**4. Crucial strategies in conflict prevention and resolution: Information technologies**

The information that is false, distorted, excessive or untimely is closely connected with the wrong understanding and interpretation of the facts and events that are present at the conflict. Information could be clearly perceived or distorted depending on the fact whether it was perceived as "friendly" or "alien"; according to Shainov in [8], people tend to trust and admit the information that came from friendly hands and misinterpret and omit the information originating from suspicious sources. The parties involved into a conflict, always come to it with a ready conception of what is right or wrong about the events concerned. They never bother to consider the possibility that they could be wrong and should double-check. Their expectations are always negative and never include letting the opposing party have its say. They establish their own behavior accordingly, never doubting that the other party shares the same views. The next step involves setting into motion the mechanism that should confirm the hypothesis stated, that in its turn ignores the information that does not follow the pattern, thus confirming the "evil design" that was already attributed to the opposing party, which solely aims at hurting the interests of the contender. That brings us to the notion that actually the information itself is most widely spread reason for conflicts breaking out. It essentially is the "most sensitive" indicator of the conflict escalation. In any given conflict it becomes the first factor that shapes hostility and mistrust. It happens at the very beginning, at the stage when behavioral change occurs, the information instantly starts to be adjusted, distorted and withheld. So, what particular information leads to a conflict fueling? It is the sort of information that is perfectly acceptable for one party and is totally unacceptable for the other.

Rozanova points out in [21] an evident some somewhat underplayed idea, that as many conflicts occur while the person is seriously unhappy, this hinders his ability to think clearly thus

The Russian expert in conflict resolution Karpenko [22] summarizing the studies of Lincoln, structured the most common information-related problems that contribute to creating a conflict. He stated them as the following: incomplete and inaccurate facts, including issues related to the concept of why the problem originated in the first place and the history of the conflict; irrelevant facts/sets of facts; unwanted disclosure of information that could offend the values of one of the parties, violate privacy and leave unpleasant memories; underestimation of facts and their implications; suspicion of the deliberate information concealment; involuntary misinformation; experts, witnesses, sources of information or data being unreliable, including controversial results of appraisals and issues concerning new unproven technologies, as well as inaccurate translations and media reports; rumors; arbitrary interpretation of language.

Another interesting case in point was that mentioned by Shainov in [8]. He remarked that more women than men actually admit having conflicts at work. He attributed it to the fact that women tend to be more emotional and sometimes over-dramatize. A series of surveys that attracted the author's attention indicated that younger people tend to be more involved into conflicts. It could be more than just getting older makes one wiser. Shainov remarked that this fact could be specific for our country where the older generation that was brought up and educated during the USSR era was encouraged to comply with the system and strongly

Making attempts to examine the above-mentioned problems, it became possible to develop a more or less adequate and efficient theoretical solution formulating the criteria for the applicability

making the situation even worse for both parties.

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commanded not to challenge it.

When we consider the means by which information affects efforts to overcome organizational conflicts, we must use such techniques as the extrapolation of trends, prediction of changes, control by weak signals, selection of central strategic positions and the grading of strategic tasks. It is thus evident that the role of information in strategies of conflict resolution is confined to the maximum focus on opportunities, not on tasks. In the context of organizational environment, it is appropriate to pay particular attention to ideal projective structures. It has already been noted that one of the essential tasks of strategic modeling is to obtain and propagate timely factual information, both within the network and from the external part of the organizational environment. Without this information, the integral process of administration can be treated merely as a subjective opinion. In terms of management, information processes need ordering via the formation of a special corporate culture based on procedures for the treatment of information, that is, information acquisition, intelligent information processing and the use of information to carry out an entire corporate strategy. Thus, organization will avoid previous mistakes or repeated invention of long-tested methods of administration.

Along with the importance of understanding the differences in the axiological aspects of participants in communicative processes as one of the causes of the emergence of conflicts, it is necessary to recognize that the main catalyst for organizational tension is the unsatisfactory information exchange. In that sense, we will examine mediation as the key technology for conflict resolution and implementation of IT programs as the essential technologies harmonizing communicative processes based on the most productive use of information.

While considering scenarios of conflict management, one should focus on analysis of IT programs for computerized automation of communication processes as it was presented by Maltseva [23]. By adopting information technologies, information is retrieved from its abstract storage area, processed and returned in a new form; as a result, entire administrative discourses can be gradually modified minimizing emergence of organizational conflicts. This allows to consider several types of information technologies that are thought to be efficient when applied to reduce advanced development risks in communicative field.

All in all, technologies which are normally implemented in contemporary organizations can be divided into programs intended to search for and make efficient decisions; resource management service programs; programs to arrange internal structural operations of institutions and encourage cross information exchange among different internal bodies and their relationships with economic, research and engineering partners; specialized software for on-line use, Big Data, etc.

Examining the field of conflict resolution based on management of information, we will draw our attention to four types of technologies supporting formation of effective communicative scenarios and preventing organizational conflicts. The first type of programs, those that make up the structure of the strategic information model, is interpreted as a decision-support system (DSS). DSS programs provide a set of theme-based blocks that are composed individually for each organization. Each particular block is an area for potential decision-making. These programs are efficiently integrated in various organizations and have a standard set of blocks: local intra-organization area (HR decisions, financial analytics, restructuring of subdivisions, anti-crisis arrangements, etc.), key large-scale projects and the marketing and representational area of the activities of organization. All the blocks utilize different methods, whose range depends on the processing complexity of the program and, therefore, the direct cost of its development. Let us consider the specifics of the basic methods used in DSS programs. First of all, these include search tools. DSS programs must be developed in such a way as to contain as detailed information as possible to support the formal part of decision-making. In this context, we include a branch database of legislative decrees and the system of test cases, scientific and theoretical support of decision-making, access to permanently updated global news blocks, etc. Second, a significant role is played by mathematical forecasting of various processes, as well as methods for scenario or simulation modeling; this makes it possible to reject a huge number of variants that are not adequate for particular cases without excessive test costs. Finally, the most innovative and efficient measure is to use interactive consulting techniques in decision-making; this makes it possible to obtain advice by a broad range of highly skilled specialists within the shortest time, including scientists, political strategists, economists, lawyers, etc. from around the world. The list of these specialists is formed for every new DSS program in advance. The sphere of decision-making bears the maximum conflict potential, so simplifying the analysis of information in the formulation of policies significantly reduces the frequency of conflicts.

The second type of program that forms information model matrix is intended for resource accounting and distribution. These are referred to as resource management systems (RMSs); they have been in use for more than 20 years in the structural business units of most transnational corporations, especially in power engineering. RMS programs can enable institutions to control resources on a continuous basis. The list of these resources is entered in the program as required by a customer. In the case of implementation in organizations, we consider it topical to make certain additions to standard RMSs, along with the mathematical evaluation of financial resources that are expended and received. Firstly, this is human-resource accounting via the formation of a database of the employees of organization with detailed personal records, including expertise, achievements, range of functions, work results, etc. This saves much time in strategic task grading, as well as in choosing a candidate who will be responsible for implementing particular decisions. Secondly, the area of administration requires accounting for private corporate investments in state projects, which will make it possible over time to identify trends and reliable lines for cooperation. Thirdly, modern information technologies make it possible to use powerful tools for the budgeting of innovative technologies; as a result, it becomes possible to work out a plan of the expected input of resources and continue to plan by modeling possible areas of their use. These areas will be proposed to administrative bodies in the form of charts and diagrams by the RSS program itself, which carries out complex accounting of the resource potential of organization, as well as the fields for and efficiency of its application. These programs maximally disregard the extent to which the human factor interferes in the financial and resource sectors, which reduces the level of conflict in the organization.

All in all, technologies which are normally implemented in contemporary organizations can be divided into programs intended to search for and make efficient decisions; resource management service programs; programs to arrange internal structural operations of institutions and encourage cross information exchange among different internal bodies and their relationships with economic, research and engineering partners; specialized software for on-line use,

Examining the field of conflict resolution based on management of information, we will draw our attention to four types of technologies supporting formation of effective communicative scenarios and preventing organizational conflicts. The first type of programs, those that make up the structure of the strategic information model, is interpreted as a decision-support system (DSS). DSS programs provide a set of theme-based blocks that are composed individually for each organization. Each particular block is an area for potential decision-making. These programs are efficiently integrated in various organizations and have a standard set of blocks: local intra-organization area (HR decisions, financial analytics, restructuring of subdivisions, anti-crisis arrangements, etc.), key large-scale projects and the marketing and representational area of the activities of organization. All the blocks utilize different methods, whose range depends on the processing complexity of the program and, therefore, the direct cost of its development. Let us consider the specifics of the basic methods used in DSS programs. First of all, these include search tools. DSS programs must be developed in such a way as to contain as detailed information as possible to support the formal part of decision-making. In this context, we include a branch database of legislative decrees and the system of test cases, scientific and theoretical support of decision-making, access to permanently updated global news blocks, etc. Second, a significant role is played by mathematical forecasting of various processes, as well as methods for scenario or simulation modeling; this makes it possible to reject a huge number of variants that are not adequate for particular cases without excessive test costs. Finally, the most innovative and efficient measure is to use interactive consulting techniques in decision-making; this makes it possible to obtain advice by a broad range of highly skilled specialists within the shortest time, including scientists, political strategists, economists, lawyers, etc. from around the world. The list of these specialists is formed for every new DSS program in advance. The sphere of decision-making bears the maximum conflict potential, so simplifying the analysis of information in the formulation of policies signifi-

The second type of program that forms information model matrix is intended for resource accounting and distribution. These are referred to as resource management systems (RMSs); they have been in use for more than 20 years in the structural business units of most transnational corporations, especially in power engineering. RMS programs can enable institutions to control resources on a continuous basis. The list of these resources is entered in the program as required by a customer. In the case of implementation in organizations, we consider it topical to make certain additions to standard RMSs, along with the mathematical evaluation of financial resources that are expended and received. Firstly, this is human-resource accounting via the formation of a database of the employees of organization with detailed personal records, including expertise, achievements, range of functions, work results, etc. This saves much time in strategic task grading, as well as in choosing a candidate who will

Big Data, etc.

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cantly reduces the frequency of conflicts.

The third type of information programs encourages development of integrative exchanges among the substructures of organization. We will conventionally call this type of program an information-sharing system (ISS). It is based on the creation of enormous data servers that are connected to a single system. Each server is a combination of dominants (information blocks) ordered according to size, which can be of strategic significance for partners. An ISS platform may contain variable databases that are open for exchange, analysis of adopted laws and transmission of their gradual materialization as if it were on-line (i.e., in continued update mode) on different subjects for the purpose of objective evaluation of reality and sharing experiences, as well as means of observation and control over the activities of partners in particular joint arrangements (e.g., when a project is overseen by several departments and the work of each largely determines the efficiency of the others). Moreover, it is not infrequent that bodies and departments find it difficult to find information about each other's operations; even documentary acts are sometimes documented only on paper, which makes the organizational process unstable and slows decision-making procedures. It is thus quite obvious that specialized ISS programs can make humans activities considerably more structured and move it from individual to system-based action. It contributes to the harmonization of the climate in the team, the elimination of duplicate operations and as a result reduces the level of conflict global processes [24].

The fourth type of program platforms is intended to ensure the up-to-date information for organization. Essentially, this context serves to consider traditional virtual programs (as intended for use on data servers or standard web resources which allow individuals to be involved in the decision-making process receiving timely detailed information on-line). These programs are at the heart of a huge number of concepts based on the primary role of information in processes. Being installed on a personal computer they allow the user to continuously monitor any information in the environment that he or she is interested in. As an example, these include programs that are intended to provide transparent consideration and adoption of laws (a Law Analysis System or LAS); the programs that are intended to promptly deliver information on changes in the value of stocks of corporations and to make forecasts based on measuring variations in their value (Stock Holder System or SHS), base for legal entities, etc. Such programs increase the effectiveness of the decision-making process (especially in the rapidly changing environment), which facilitates the organizational process and reduces the conflict potential within the organization.
