other, can be positive. Conflict is settled quickly, situation is understood, work is restored and good relations can be retained. In this situation it is necessary to eliminate the cause of a conflict to avoid problem repetition in future.

  1. Forcing to solve the conflict

Conflict initiator utilising authority subject the employee to his will not taking his/her opinion into consideration. Usually this is accompanied with blackmail, intimidation and other pressure techniques. This is the most unpleasant method of conflict resolution because the second party feels itself humiliated and the tension remains. Forcing can be justified: a) under conditions of time deficit; b) in emergency situations; c) as subordination.

  1. Compromise

Complicated but efficient way to solve the conflict. Thus the interests of each party are taken into consideration and alternatives are discussed. The compromise assumes that each party, to some extent, gets the desired while retaining the good relations. The purpose of such method of conflict resolution is a principle — better to get something than to lose everything.

  1. Conflict resolution

This is the most efficient method when parties acknowledge the differences in opinions and are ready to listen to other points of view in order to solve the cause of conflict and to take actions acceptable for all parties. The disagreement is perceived as normal event, which leads to finding the optimal solution after analysis and dialogue. Maturity of parties and the art of communication with people play a big role in conflict resolution, thus it is essential to keep an equal mind so not to aggravate the situation. Hear out the party applying the therapeutic effect. Candid dialogue and benevolent atmosphere favour prompt conflict resolution and its elimination.

 

Commitment in sports and work

HR security

1 Comment

  1. very nice post, i certainly love this website, carry on it

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