{"id":17181,"date":"2022-08-22T09:32:46","date_gmt":"2022-08-22T06:32:46","guid":{"rendered":"http:\/\/journals.khnu.km.ua\/vestnik\/?p=17181"},"modified":"2023-05-04T15:05:33","modified_gmt":"2023-05-04T12:05:33","slug":"osoblyvosti-adaptyvnogo-upravlinnya-soczialnymy-konfliktamy-v-publichnij-vladi","status":"publish","type":"post","link":"https:\/\/journals.khnu.km.ua\/vestnik\/?p=17181","title":{"rendered":"\u041e\u0441\u043e\u0431\u043b\u0438\u0432\u043e\u0441\u0442\u0456 \u0430\u0434\u0430\u043f\u0442\u0438\u0432\u043d\u043e\u0433\u043e \u0443\u043f\u0440\u0430\u0432\u043b\u0456\u043d\u043d\u044f \u0441\u043e\u0446\u0456\u0430\u043b\u044c\u043d\u0438\u043c\u0438 \u043a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u0430\u043c\u0438 \u0432 \u043f\u0443\u0431\u043b\u0456\u0447\u043d\u0456\u0439 \u0432\u043b\u0430\u0434\u0456"},"content":{"rendered":"

<\/p>\n

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FEATURES OF ADAPTIVE MANAGEMENT OF SOCIAL CONFLICTS IN PUBLIC POWER<\/p>\n

\"\"<\/a> C\u0442\u043e\u0440\u0456\u043d\u043a\u0438: 261-266. \u041d\u043e\u043c\u0435\u0440: \u21162,<\/strong> \u0422\u043e\u043c 2, 2022 (30<\/strong>4<\/strong>)<\/strong><\/p>\n

https:\/\/doi.org\/10.31891\/2307-5740-2022-304-2(2)-41<\/a><\/p>\n

\u0420\u043e\u043c\u0430\u043d \u0421\u0422\u0410\u0414\u041d\u0406\u0419\u0427\u0423\u041a
\n\u041f\u0412\u041d\u0417 \u00ab\u0425\u0435\u0440\u0441\u043e\u043d\u0441\u044c\u043a\u0438\u0439 \u0435\u043a\u043e\u043d\u043e\u043c\u0456\u0447\u043d\u043e-\u043f\u0440\u0430\u0432\u043e\u0432\u0438\u0439 \u0456\u043d\u0441\u0442\u0438\u0442\u0443\u0442\u00bb
\nRoman STADNIYCHUK
\nPrivate higher educational institution”Kherson economic and Legal Institute”<\/p>\n

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\u043c\u043e\u0436\u0435 \u0432\u0438\u044f\u0432\u0438\u0442\u0438\u0441\u044f \u043a\u043e\u0440\u0438\u0441\u043d\u0438\u043c \u0437\u043c\u0456\u043d\u0430 \u043f\u043e\u0433\u043b\u044f\u0434\u0456\u0432 \u043d\u0430 \u0432\u043b\u0430\u0441\u0442\u0438\u0432\u043e\u0441\u0442\u0456 \u0441\u043e\u0446\u0456\u0430\u043b\u044c\u043d\u0438\u0445 \u043a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u0456\u0432: \u0437\u0430\u0446\u0456\u043a\u0430\u0432\u043b\u0435\u043d\u0435 \u0441\u0442\u0430\u0432\u043b\u0435\u043d\u043d\u044f \u0434\u043e \u043a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u043d\u0438\u0445 \u0441\u0438\u0442\u0443\u0430\u0446\u0456\u0439, \u0449\u043e \u0440\u043e\u0437\u0433\u043b\u044f\u0434\u0430\u0454 \u0457\u0445 \u044f\u043a \u0446\u0456\u043d\u043d\u0435 \u0434\u0436\u0435\u0440\u0435\u043b\u043e \u0456\u043d\u0444\u043e\u0440\u043c\u0430\u0446\u0456\u0457, \u043c\u043e\u0436\u0435 \u0441\u0442\u0432\u043e\u0440\u0438\u0442\u0438 \u043c\u043e\u0436\u043b\u0438\u0432\u043e\u0441\u0442\u0456 \u0434\u043b\u044f \u043d\u043e\u0432\u0438\u0445 \u0440\u0456\u0448\u0435\u043d\u044c \u0441\u043a\u043b\u0430\u0434\u043d\u0438\u0445 \u043f\u0440\u043e\u0431\u043b\u0435\u043c \u0432 \u043f\u0443\u0431\u043b\u0456\u0447\u043d\u0456\u0439 \u0432\u043b\u0430\u0434\u0456.<\/p>\n

\u041a\u043b\u044e\u0447\u043e\u0432\u0456 \u0441\u043b\u043e\u0432\u0430:<\/strong> \u043e\u0441\u043e\u0431\u043b\u0438\u0432\u043e\u0441\u0442\u0456,\u00a0 \u0430\u0434\u0430\u043f\u0442\u0438\u0432\u043d\u0435 \u0443\u043f\u0440\u0430\u0432\u043b\u0456\u043d\u043d\u044f, \u0441\u043e\u0446\u0456\u0430\u043b\u044c\u043d\u0456 \u043a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u0438, \u043f\u0443\u0431\u043b\u0456\u0447\u043d\u0430 \u0432\u043b\u0430\u0434\u0430.<\/p>\n

\u00a0<\/em>\u0420\u043e\u0437\u0448\u0438\u0440\u0435\u043d\u0430 \u0430\u043d\u043e\u0442\u0430\u0446\u0456\u044f \u0430\u043d\u0433\u043b\u0456\u0439\u0441\u044c\u043a\u043e\u044e \u043c\u043e\u0432\u043e\u044e<\/strong><\/p>\n

\u00a0 \u00a0 \u00a0The article examines the features of adaptive management of social conflicts in public power. Conflicts are unavoidable and can be constructive or destructive. Thus, conflict management is a major part of practice, and especially managers and managers spend a lot of time preventing and intervening in conflicts of all kinds. The method of conflict management reflects key elements of organizational culture or socially general norms and is called the culture of organizational conflict in public power<\/p>\n

Social conflict can be understood by using the following synonyms: clash, tension, crisis, struggle, or friction. Although these words themselves are inadequate, in providing an acceptable definition, they are a repeating decimal part of a typical conflict. It is important to note that active conflict detection as a means of obtaining information requires a reasonable approach, as this can provoke an undesirable escalation of the conflict.<\/p>\n

Therefore, it is necessary to implement appropriate comprehensive procedures for mitigating the consequences of social conflicts. Conflict management should be adapted to specific conditions. Conclusion dilemmas inherent in the process of assessing the impact and participation of the public, such as the paradox of public participation and the problem of public goods, require new approaches to conflict management. Proactive conflict management, which includes early information about stakeholder attitudes as a potential limitation and early consideration of long-term benefits depending on the type of interaction, can be useful. Moreover, it may be useful to change views on the properties of social conflicts: an interested attitude to conflict situations, considering them as a valuable source of information, can create opportunities for new solutions to complex problems in public power.<\/p>\n

Keywords:<\/strong> features, adaptive management, social conflicts, public power.<\/p>\n

\u041b\u0456\u0442\u0435\u0440\u0430\u0442\u0443\u0440\u0430<\/strong><\/p>\n

    \n
  1. \u0414\u043e\u043b\u0438\u043d\u0441\u044c\u043a\u0430 \u041b. \u0412., \u041c\u0430\u0442\u044f\u0448-\u0417\u0430\u044f\u0446 \u041b. \u041f. \u041f\u0441\u0438\u0445\u043e\u043b\u043e\u0433\u0456\u044f \u043a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u0443: \u043d\u0430\u0432\u0447. \u043f\u043e\u0441\u0456\u0431. \u041a\u0438\u0457\u0432 : \u041a\u0430\u0440\u0430\u0432\u0435\u043b\u0430, 2019. 304 \u0441.<\/li>\n
  2. \u041d\u043e\u0432\u0456\u043a\u043e\u0432\u0430 \u041d. \u0423\u043f\u0440\u0430\u0432\u043b\u0456\u043d\u043d\u044f \u043a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u0430\u043c\u0438 \u0432 \u043e\u0440\u0433\u0430\u043d\u0456\u0437\u0430\u0446\u0456\u0457: \u043f\u0456\u0434\u0445\u043e\u0434\u0438 \u0434\u043e \u0432\u0438\u0440\u0456\u0448\u0435\u043d\u043d\u044f \u0442\u0430 \u043f\u0440\u043e\u0444\u0456\u043b\u0430\u043a\u0442\u0438\u043a\u0438. \u0413\u0430\u043b\u0438\u0446\u044c\u043a\u0438\u0439 \u0435\u043a\u043e\u043d\u043e\u043c\u0456\u0447\u043d\u0438\u0439 \u0432\u0456\u0441\u043d\u0438\u043a. 2013. \u2116 2. \u0421. 79\u201383.<\/li>\n
  3. \u0424\u0435\u0434\u0447\u0443\u043d \u041d. \u041e. \u041a\u043e\u043d\u0444\u043b\u0456\u043a\u0442\u0438 \u0432 \u0434\u0456\u044f\u043b\u044c\u043d\u043e\u0441\u0442\u0456 \u043e\u0440\u0433\u0430\u043d\u0456\u0432 \u043c\u0456\u0441\u0446\u0435\u0432\u043e\u0433\u043e \u0441\u0430\u043c\u043e\u0432\u0440\u044f\u0434\u0443\u0432\u0430\u043d\u043d\u044f: \u043f\u0440\u0438\u0447\u0438\u043d\u0438, \u0448\u043b\u044f\u0445\u0438 \u0440\u043e\u0437\u0432\u2019\u044f\u0437\u0430\u043d\u043d\u044f \u0442\u0430 \u043f\u0440\u043e\u0433\u043d\u043e\u0437\u0443\u0432\u0430\u043d\u043d\u044f : \u0430\u0432\u0442\u043e\u0440\u0435\u0444. \u0434\u0438\u0441. \u2026 \u043a\u0430\u043d\u0434. \u0434\u0435\u0440\u0436. \u0443\u043f\u0440. ; \u0441\u043f\u0435\u0446. 25.00.04 \u2013 \u043c\u0456\u0441\u0446\u0435\u0432\u0435 \u0441\u0430\u043c\u043e\u0432\u0440\u044f\u0434\u0443\u0432\u0430\u043d\u043d\u044f; \u041d\u0410\u0414\u0423 \u043f\u0440\u0438 \u041f\u0440\u0435\u0437\u0438\u0434\u0435\u043d\u0442\u043e\u0432\u0456 \u0423\u043a\u0440\u0430\u0457\u043d\u0438. \u041a., 2009<\/li>\n
  4. Bekkers, V., Edelenbos, J., & Steijn, B. (Eds.). (2011). Innovation in the public sector. Linking capacity and leadership. Houndmills, UK: Palgrave MacMillan. [Crossref], [Google Scholar]<\/li>\n
  5. Berman, E. M., & West, J. P. (2012). Public values in special districts: A survey of managerial commitment. Public Administration Review, 72, 43\u201354. doi:10.111\/j.1540-6210.2011.02477.x [Crossref], [Web of Science \u00ae], [Google Scholar]<\/li>\n
  6. Garlet, T.B.; Ribeiro, J.L.D.; Savian, F.S.; Siluk, J.C.M. Paths and barriers to the diffusion of distributed generation of photovoltaic energy in southern Brazil. Sustain. Energy Rev. 2019, 111, 157\u2013169.[CrossRef]<\/li>\n
  7. Nascimento, F.M.; Siluk, J.C.M.; Savian, F.S.; Garlet, T.B.; Pinheiro, J.R.; Ramos, C. Factors fo measuring photovoltaic adoption from the perspective of operators. Sustainability 2020, 12, 3184. [CrossRef]<\/li>\n
  8. Nikas, A.; Neofytou, H.; Karamaneas, A.; Koasidis, K.; Psarras, J. Sustainable and socially just transition to a postlignite era in Greece: A multi-level perspective. Energy Sources Part B Econ. Plan. Policy 2020, 1\u201332.<\/li>\n
  9. Oji, M. (2009) Niger Delta Citizen Participation in Conflict Management through Involvement in Development Programmes. In: Des Wilson, Ed., Communication Approaches to Peace Building in Nigeria, African Council for Communication Education, Nairobi, 433-455.<\/li>\n
  10. Renewables 2020 Global Status Report. Available online: https:\/\/www.ren21.net\/wp-content\/<\/a> uploads\/2019\/05\/gsr_2020_full_report_en.pdf (accessed on 31 May 2020).<\/li>\n
  11. Urmee, T.; Walker, E.; Bahri, P.A.; Baverstock, G.; Rezvani, S.; Sama, W. Solar water heaters uptake in Australia\u2014Issues and barriers. Energy Technol. Assess. 2018, 30, 11\u201323. [CrossRef]<\/li>\n<\/ol>\n

    \u00a0References<\/strong><\/p>\n

      \n
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    2. Novikova N. Upravlinnia konfliktamy v orhanizatsii: pidkhody do vyrishennia ta profilaktyky. Halyts’kyj ekonomichnyj visnyk. 2013. \u2116 2. S. 79\u201383.<\/li>\n
    3. Fedchun N. O. Konflikty v diial’nosti orhaniv mistsevoho samovriaduvannia: prychyny, shliakhy rozv’iazannia ta prohnozuvannia : avtoref. dys. \u2026 kand. derzh. upr. ; spets. 25.00.04 \u2013 mistseve samovriaduvannia; NADU pry Prezydentovi Ukrainy. K., 200<\/li>\n
    4. Bekkers, V., Edelenbos, J., & Steijn, B. (Eds.). (2011). Innovation in the public sector. Linking capacity and leadership. Houndmills, UK: Palgrave MacMillan. [Crossref], [Google Scholar]<\/li>\n
    5. Berman, E. M., & West, J. P. (2012). Public values in special districts: A survey of managerial commitment. Public Administration Review, 72, 43\u201354. doi:10.111\/j.1540-6210.2011.02477.x [Crossref], [Web of Science \u00ae], [Google Scholar]<\/li>\n
    6. Garlet, T.B.; Ribeiro, J.L.D.; Savian, F.S.; Siluk, J.C.M. Paths and barriers to the diffusion of distributed generation of photovoltaic energy in southern Brazil. Renew. Sustain. Energy Rev. 2019, 111, 157\u2013169.[CrossRef]<\/li>\n
    7. Nascimento, F.M.; Siluk, J.C.M.; Savian, F.S.; Garlet, T.B.; Pinheiro, J.R.; Ramos, C. Factors fo measuring photovoltaic adoption from the perspective of operators. Sustainability 2020, 12, 3184. [CrossRef]<\/li>\n
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    10. REN21. Renewables 2020 Global Status Report. Available online: https:\/\/www.ren21.net\/wp-content\/ uploads\/2019\/05\/gsr_2020_full_report_en.pdf (accessed on 31 May 2020).<\/li>\n
    11. Urmee, T.; Walker, E.; Bahri, P.A.; Baverstock, G.; Rezvani, S.; Sama, W. Solar water heaters uptake in Australia\u2014Issues and barriers. Sustain. Energy Technol. Assess. 2018, 30, 11\u201323. [CrossRef]<\/li>\n<\/ol>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":4,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[68],"tags":[],"_links":{"self":[{"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=\/wp\/v2\/posts\/17181"}],"collection":[{"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=17181"}],"version-history":[{"count":3,"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=\/wp\/v2\/posts\/17181\/revisions"}],"predecessor-version":[{"id":17184,"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=\/wp\/v2\/posts\/17181\/revisions\/17184"}],"wp:attachment":[{"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=17181"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=17181"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/journals.khnu.km.ua\/vestnik\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=17181"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}