**5. Conclusions**

For a variety of reasons Russia turned a blind eye to the area of conflicts that happen in organizations for many years. Not until 1989 had the Russian legislation included an article concerning conflict resolution at a workplace. Since that time conflict resolution became an essential issue that touched upon many areas of science. The analyzed peculiarities of information and information technologies in conflict management clearly prove that the main problems of organizational development have to do rather with excessive information treated in a very perfunctory manner, which determines the subjective perception of communication in general. Finally, the most global property of intelligent innovations unfolds in the communicative field of administration, where information resources are produced that require further storage, reformatting and transmission to contiguous environments in expectation of feedback. As a result of this pattern, the analysis of the range of innovative information technologies as well as the search for efficient communicative scenarios becomes an inevitable part of management process. The adoption of the indicated technologies in conflict preventing and resolution is intended to harmonize processes by combining its ethical aspect with efficiency rating increase. It is therefore quite obvious that the timely implementation of innovative information and technological models harmonizes administration process by endowing it with consistency and rationality, optimizing the decision-making process, coordinating operations of non-overlapping sectors in organizations, optimizing the use of the resource base and developing interactive tools wanted for. That brings us to the conclusion that in order to successfully eliminate the informational ingredient of the conflict, one should get to the source of information and thoroughly check the reliability and sufficiency of the information. Analysis of the communicative conceptual optics of considering the specifics of conflict shows that its causes to lie in the area of information exchange, in which each of the communication partners seems meaningful for the other and is affected by the other. Conflict, as a resource of communicative evolution of the society, exists only when rejection of information is communicated in response to an expectation. Conflict occurs as a result of negative communicative responses to challenges. Conflict is the result of ineffective communication; the first step in resolving conflict is to establish effective controlled communication.

Analysis of the information problems that contribute to conflict initiation and affect information perception in a conflict shows that conflict is perceived as a type of situation that concerns an individual only personally. We reached the conclusion that the information about a particular conflict often describes existing stereotypes of public consciousness rather than reality. Understanding of this fact allows to create efficient strategic models and, as a result, to harmonize information management process.

In the light of the dynamism and complexity of modern communications, their great dependence on knowledge and the verified commercialization of informational innovations for economic growth, the strengthening of the general influence of innovations on all branches of human life, the organizational structure should be changed toward greater horizontally oriented networks, flexibility and adaptability. Ideally, information management is a multifunctional decision-making system that determines the strategy, forms the normative basis for the regulation of innovation activities, ensuring a continuous process of foresight, policy development, implementation, monitoring and evaluation. The multi-functionality of the decision-making system corresponds to the modern model of the formation of efficient organizational systems on a network basis with clear patterns of conflict management and conflict resolution.
