Forgotten Bureau

Black Sea Fleet Design Bureau employees go on hunger strike

For more than a year and a half, employees of the FSUE "172nd Separate Design and Engineering Bureau of the Black Sea Fleet" of the RF Ministry of Defense have not received a salary. The reason is the lack of orders of the Ministry of Defense of the Russian Federation, and hence the money for payments. Desperate to get their money, employees of the 172nd OKBF Black Sea Fleet went on hunger strike. Only after that the Ministry of Defense promised to pay off the debt.

Workers of the "172nd OKTB Black Sea Fleet" (Ukraine, Sevastopol) addressed to anyone asking and demanding to pay attention to their problem - months-long wage arrears. On the list of mailing lists are various officers of the RF Ministry of Defense, reception ministers, the prime minister and the president ... Even to the patriarch Kirill   the letter was sent. From hopelessness. After all, people have not received their salaries since March 2009!

As the chairman of the trade union committee of the bureau said Lyudmila NakvasinaIn total, about 150 requests were sent, but there were practically no answers on the merits. On December 21 of last year, the chief of shipbuilding, armament and the operation of armaments answered people in the sense that the ministry had decided to liquidate the enterprise. And again silence ... Documents on the liquidation or any other instructions of the owner (Ministry of Defense of the Russian Federation) on the further functioning or financing of FSUE "172nd OKTB" of the Ministry of Defense of the Russian Federation were not received by the enterprise and the fleet.

At the same time, the enterprise is military, is 100% owned by the Russian Federation, but is actually located in another state - it simply has nothing to make a living from, except for contracts from the Russian Ministry of Defense. Employees of the bureau are not allowed to take any outside orders. So in the absence of contracts from the Ministry of Defense, the enterprise was left without a livelihood and, accordingly, without the ability to pay employees wages. So she has not been paid for about 1.5 years. To date, the debt is more than 2 billion hryvnias (approximately 10 million rubles).

Almost all of our employees have debts on loans and utility bills, the pre-trade committee reports sadly. - I don’t even want to say where people have to take money for a living. Someone is eating around retired parents, someone is being helped by other relatives. Try to live a year and a half without income!

In the course of inspections conducted, including by the military prosecutor's office, the cause of the debt (the absence of contracts from the Moscow Region and the inability to earn in other ways) was fully confirmed and the amount necessary to pay off the debt and liquidate the enterprise was specified.

At the end of September, the problem, apparently, finally reached the very top of the Russian government. On behalf of the Prime Minister Vladimir Putin   dated September 18, the appeal of workers was considered by the Sevastopol City State Administration. September 25, Deputy Prime Minister Sergey Ivanov   instructed the Minister of Defense of the Russian Federation to take measures to pay off debt. Finally, on October 4, the President personally Dmitry Medvedev   instructed representatives of the Ministry of Defense to settle accounts with people. But, waiting for their money for a year and a half, the bureau workers somehow forgot how to believe various instructions and promises, even those coming from the country's top leadership, all the more so since these numerous instructions have not yet given any visible results. Employees of the company decided to pursue their own protest methods.

On October 13, 29 employees of the bureau (7 citizens of Russia and 22 citizens of Ukraine) went on a hunger strike, as reported by both Russian and Ukrainian media. What is characteristic, the owner immediately drew attention to the problematic enterprise. Head of Technical Directorate of the Russian Navy, Rear Admiral Victor Bursuk   promised the chairman of the trade union committee to pay off wage arrears in the very near future. According to the information contained in his letter, the FSUE "13th Ship Repair Plant" of the RF Ministry of Defense will conclude a contract with the FSUE "172nd OKTB PRF" of the RF Ministry of Defense (October 15-16) to develop a working design program worth about 7 million rubles, providing 30 -percent advance work. The final settlement of the contract is planned at the end of the work, but no later than November 15, 2010. Available working capital of FSUE "13th SRZ" of the RF Ministry of Defense will make an advance payment immediately after the conclusion of the contract.

The remaining part of the debt to the bureau personnel will be repaid at the expense of funds received under the second contract with the Federal State Unitary Enterprise “13th SRZ” of the RF Ministry of Defense for the development of documentation for the retrofitting of ships and vessels of the Black Sea Fleet with bilge water treatment and disinfection systems. Estimated time to complete the work is 2 months. Thus, before the onset of the new year, the employees of the 172nd OKTB Black Sea Fleet will finally receive their money in full.

We believe that the debt will indeed be repaid, ”says Lyudmila Nakvasina. - We are ready to wait a few more days before the advance payment. But if we are deceived, we will resume the hunger strike.

In addition to issues of debt repayment, employees of the 172nd OKTB PRF are concerned about the future fate of the enterprise. They are waiting for clarifications from representatives of the Ministry of Defense, how they should live and what to do.

The head of the nursing home in Primorye is suspected of appropriating 1.8 million rubles of personal funds of her wards

PHOTO: Agency Photo ITAR-TASS

Maxim Balyuk and I are walking along Drum Street in the Eastern Administrative District. Joint-Stock Company, which is a subsidiary of Rostec State Corporation, rents the premises in house No. 4. But at the moment no one is working there.

In October last year, I was hired by the head of the economic planning department, ”says Maxim. - Salary of about 45 thousand rubles. Under an employment contract, it was paid twice a month: on the 15th and 31st.

But at the beginning of the year, management began to delay payments. For January, the money was transferred only on March 16. But since February, I have not received a salary at all. From February to May - I owed 213 thousand 408 rubles. This is confirmed by an extract from a payroll bank card.

All 38 employees complained to management, but it explained that there were few orders. And in general - most likely, the company will be liquidated. But at the same time, none of the employees received notice of dismissal and liquidation of the enterprise. And the total debt to all employees in just one month is more than two million rubles. And in six months, it’s already twelve million.

Almost all employees wrote a statement addressed to the management on June 3, citing article 142 of the Labor Code, that they stop working until their salaries are paid in full.

But KBPM CEO Vasily Slobodzhanov and Executive Director Eduard Yanushenko quit. Why is not known. But ordinary workers are in no hurry because they understand that it will then be difficult to get honestly earned money from the enterprise. So the room of the design office is now empty.

Balyuk wrote a complaint to Rostec, but has not yet received an answer.

In this case, the actions of the company's management undoubtedly show signs of a crime under Article 145.1 of the Criminal Code of Russia “Non-payment of wages, pensions, scholarships, allowances and other payments,” commented the advocate of the Defense League panel Dmitry Starikov to VM. - Criminal liability occurs if the salary is not paid for more than two months. The punishment is serious - a fine from one hundred to five hundred thousand rubles, or up to three years of corrective labor, or up to three years in prison with the deprivation of the right to hold certain posts for up to three years.

DIRECT SPEECH

Stepan Suzdaltsev, Head of Press Service, Rostec Group of Companies:

The Design Bureau of Semiconductor Engineering really has a number of problems associated with the delay in payments to employees.

We received a complaint from the Design Bureau of Semiconductor Materials. The state corporation represented by the holding Roselektronika is now studying the circumstances under which the company was brought to such a difficult financial situation.

But in any case, salary arrears will be repaid in the near future.

Tatyana Maksimenko, senior prosecutor of the Moscow prosecutor’s office:

The actions of management and owners of the company are seen violations.

Workers urgently need to apply to the territorial prosecutor’s office or the prosecutor’s office of the Eastern Administrative District. In writing, you need to state all the information about the problem, attach documents confirming non-payment of wages.

The prosecutor's office conducted many checks on similar statements, and almost all of them are decided in favor of the applicants. According to Balyuk, there really is a violation of the law.

REFERENCE

If you are not paid a salary for several months, then it is best to contact:

1.   To the prosecutor's office at the location of the enterprise.

An application in which you need to describe in detail the problem, you must attach an employment contract, an extract from the salary card, confirming the non-payment of salaries. It is also necessary to attach a copy of the claim to management with a request to pay the money.

2. In court, where it is necessary to draw up a statement of claim for a court order.

A sample statement of claim can be viewed on the information stands in the premises of the justice of the peace.

The same documents must be attached to the statement of claim as to the prosecutor's office. This is a reliable method, only longer.

But if, even after the court decision, the management will not pay salaries, then it can be held liable for non-enforcement of the court decision.

Vladimir Sukhorukov, deputy chief designer of APKB LLC in the 1st direction, head of KB-3, spoke about the work that his unit is doing today.

Design Bureau-3 is developing drives for military and civil aviation, rocket and robotics. We have completed research on the creation of an electromechanical drive for controlling the aircraft steering surface for Sukhoi Design Bureau PJSC Sukhoi Design Bureau.

The transfer of aircraft control from hydraulics and electromechanics is a trend in the global aircraft manufacturing market and an innovation for Russian aviation. While we are talking about military aviation, civilian designers are also becoming interested in this topic. In particular, APKB participates in a tender announced by PJSC Irkut Corporation.

Currently, we have made two prototypes of electric drives for Sukhoi, which have successfully passed design tests. Now in FSUE TsAGI they will have to go through a full-scale simulation in a loaded mode and with external influencing factors as applied to the object of use. A complete computer model of the drive with a control unit will also be created.

To identify the behavior of an aircraft with a different type of drive, the drive model will be placed in a computer model of the aircraft and conduct computer model flight tests. Upon completion, a conclusion will be given on the suitability for flight tests and adjustment of the aircraft control system.

We are participating in the modernization of drones related to rocket technology in the interests of the Ministry of Defense: we are replacing obsolete equipment with electromechanics with a valve electric motor and digital control. Design documentation developed, the result will show the test. For this project, “chickens” will be counted in February 2019.

Concern "Kalashnikov" turned to us with a request to manufacture a product of ultra-small caliber. This is again about an electric drive for a drone control system. The task is extremely responsible. Now we are completing research work in this area, which is under control at the highest echelons of power.

The Arzamas Instrument-Making Plant instructed us to modernize one of its serial products supplied to the GNPP Region JSC, a drive for underwater unmanned vehicles. This drive will include all the latest electronics (digital sensors and interface), high-precision mechanics and improved technical characteristics.

We are also involved in the development of sensors that monitor the operation of drives. To make a high-quality drive is one thing; accurate and timely transmission of telemetric status signals is necessary.

The development of control algorithms for electric drives and the first tests of products are held in the Laboratory of digital control systems of the APKB, where test benches are installed

Head of KB-3 Vladimir Sukhorukov, laboratory employee, software engineer Tatyana Malyugina   and design engineer   Dmitry Polyantsevshowed us how the tests are carried out. The process is a bit like researching the human body. The product control unit is connected to a personal computer: the user sends the electric drive commands through the computer, the prototype operation is analyzed using the developed oscilloscope program that displays the results on the monitor.

   References History of the Dolgoprudn land Lands of the city Enterprises and organizations of the city Airships, airship building, aeronautics People of our city Honorary citizens of the city Dolgoprudny Their names are immortalized in the names of streets, parks, schools History of public education Emergencies in the city "My city - Dolgoprudny" - historical essay "History of the schools of the city of Dolgoprudny" - the book "The Neighborhoods of the City of Dolgoprudny" - the book "The Great History of the Small Village" - the book "Give the Ship to the air!" - the book "History of DNPP. From airships to missiles" - the book "OJSC DNPP. Memories of Veterans" - the book "The Village of Vinogradovo" - the book "My Five Years with Soviet Airships" - the book by U. Nobile, "Far and Close" - the book of Poem and prose about Dolgoprudny This is interesting

Article
http: //site/doc/index.php Foreword by the publisher Foreword by the publisher Chapter 1. Invitation from Moscow Chapter 2. Arrival in the Soviet Union Chapter 3. In Arkhangelsk Chapter 4. Towards the Land of Franz Joseph Chapter 5. Meeting with the airship "Count Zeppelin "Chapter 6. At Cape Flora Chapter 7. At Prince Rudolph Island Chapter 8. Disappointment Chapter 9. At Novaya Zemlya Chapter 10. In Moscow Chapter 11. Concluding an agreement with the Airship Chapter 12. At work in the Design Bureau Chapter 13. Secretaries and interpreters Chapter 14. Self-criticism Chapter 15. Homeless Chapter 16. Chess in R Chapter 17: The fate of the meteorologist Chapter 18. Our first airships Chapter 19. Before the trial in Moscow Chapter 20. Unusual flight of the B-3 airship Chapter 21. Continuous change of leadership Chapter 22. Airships designed by our Design Bureau Chapter 23. At the Kremlin Hospital Chapter 24. Return to work Chapter 25. Holidays and vacations Chapter 26. Cleaning of executives Chapter 27. Airships and the shipwreck of Chelyuskin Chapter 28. The death of the B-7 airship Chapter 29. The B-6 airship in flight Chapter 30. The airship B crash -7 Eyes 31. The problem of large airships s Chapter 32. The air line Moscow - Sverdlovsk Chapter 33. The airship-6 sets the world record for flight duration Chapter 34. The tragic end of the airship-6 Chapter 35. Conclusion of the experience gained Afterword

Chapter 12. At work in the Design Bureau

Umberto Nobile "My Five Years with Soviet Airships." Akron, USA, 1987

On May 2, 1932, having settled down in Moscow, I started work with the help of a small group of Italian technicians and workers who came with me. First of all, it was necessary to solve organizational issues. We did not have pi workshops, nor materials for the production of airship structural parts, nor boathouses in which they could be assembled. But in order to accomplish this, we had about eighty young engineers who, together with thirty designers and draftsmen, worked in the Design Bureau (as they called their organization).

This organization lacked many essential items. I was even forced to send an application to Germany for the purchase of design tables equipped with drawing instruments. We didn’t have paper, so we had to draw geographical maps on the reverse side, acquiring them in some antique shop. When I arrived, I found this organization located in a large factory building on the outskirts of Moscow (Cherkizovo). She occupied two floors. On the ground floor there was a kind of primitive workshop with one or two mechanical machines. On the second floor, where the ceiling was very low, there was one large room in which designers and calculators worked, and three small rooms to the left of the entrance. One of them was provided to me, the second - to my representative, who was called in Russian "deputy" and who changed several times during my stay, but was always a communist. The third room was called the "secret section", in which papers were kept, which were more or less significant.

From the first floor you could get to the second, only after passing through the courtyard and an even more dirty stairwell.

The building in which our organization was located was temporarily rented by the Airship, so a few months later we moved to another place, but this was not our final location. During the first two years, the Design Bureau changed the address four times, twice on the outskirts of Moscow and once in the center, on the upper gallery of the Petrovsky Lines store in the cluttered trading shops below us. Finally, it moved to Dolgoprudnaya, where, again, it received temporary accommodation in a wooden hut. Here during the winter, central heating deteriorated almost every day, as a result of which it was often impossible to do any work at all.

The young engineers put at my disposal to help design the airships, as I have already said, were among more than eighty people! And from year to year their number inevitably increased, because the Institute, which trained dirigible engineers (the airship building training complex, or briefly - the AAC), had at least five hundred students. And it was somehow wise to use those who completed the full course of study every year. The curious fact was that, unlike the situation in Italy, there were very few designers - hardly one in three engineers. And exactly the same ratio was in the workshops - one worker for three engineers. To imagine how excessive this proportion was for me, I’ll tell you that at the military factory in Rome, which I have been managing for many years, and where we designed, built and tested two, three airships each year, we never had more than ten engineers for the entire plant. They were distributed between the Office, the design office, workshops, laboratories and the assembly shop.

This oversaturation of the engineering staff at the Russian Design Bureau, as you can easily imagine, was at times more a hindrance than help in the work entrusted to me. Often I noticed that they were more prepared for individual work than for collective work in a group. Each sought to express new ideas and insisted on their implementation, as a result of which the intensity of work often decreased, delaying the execution of other tasks.

Among this mass of young people, of course, there was no shortage of those who had great abilities and good technical discipline. As a result, it was possible to choose the best of them and choose stable groups of engineers capable of working well. But this selection was partially hampered by the fact that communist leaders sometimes expressed distrust of non-partisan engineers. Sometimes they showed some kind of jealousy for their growth in the service. This was evident everywhere among engineers. As a result, selection was sometimes made in the opposite direction so that the more capable ones quit. This factor has evolved with the excessive importance attached by the Airship to attracting young engineers with an insufficient number of technicians and skilled workers in the organization. All of this undoubtedly significantly hindered the successful formation of the staff of units, which in my experience was necessary for the kind of work that we intended to carry out.

In general, I must say that throughout my stay in Russia I constantly observed one feature, not only in that particular organization that was closely related to my direct activity, but also in other organizations: the number of people employed in this particular field was much more than we had in Italy. This redundancy in personnel was caused by the fact that everything, or almost everything, in Soviet industry was created hastily. They thought that the lack of experienced people could be overcome by quantity in return for quality. Undoubtedly, this drawback was gradually eliminated over time.

Another reason why Russian technical personnel gave lower returns than ours was because many of the Russian engineers had additional work that distracted them from their main job. This would, of course, be more tangible if it were possible to reduce their number and increase their wages, guaranteeing them a constant load, a progressive increase in their earnings and position at work, the growth of their merits and experience.

A strange thing was the fact that the Airship, like all other Soviet industrial organizations, had a department called the "rationalization department." In this section, a large group of engineers was engaged in studying the most effective ways of organizing our work, but it never happened that any of them pointed out the shortcomings that I just mentioned.

May 24, 1932, shortly after I was enlisted as technical director of the Airship, I was asked to accept a five-year plan for the construction of airships. I did not hear anything about him in January of this year. Probably my remark made to Leyteizen was taken into account by him and was taken into account by the head of the Airship. Purmal himself had some doubts about the possibility of fulfilling this plan. But the new plan, although less exciting than the previous one, was also impracticable. Here are the numbers contained in it:

50 semi-rigid airships with a volume not exceeding 100,000 m3

4 rigid airships with a volume of 125,000 m3

4 rigid airships with a capacity of 250,000 m3

I pointed out to Purmal that we in Italy and Zeppelin in Germany, although we had excellently equipped workshops and experienced teams of workers, specialists in this type of construction, could not have completed one tenth of this plan at a given time. What was the opportunity to do this in the Soviet Union, where we had no workshops at all, there was no boathouse for assembly, and there were no trained workers on whom we could rely? But the optimist Purmal was not in the least struck by my arguments. He simply objected that what was considered impossible for the capitalist countries was quite achievable in the Soviet Union, where time could be accelerated by our will.

This excessive and unjustified optimism was a delusion not only of the leadership of the “Airship”, but also of those young engineers who worked with me. It was caused not so much by their technical inexperience, but by the mental attitude that they acquired, thinking that in the Soviet Union everything could be done better than anywhere else. This exaggerated belief in their own capabilities was, obviously, a reflection of the atmosphere of enthusiasm that at that time swept all the youth of Soviet Russia, carried away by grandiose state building. This excessive ambition, caused by the implementation of these grandiose plans, could only cause a smile in the specific case of the construction of objects so complex and delicate as the airships. But it was their ambitions, enthusiasm and optimism, which in other areas led the young Soviet citizens to the enormous gains of those times.

Let us return to the work plan presented in May 1932. After many discussions with Purmal, I completed their adoption for the technical review of the following projects:

1 semi-rigid airship with a volume of 2000 m, which will serve as the first experiment to familiarize Soviet engineers with the Italian type of airship design;

3 semi-rigid airships with a volume of 19,000 m3;

1 rigid Zeppelin-type airship with a volume of 100,000 m3;

1 non-rigid all-metal airship of the type developed for many years by Professor Tsiolkovsky.

Tsiolkovsky has very great merits as a forerunner of astronautics technology, but this project of his all-metal airship with a corrugated steel shell is absolutely unsuitable for implementation. I expressed my opinion to Purmal that he does not deserve the cost of money to continue relevant research. But the national pride of the Russians is very great. Therefore, the "Airship" gave the order not only to continue work on this project, which was launched, but also to force it. For my part, I ended up washing my hands and declaring that I am convinced that these studies will never lead to a concrete result.

I also asked to save me from working on another type of all-metal airship, which was carried out on a reduced scale in the United States. It was really interesting in type, but I'm sure that this type of design will also not have development prospects. Thus, I limited my work to designing four semi-rigid and conducting preliminary research on a rigid airship.

In the scientific literature there are many definitions of the concept of "conflict". (Recall that you already learned about conflicts in the lessons in elementary school and in grade 10.)
They argue about this
The issue of the essence of the conflict causes a lot of controversy.

Here are the opinions of several modern Russian scientists.
A. G. Zdrav about thoughts. “This is a form of relations between potential or relevant subjects of social action, the motivation of which is due to opposing values \u200b\u200band norms, interests and needs.”
E. M. Babosov. “A social conflict is an extreme case of social contradictions, expressed in diverse forms of struggle between individuals and different
social communities aimed at achieving economic, social, political, spiritual interests and goals, neutralizing or eliminating an imaginary rival and not allowing him to achieve the realization of his interests. ”
Yu. G. Zaprudsky. "A social conflict is a clear or latent state of confrontation between objectively diverging interests, goals and development trends of social subjects ... a special form of historical movement towards a new social unity."
What unites these opinions?
As a rule, one side has certain tangible and intangible (primarily power, prestige, authority, information, etc.) values, while the other is either completely devoid of or insufficient. It is not excluded that the predominance may be imaginary, existing only in the imagination of one of the parties. But if any of the partners feels infringed on the possession of one of the above, then a conflict state arises.
We can say that social conflict is a special interaction of individuals, groups and associations in the collision of their incompatible views, positions and interests; confrontation of social groups over diverse life support resources.
Two points of view are expressed in the literature: one is about the dangers of social conflict, the other is about its benefits. In essence, we are talking about the positive and negative functions of conflicts. Social conflicts can lead to both disintegrative and integrative consequences. The first of these consequences intensifies bitterness, destroys normal partnerships, distract people from solving pressing problems. The second ones help to solve problems, find a way out of the current situation, strengthen the cohesion of people, allow them to more clearly realize their interests. It is practically impossible to avoid conflict situations, but it is quite possible to ensure that they are resolved in a civilized manner.
There are many different social conflicts in society. They differ in their scale, type, composition of participants, causes, goals and consequences. The typology problem arises in all sciences that take place with many diverse objects. The most simple and easily explainable typology is based on the identification of areas of conflict manifestation. By this criterion, economic, political, interethnic, everyday, cultural and social (in the narrow sense) conflicts are distinguished. By
it is clear that the latter include conflicts arising from conflicting interests in the fields of labor, health, social security, and education; for all their independence, they are closely related to such types of conflicts as economic and political.
Changes in social relations in modern Russia are accompanied by the expansion of the scope of conflict manifestations, since not only large social groups are involved in them, but also territories, both nationally homogeneous and populated by various ethnic groups. In turn, interethnic conflicts (you will learn about them later) give rise to territorial, confessional, migration and other problems. Most modern researchers believe that in the social relations of modern Russian society there are two types of hidden conflicts that have not yet been sufficiently clearly manifested. The first is the conflict between employees and owners of the means of production. This is largely due to the fact that after half a century of social security and all the rights in the field of social policy and labor relations with which they were endowed in Soviet society, it is difficult for a worker to understand and accept his new status as an employee who is forced to work in market conditions. Another is the conflict between the poor majority of the country and the rich minority, accompanying the accelerated process of social stratification.
The development of social conflict is influenced by many conditions. They include the intentions of the parties to the conflict (to compromise or completely eliminate the opponent); attitude to the means of physical (including armed) violence; level of trust between the parties (as far as they are ready to follow certain rules of interaction); adequacy of assessments by the conflicting parties of the true state of affairs.
All social conflicts go through three stages: pre-conflict, directly conflict and post-conflict.
Consider a specific example. At one enterprise, due to the real threat of bankruptcy, a quarter of the staff was to be reduced. This prospect worried almost everyone: employees were afraid of layoffs, and the management had to decide on who to fire. When it was no longer possible to postpone the decision, the administration announced a list of those who should have been fired in the first place. On the part of the candidates for dismissal, legitimate demands followed to explain why they were dismissed, applications to the labor dispute committee began to arrive, and some decided

lurk in court. Settlement of the conflict took several months, the company continued to work with fewer workers. The pre-conflict stage is the period during which contradictions accumulate (in this case, caused by the need to reduce the staff). The directly conflict stage is a combination of certain actions. It is characterized by a clash of warring parties (administration - candidates for dismissal).
Various types of mass actions can be the most open form of expression of social conflicts: the presentation of demands on the authorities on the part of dissatisfied social groups; use of public opinion in support of their requirements or alternative programs; direct actions of social protest.
Forms of protest can be rallies, demonstrations, pickets, campaigns of civil disobedience, strikes, hunger strikes, etc. Organizers of social protests must be clearly aware of what specific tasks can be solved with the help of a particular action and what public support they can count on. . Thus, the slogan, which is sufficient to organize a picket, can hardly be used to organize a campaign of civil disobedience. (What historical examples of such actions are known to you?)
To successfully resolve a social conflict, it is necessary to determine its true causes in a timely manner. The warring parties should be interested in a joint search for ways to eliminate the causes that led to their rivalry. At the post-conflict stage, measures are taken to finally eliminate the contradictions (in this example, the dismissal of employees, the removal of social and psychological tensions between the administration and the remaining employees, and the search for optimal ways to avoid such a situation in the future).
Resolution of the conflict may be partial or complete. Full resolution means an end to the conflict, a cardinal change in the entire conflict situation. In this case, a kind of psychological restructuring takes place: the "image of the enemy" is transformed into the "image of the partner", the attitude towards struggle is replaced by the orientation towards cooperation. The main disadvantage of partial resolution of the conflict is that only its external form changes, but the reasons that gave rise to the confrontation remain.
Consider some of the most common conflict resolution methods.

The method of avoiding conflicts means leaving or the threat of leaving, is to avoid meeting with the enemy. But avoiding the conflict does not mean eliminating it, because its cause remains. The negotiation method assumes that the parties exchange opinions. This will help reduce the severity of the conflict, understand the opponent’s arguments, objectively evaluate both the true balance of power and the very possibility of reconciliation. Negotiations allow us to consider alternative situations, achieve mutual understanding, come to an agreement, consensus, and open the way to cooperation. The method of using mediation is expressed in the following: the warring parties resort to the service of intermediaries (public organizations, private individuals, etc.).
What conditions are necessary for a successful resolution of the conflict? First of all, it is necessary to timely and accurately determine its causes; identify objectively existing contradictions, interests, goals. The parties to the conflict must free themselves from distrust of each other and thereby become participants in the negotiations in order to openly and convincingly defend their positions and consciously create an atmosphere of public exchange of views. Without such mutual interest of the parties in overcoming the contradictions, mutual recognition of the interests of each of them, a joint search for ways to overcome the conflict is practically impossible. All negotiators should be inclined toward consensus, that is, agreement.
SHShOne concepts: social interest, social interaction, competition, social cooperation, social conflict, ways of resolving social conflict.
SHITERMINES: rivalry, stages of social conflict.
Check yourself
1) Expand the content of the concept of "social interest". What are the main forms of social interactions. List the signs that characterize social cooperation. 4) Describe the competition as a form of social interaction. 5) What is the common cause of social conflict? 6) What are the main stages of social conflict? 7) What are the consequences of social conflicts? 8) What are the main methods for resolving the conflict and illustrate each of them with an appropriate example.
Think, discuss, do. In the course of world history, interests rarely appeared in their pure form. As a rule, they put on these or those ideological and moral-ethical “clothes”, with the help of
by which private interest acquired the form of interest of the general or even universal. The decisive role in this process of "generalization" of private interest is played by ideology. Give some examples from the story. Think about what social interests may be in: a) residents of the microdistrict; b) factory workers; c) students in the class. Employees of the enterprise, represented by the initiative group, officially notified the administration that if it does not provide for the repayment of wage arrears by a certain date, then the staff will stop working and go on strike. Is this situation a conflict? Explain the answer. Employees were awarded bonuses for the anniversary of the company. Someone A. found out that he received less than others. He entered into a quarrel with the boss.
Note that in this institution, the procedure for rewarding employees was not documented. Management decisions often caused discontent. Describe the main stages of development of this conflict situation. What is the reason for the conflict? Under what conditions could it be avoided? How can it be resolved? Design bureau employees performed work under the contract. When the work was paid, a dispute arose between the employees about how to distribute the money. According to K., the group leader distributed the money unfairly. But K. decided to remain silent. Can this conflict be regarded as social? Argument your answer. What is the name of this mode of behavior in conflict? What are the disadvantages of this method? What are the other ways.
Work with the source
Read a fragment from the work of the German sociologist R. Darendorf (born in 1938).
The regulation of social conflicts is a crucial condition for reducing the violence of almost all types of conflicts. Conflicts do not disappear by resolving them; they do not necessarily become immediately less intense, but to the extent that they manage to regulate, they become controlled, and their creative power is put at the service of the gradual development of social structures ...
This requires that conflicts in general, as well as these individual contradictions, be recognized by all participants as inevitable, and moreover, as justified and expedient. Anyone who does not allow conflicts, considers them as pathological deviations from the imagination
normal state, it is not possible to cope with them. A humble recognition of the inevitability of conflict is also not enough. Rather, it is necessary to recognize the fruitful creative principle of conflict. This means that any intervention in conflicts should be limited to regulating their manifestations, and that useless attempts to eliminate their causes should be abandoned.
Darendorf R. Elements of the theory of social conflict / "Sociological research. - 1994. - No. 5. - P. 145 - 146.
IL Questions and tasks to the source. 1) How does the author assess the possibility of conflict resolution? 2) Based on the text of the paragraph and the document, formulate the basic principles of a compromise resolution of the conflict. 3) Explain the meaning of the last phrase of the text and give examples that confirm your judgment.