A constructive way to resolve social conflicts. Ways to constructively resolve conflicts

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Having entered into a conflict, a party does everything to ensure that its point of view is accepted and the goal is achieved. Therefore, the need for conflict management arises. Depending on how effective this management is, the likelihood of their occurrence or absence in the future arises.

When conflict is managed effectively, its consequences can play a positive role, i.e. be functional, contribute to the achievement of the organization's goals.

To prevent and resolve conflicts, it is necessary to study their causes. Before reacting to the actions of others, it is necessary to find out why this person acts this way and not otherwise. If this is a conflict of a business nature, then it can be easier to resolve. In the event of a personal conflict, its elimination and resolution is quite difficult, since it is based on deep internal contradictions and affects a person’s character traits, his views on life, beliefs, and social attitudes.

If business conflicts can be resolved through cooperation, compromise, reshuffling of personnel, making individual decisions on the part of the manager, etc., then interpersonal conflicts are difficult to resolve. The leader must create conditions for establishing direct contact between those in conflict with each other, open, unbiased discussion, and joint analysis of the situation. In other words, resolving an interpersonal conflict requires long-term individual work by the manager with each conflicting party, preparing their communication with each other, etc. Sometimes it is necessary to create conditions so that people long time did not contact each other, or publicly discuss the cause of the conflict. For example, one award and two contenders for it, each considers himself more worthy of it. Discussion of all the pros and cons must be carried out openly, then the conflicting parties will evaluate themselves more realistically and critically.

There are structural (organizational) and interpersonal conflict resolution strategies.

A). Structural methods (strategy) of conflict management. The development of this strategy was based on the premise that if you find a good management formula, the organization will act like a well-oiled machine (administrative direction). For this purpose, the following conflict management methods have been developed.

1. Clear formulation of requirements. This is especially valuable when explaining the requirements for the performance of each individual employee. Rights and responsibilities and rules for performing work must be clearly and unambiguously formulated.

2. Execution of coordinating mechanisms. Strict adherence to the principle of unity of command facilitates management large group conflict situations, since the subordinate knows exactly whose orders he must follow. In case of disagreement, you can turn to the grassroots leader as an “arbiter.” To do this, you can create special integration services to link the goals of various departments.

3. Setting common goals, forming common values. This is facilitated by keeping all employees aware of the organization's policies, strategies and prospects, as well as their awareness of the state of affairs or the results of decision-making. It is effective to formulate the goals of the organization at the level of the goals of society (for example, celebrating the city day).

4. Reward system. Performance criteria must be established that take into account the specifics of each department as much as possible. For example, if safety workers are rewarded for the number of violations identified, this will lead to conflicts with all operating organizations.

B) Interpersonal methods (strategies) of conflict management. There are five main styles of conflict resolution, depending on the strategies of a person’s behavior in conflict situations according to K. Thomas.

1. Evasion, avoidance. A person seeks to escape conflict. If there are no conditions for effective resolution of the conflict, the situation can resolve itself, then the person avoids the conflict.

2. Smoothing, concession. This strategy is based on the theses “Don’t rock the boat”, “Let’s live together.” The person tries not to let out the signs of conflict, calling for solidarity. In this case, the problem underlying the conflict is forgotten, and temporary peace ensues. Negative emotions do not manifest themselves, but they accumulate and lead to an explosion.

3. Compulsion. A person tries to force people to accept their point of view at any cost; they are not interested in the opinions of others. This is associated with aggressive behavior; power and force are used to influence others. Often, a manager must insist on his own, regardless of the opinions of subordinates, which leads to the suppression of the initiative of subordinates and the possibility of repeated conflicts.

4. Compromise. Accepting another person's point of view, but to a certain extent. The ability to compromise is quite common in management structures, but after a while dissatisfaction with a half-hearted solution may appear. Compromises always lead to a reduction in ill will and allow conflict to be resolved quickly.

5. Problem solving (collaboration). Based on the belief of the parties to the conflict that differences of opinion are the inevitable result of the fact that smart people have their own ideas about what is right and what is wrong. Participants recognize each other's right to their own opinions and are ready to understand each other. This makes it possible to analyze the causes of disagreements and find a solution acceptable to everyone. One who relies on cooperation seeks to solve a problem, not to remove it.

But there is struggle, opposition, unwillingness to compromise, inability to listen to the other side, insistence on one’s own, “either-or” decisions, and aggressiveness. Participants recognize only their side and see only their own interest.

Any process of interaction in a conflict is a series of mutually directed, reciprocal influences. Participants in the conflict try to exert unilateral influence on the other side or themselves become open to dialogue and joint search. We can say that they have a psychological influence on each other. The following types of influence can be distinguished:

belief- reasoned influence with the aim of changing the judgment of others, intentions and decisions (clear arguments for and against, open recognition of strong and weaknesses, obtaining agreement on each argument);

self-promotion- demonstrating one’s competence and qualifications and gaining advantages when solving problems (demonstration of one’s capabilities, presentation of certificates, diplomas, reviews, disclosure of personal goals);

suggestion- unreasoned influence on a person with the aim of changing his condition (personal magnetism, authority, confidence, use of the environment - candlelight, pleasant music, touch, etc.);

infection- transferring one’s state to another (high energy of one’s own behavior, artistry, intriguing attraction, individualized special look in the eyes, touch and bodily contact);

encouragement to imitate- challenging the desire to imitate, copy others (public fame, demonstration of examples of skill, mercy, innovation, “fashionable” behavior, compliments, etc.);

building favor- development of a positive attitude towards oneself (showing attractiveness, providing a service, expressing favorable judgments about a person);

request- appealing to satisfy the desire of the initiator (clear and polite wording, showing respect for the right to refuse a request);

compulsion- the requirement to carry out the orders of the initiator through threats, personal pressure (presentation of strict deadlines for completing work without explanation, imposition of prohibitions and restrictions, intimidation, threats);

destructive criticism- expression of disparaging judgments, insult, rough aggressive condemnation, ridicule (belittlement of personality, ridicule of appearance, social and national origin, fair criticism to a stunned person);

ignoring- deliberate inattention, absent-mindedness towards a partner, neglect, disrespect, ignoring (letting words go “past ears”, the presence of a partner is not noticed, failure to fulfill promises, silence, an absent look in response to a question);

manipulation- hidden motivation to experience states, to change decision-making; at the same time, the other person considers thoughts, feelings, decisions to be his own, and not imposed from the outside (violation of personal space, getting too close, taunting such as “You are so easy to hurt, deceive, upset”, “innocent” deception, disguised statements such as slander, slander , exaggeration of one’s weakness, ignorance in order to awaken a desire to help, “innocent” blackmail - friendly hints about mistakes, violations, reminders of old sins.

Any person in a conflict can counteract psychological influence and resist someone else’s opinion; he tries to resist. If you carefully read all the types of influence, you can identify such as influence, persuasion, suggestion and request, which are used in the dialogue of equal partners, and such as pressure, coercion, destructive criticism, ignoring, manipulation, which reflect methods of struggle aimed at victory over an opponent in a conflict. Thus, constructive influence must meet the following criteria:

1) not be destructive for the person participating in the interaction;

2) be psychologically correct (take into account psychological characteristics partner, situation);

3) satisfy the needs of both parties.

In what types is psychological resistance to influence carried out? This:

counter-argumentation-- refuting or challenging arguments;

constructive criticism- supporting the actions of the initiator with facts and justifying their inconsistency with the goals;

energy mobilization- resistance to the transfer of a state or mode of action;

creation- creation of a new model that ignores the influence;

evasion- desire to avoid any forms of interaction;

psychological self-defense- the use of speech formulas and intonations that help maintain presence of mind and gain time;

ignoring - deliberate failure to notice the words, actions, feelings of others;

confrontation- consistently opposing one’s position and putting forward demands;

refusal- expression of one’s disagreement to fulfill a request.

We see that we can talk about the ambivalent nature of most of the influences, which can have a constructive and at the same time destructive nature in resolving conflict situations, i.e. one and the same interaction technique can take on a different character. For example, when considering assertive behavior (persistent, self-affirming), there may be a transition to negative forms, since the higher a person’s power, the more difficult it is to demonstrate assertive behavior, and the easier it is to obey.

Conflicts, causes of conflicts, types of conflicts, methods of conflict resolution

Conflict- this is a disagreement between the parties or conscious behavior one side comes into conflict with the other side. Conflicts are designed to help meet people's needs. In a conflict situation, each party strives to achieve its goal, solve its problems, approve and accept its point of view. In practice, this is often done by infringing on the interests of opponents and eliminating the positions of opponents. Conflict is the highest stage in the development of contradictions; it is a lack of agreement between two or more parties, which may be specific individuals or groups.

Causes of conflicts:

Resource Allocation . Resources are always limited and management must decide how to distribute them among different groups in order to most effectively achieve the goals of the organization. Allocating a large share of resources to any one manager, subordinate, or group means that others will receive a smaller share of the total.
Task Interdependence . The potential for conflict exists whenever one person or group is dependent on another person or group to complete a task. Since all organizations are systems consisting of interconnected elements, if one department or person performs inadequately, task interdependence can cause conflict.
Differences in Goals. Specialized units formulate their own goals and can devote more attention their achievement than the goals of the entire organization.
Differences in beliefs and values . The idea of a certain situation depends on the desire to achieve a certain goal. Instead of assessing a situation objectively, people may consider only those views, alternatives, and aspects of the situation that they believe are favorable to their group and personal needs.
Differences in behavior and life experiences . Differences in life experiences, values, education, seniority, age and social characteristics reduce the degree of mutual understanding and cooperation between representatives of different departments.
Poor communications . Poor communication is both a cause and a consequence of conflict. It can act as a catalyst for conflict, preventing individual employees or group to understand the situation or the points of view of others.

Types of conflicts

1. Intrapersonal conflict . It can take different forms

o role conflict when one person is presented with conflicting demands regarding what the result of his work should be

o production requirements are not consistent with personal needs, interests, values,

o response to work overload or underload.

2. Interpersonal conflict . The most common and manifests itself in different ways:

o the struggle of managers for limited resources, capital or labor, equipment usage time or project approval. This group includes well-known conflicts between two candidates for promotion when there is one vacancy,

o clash of personalities. People with different personality traits, views and values are sometimes simply unable to get along with each other.

3. Conflict between individual and group .

o if the expectations of the group are in conflict with the expectations of the individual,

o the manager may be forced to take disciplinary action, which may be unpopular in the eyes of subordinates.

4. Intergroup conflict theory .

o In organizations, conflicts may arise between formal and non-formal groups. Informal groups that believe that the manager is treating them unfairly may rally more tightly and try to “settle” with him by reducing productivity or conflict between the union and management.

1. Structural methods of conflict resolution:

Clarification of job requirements - this is one of best methods management, preventing dysfunctional conflict theory It is necessary to clarify what results are expected from each employee and department. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, and clearly defined policies, procedures and rules should be mentioned here. Moreover, the leader does not clarify these issues for himself, but conveys them to his subordinates so that they understand what is expected of them in a given situation.

Coordination and integration mechanisms - This is one of the most common mechanisms - a chain of commands. Establishing a hierarchy of authority streamlines the interaction of people, decision making and information flows within the organization. If two or more subordinates disagree on any issue, the conflict can be avoided by turning to a common superior, asking him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows whose decisions he must implement.

Organization-wide comprehensive goals - Effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea behind this technique is to direct the efforts of all participants to achieve a common goal.

Reward system structure - rewards can be used as a method of conflict management, influencing people to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide integrated goals, help other groups in the organization and try to approach the problem in a comprehensive manner should be rewarded with gratitude, bonuses, recognition or promotions. It is equally important that the reward system does not reward unconstructive behavior by individuals or groups. Systematic, coordinated use of reward systems to reward those who contribute to the implementation of organization-wide goals, helps people understand how they should act in a conflict situation so that it corresponds to the desires of management.

2. Interpersonal conflict resolution styles:

Evasion - this style implies that a person is trying to avoid conflict. His position is not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues that are fraught with disagreement. Then you won’t have to get into an excited state, even if you are working on solving a problem.

Smoothing - with this style, a person is convinced that there is no need to get angry, because “we are all one happy team, and we should not rock the boat.” Such a “smoother” tries not to let out the signs of conflict, appealing to the need for solidarity. But at the same time, you can forget about the problem underlying the conflict. The result may be peace and quiet, but the problem will remain, and eventually there will be an “explosion.”

Compulsion - within this style, attempts to force people to accept their point of view at any cost prevail. Anyone who tries to do this is not interested in the opinions of others, usually behaves aggressively, and uses power through coercion to influence others. This style can be effective where the leader has great power over subordinates, but it can suppress the initiative of subordinates and creates a greater likelihood that the wrong decision will be made, since only one point of view is presented. It can cause resentment, especially among younger and more educated staff.

Compromise - this style is characterized by accepting the other party's point of view, but only to some extent. The ability to compromise is highly valued in management situations, as it minimizes ill will, which often makes it possible to quickly resolve a conflict to the satisfaction of both parties. However, using a compromise on early stage conflict that arose over important issue can reduce the time spent searching for alternatives.

Solution . This style is an acknowledgment of differences of opinion and a willingness to engage with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style does not try to achieve his goal at the expense of others, but rather looks for the best solution. This style is the most effective in solving organizational problems. Suggestions for using this conflict resolution style: Define the problem in terms of goals rather than solutions; Once the problem is identified, identify solutions acceptable to all parties; focus on the problem, not on the personal qualities of the other party; create an atmosphere of trust by increasing mutual influence and information exchange; When communicating, create a positive attitude towards each other by showing sympathy and listening to the other party's opinion.

In the process of labor and social activities the teacher interacts with other participants in school life. At the same time, conflicts are an inevitable phenomenon. But what remains after a conflict situation largely depends on the teacher. Universal recipe constructive solution conflict, the aftertaste of which will be the satisfaction of all parties and the acquisition of valuable skills for living in society, is discussed in this article.

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In the process of professional activity In addition to his immediate responsibilities related to teaching and educating the younger generation, a teacher has to communicate with colleagues, students, and their parents.

In daily interactions, it is hardly possible to avoid conflict situations. And is it necessary? After all, by correctly resolving a tense moment, it is easy to achieve good constructive results, bring people closer, help them understand each other, and achieve progress in educational aspects.

Definition of conflict. Destructive and constructive ways conflict resolution

What is conflict? Definitions of this concept can be divided into two groups. In the public consciousness, conflict is most often synonymous with hostile, negative confrontation between people due to incompatibility of interests, norms of behavior, and goals.

But there is another understanding of conflict as an absolutely natural phenomenon in the life of society, which does not necessarily lead to negative consequences. On the contrary, when choosing the right channel for its flow, it is an important component of the development of society.

Depending on the results of resolving conflict situations, they can be designated as destructive or constructive. The result destructive collision is dissatisfaction of one or both parties with the outcome of the collision, destruction of relationships, resentment, misunderstanding.

Constructive is a conflict, the solution of which became useful for the parties taking part in it, if they built, acquired something valuable for themselves in it, and were satisfied with its result.

The causes of conflicts, rooted in the personal identity of team members, arise in connection with the personal characteristics of each person. Inability to control one's own emotional condition, low level self-esteem, aggressiveness, high self-esteem, lack of communication, excessive adherence to principles... The list of personal causes of conflict is not limited to just a set of relevant traits. Demographic characteristics also play a significant role here. Thus, women are characterized by a tendency to conflicts related to personal needs (salary, distribution of vacations, etc.). Men are predisposed to conflicts related directly to work activity itself (labor organization, definition of work functions).

Constructive conflict resolution depends on at least four factors:

Adequacy of perception of the conflict;
Openness and effectiveness of communication;
Creating an atmosphere of mutual trust and cooperation;
Definitions of the essence of the conflict.

Likewise, each member of the group occupies part of the common space and is not enthusiastic about the intrusion of outsiders into it. For example, if we have our own desk, we are unlikely to experience joy when we find another employee at it. If such a situation is repeated many times, it can irritate the “owner” of the territory and provoke conflict situation.

It is important to consider both the actions of the participants in the conflict themselves and the role of the mediator, who may be the leader.

As for the adequacy of the perception of the conflict, here we mean an assessment of actions, intentions, positions - both one’s own and those of opponents - that is not distorted by personal biases. And sometimes it’s very difficult to get such an assessment.

In particular, it is difficult to avoid the influence of a negative attitude towards the other party, which is revealed in the biased assessment of the other. In him, in his behavior, only hostility is seen and felt. This can lead to the so-called. self-confirming assumption. Assuming that our partner is extremely hostile, we begin to defend ourselves, gradually going on the offensive. Seeing this, the partner experiences hostility towards us, and our preliminary assumption, although initially incorrect, is confirmed.

Therefore, it is necessary to be as leisurely as possible in your assessments of other people, especially in a conflict situation.

Next factor constructive permission conflicts - openness and effectiveness of communication between opposing parties. An open discussion of the problem, during which the parties honestly express their attitude to what is happening, helps to stop the spread of all kinds of rumors. Often, open expression of views and feelings lays the foundation for building further trusting relationships between opponents.

Openness of communication is not only a violent manifestation of feelings, but also the organization of a constructive search for a solution to a problem. Since interpersonal conflicts involve at least two people, we must talk about a group solution to the problem, which inevitably requires the cooperation of the participants in the interaction.

To correctly determine the essence of the conflict, its participants must agree on their ideas about the current situation and develop a specific strategy of behavior. Their actions will be step-by-step in nature and include the following components.

1. Definition of the main problem. At this stage, it is necessary to clearly understand the reason that led to the conflict. It is very important that opponents respect not only their own vision of the problem, but also that of their opponent.

2. Determining the secondary causes of the conflict. Often they are the reason for conflict, often obscuring the true cause and complicating analysis. Therefore, after understanding the main problem, it is advisable to analyze your own behavior to identify conflicting details.

3. Search possible ways conflict resolution. It can be expressed, in particular, by the following questions that the parties to the conflict should ask themselves:

what can I do to resolve the conflict?
What can my partner do about this?
What are our common goals, in the name of which it is necessary to find a way out of the conflict?

1. Joint decision to exit the conflict. At this stage, we are talking about choosing the most appropriate way to resolve the situation, causing mutual satisfaction among the rivals

2. Implementation of the intended method of conflict resolution. Here it is very important for opponents, adhering to the intended strategy of action, not to provoke them with a thoughtless word? behavior, etc. each other have any doubts regarding the sincerity of previously expressed intentions to resolve the conflict

3. Assessing the effectiveness of efforts made to resolve the conflict. Based on it, either the problem is considered resolved, or a conclusion is made that it is necessary to continue working on it. In the second case, the sequence of actions described above is sometimes repeated.

It should be added that the movement of rivals towards resolving the conflict is impossible without the simultaneous action of such elements (factors) this process, as the adequacy of people’s perception of what is happening, the openness of their relationships and the presence of an atmosphere of mutual trust and cooperation.

Efforts to resolve a conflict can be made not only by those involved in it, but also by people from the outside - mediators. The latter, by the way, often manage to do much more than the opposing sides.

To resolve a conflict situation, the presence of a mediator is extremely important. This gives its participants the opportunity, despite mutual concessions, to “save face.”

In such a case, a curious situation arises: if concessions are necessary, opponents make them, addressing not each other, but a third party. It is to her that a “favor” is done, as it were, in response to a corresponding request for a concession. Thus, often the psychological steps of the warring parties towards the mediator do not mean a concession to him, but a willingness to cooperate with him (and, consequently, with each other) in solving a common problem.

In the interests of the effective functioning of the organization, the leader should not be drawn into all sorts of intra-collective conflicts, accepting the point of view of one side or another. It makes the most sense to be “above the fray”, as a person interested in normalizing the interpersonal complications that have arisen and trying to influence the ongoing processes. The role of a mediator is best suited for this. In addition, the successful implementation of the mediation function will increase the authority of the manager, which is important in management activities.

Because of existing attitudes toward conflict as a negative phenomenon, most people believe that they cannot manage it and try to avoid it whenever possible. But the conflict is difficult to correct, especially if it has acquired destructive force. This must be remembered. And managers and employees must understand that conflict enriches life if you know how to manage it correctly.

Conflict forces employees to constantly communicate with each other and learn more about each other. Team members begin to understand their colleagues better, become more sensitive to the problems of other people, and more tolerant of their shortcomings.

Living and working together is not easy. You need to constantly learn this. Conflict, giving rise to disputes, tests both the team as a whole and each employee individually and can significantly help both in the process of analyzing the problem and making the right decision.

Feedback in communication

Typically, oral communication bidirectional. Each of its participants becomes initiator (speaking), That recipient (listening) transmitted information.

The activity of oral communication, effectiveness, and efficiency of interaction are largely determined by the how did you understand participants in communication with each other, how they reacted on the words and behavior of the interlocutor, what actions confirmed the correctness of perception in feedback. Feedback in a situation (act) of communication means the solution of communicative problems, implemented in the reactive (speech or non-speech) actions of the interlocutors.

To establish feedback in oral communication, it is necessary, firstly, attention to the interlocutor: understand not only his words, but also his behavior during communication (facial expressions, gaze, gesture, intonation, etc.); Secondly, constant self-control, the need to help your interlocutor understand you with your verbal and non-verbal behavior.

Without establishing feedback with the interlocutor, you can mistakenly assume that he accurately understood what was said, although in fact the effect is completely different. In such a situation it should help correct installation each to transmit and receive specific information. Types of listening, stages and levels of perception are included in the concept of “setting for interaction and mutual understanding.” Listening skills developed in real or simulated speech activity, contribute to increasing the effectiveness of communication.

Depending on the goals of oral communication and the behavior of each communicant, unbiased, positive feedback or aggressive feedback with a negative connotation is possible. Types of Feedback correspond to the listener's reaction to the message and are divided as follows:

active listening- listening-empathy;
hearing-advice- listening with the purpose of giving advice and listening, implying the inclusion of replicas of advice in the reactive actions of the listener;
hearing-question- listening, the purpose of which is to check the knowledge of the speaker or to obtain for oneself Additional information, formulating questions to the speaker in internal speech;
listening-criticism- biased listening, which involves a discrepancy between the interlocutors’ points of view on the problem and the listener’s attempts to adjust the content of the message. Only those who are absolutely confident in their position and their knowledge can afford such a reaction in disputes, negotiations, and discussions.

From an early age, a person is “programmed” to respond in the following types: “question”, “answer”, “advice”. Gaining life experience, a person begins to react more subtly to what he hears, learns to empathize, and comprehend the points of view of other people. If, while listening, a person tries to show sympathy for the speaker, pays attention to the messages coming from him. nonverbal cues, he can be called an effective listener.

It is possible to predict or initiate feedback during verbal interaction, provided that each of the participants in communication uses means and mechanisms, skills and abilities of listening and speaking.

Let's name some ways to develop speaking and listening skills:

Speaking:

speak interestingly and intelligibly (taking into account the interests of the listeners);
convey to listeners only information that is useful to them;
correctly format speech works, arranging them in large compositional blocks (speeches, monologues, arguments) according to the principle: introduction, main part, conclusions (conclusion);
use speech means in accordance with the quantitative composition of the audience (interpersonal, intergroup, public communication);
use speech means appropriate functional style, situation, sphere of communication;
convey content using nonverbal cues;
analyze the feedback of listeners during the speaking process;
regulate the pace of speaking, taking into account the fact that oral speech is more difficult to perceive and understand than written speech;

Hearing:

find something useful for yourself in what you hear;
strive to “reveal the truth” through reactive speech actions;
focus on the main thing;
record the main provisions of the message in writing (synopsis, theses, supporting words, quotes, etc.);
refrain from giving advice and “sentences” until you seriously consider what has been said;
ask clarifying questions;
formulate conclusions in inner speech;
analyze the speaker’s nonverbal signals;
analyze and evaluate the content of the message, not the behavior of the speaker, etc.

Improvement of the quality of information received or reactive actions is facilitated by certain psychological characteristics participants in communication and the level of development of their communicative competence. Thus, a person who has better intuition, the ability to isolate the main information from what he hears, generalize and rank conclusions, establishes more effective feedback (which is manifested in answers to questions, requests for information, personal judgments, generalization of elements of subject content, non-verbal reactive actions, etc.). d.). Establishing feedback and helping clarifying questions, which the listener asks in the process of perceiving information: what exactly? when exactly? Why? This clarification is especially important if communication is accompanied by the “broken phone” effect.

The initiator of communication must anwser the questions listener. Not paying attention to a clarifying question means provoking misunderstanding or misunderstanding of your own words. In response to such questions, there is no need to repeat a large information block in detail. You can limit yourself to repeating a fact, figure, concept, definition. The micro-situation of clarification must be followed by perception control. The listener expresses complete understanding with the remarks: “Now it’s clear!”, “So,” etc.

The feedback effect is especially important in business communication, when a team of employees makes or develops common decisions. The reasons for ineffective business communication may be incompleteness of perceived information, poor memory of performers, poor structure of instructions or other messages, and inattention to interlocutors.

Table 1 allows us to better understand which psychological attitudes contribute to increasing the effectiveness of feedback.

Table 1.

Every person strives to better understand and be understood. However, both sides of communication are most often to blame for misunderstandings.

To achieve feedback, it is necessary to overcome a number of barriers and communication obstacles:

barriers to information transfer - unclear understanding of the subject of conversation by the initiator of communication, lack of logic in statements, articulation problems, voice timbre, intonation, etc. The processing of the message in the internal speech of the listener is the more successful, the better the speaker presents the subject of his statement in form and content. Difficulties in sending a message are most often associated with poor (inaccurate) wording of the content, incomplete statements, inaccuracy, and ambiguity of the facts presented. If the speaker fails to clearly and logically present the content of the problem or information, his words will not convince anyone of anything;
barriers to information perception - unpreparedness for a conversation on a given topic, lack of skills in comprehension, transformation, generalization of information blocks, underdevelopment of probabilistic forecasting mechanisms, poor memory, etc. Difficulties in receiving a message are usually due to the fact that the message is not fully understood or is incorrect because the listener did not ask for clarification; the message is misjudged due to the listener's bias towards the speaker; the message was received at the wrong time and therefore not seriously analyzed;
objective interference in communication - physiological interference (cold, heat, noise), psychological (mood, attitude towards the interlocutor, passion for another idea), as well as the lack of a common language of communication, unexpectedness of the message, etc. Barriers to communication can be irritation or anger, stress, a feeling of dissatisfaction, which provoke inattention, hasty conclusions, etc. Such personal attitudes of interlocutors are often insurmountable obstacles when establishing business contacts. To overcome the misunderstanding that arises, participants in communication can rely on the principles of mutual understanding: knowledge of a professional language or a common language (sometimes an intermediary language); desire to obtain the most complete information; concentration on the main thing; taking into account the nature of the situation (dispute, controversy, conversation, discussion, negotiations);
self-control or control of the situation by the listener , carried out throughout the entire communication process and including several stages: control of the preparation of information for transmission; control of the completeness of information perception; control of the formulation of reactive speech statements in accordance with the type of feedback.

Among the control methods, the most popular is clarifying or leading questions, repeating words or statements.

Feedback works best when interlocutors demonstrate natural engagement and understanding of the message as a whole. A good way to mutual understanding is responsiveness to the needs of the interlocutor. Such responsiveness and readiness for empathy in real communication is expressed in the corresponding reactive remarks of the listener or in his retelling of what he heard with elements of his own analysis and evaluation.

A distorted perception and incorrect reaction are led to by: statements that are unclear in form and content and are offered for comprehension; lack of attention of the parties to the subject of the conversation.

To avoid mistakes when interacting with your interlocutor, it is advisable to ask yourself the following questions:

Do I understand the content and form of the speaker’s speech correctly?
Am I completely focused on the statement, or are my thoughts occupied with something else?
Am I careful about misinterpreting the statement?
Am I responding correctly to the speaker's emotions?

If barriers, obstacles, and dangers of misunderstanding are overcome in the process of active interaction, the information received (knowledge, definitions, instructions, explanations, etc.) will be more complete, and the feedback will be more effective.

Conflicts are an integral part of people's lives.

The ability to behave competently in adverse circumstances is the key to calm and self-confidence.

For this reason, it is useful for any person to study examples of what conflict situations can be and how to resolve them.

How to avoid conflict between teacher and student? Find out about this from ours.

Concept and psychology of conflict management

- what it is? In short, this is clash of interests, opinions and views.

As a result of the conflict, a crisis situation arises in which each participant in the conflict seeks to impose his point of view on the other side.

Conflict not stopped in time may lead to open confrontation, in which the subject of the dispute is relegated to the background and the ambitions of the parties come first.

As a rule, as a result of a conflict, there are no losers or winners, since all participants expend effort and ultimately do not receive positive emotions.

Special danger represent internal conflicts when a person is tormented by conflicting thoughts and desires tearing him apart. Protracted conditions internal conflicts often end in depression and neuroses.

A modern person needs to be able to recognize a beginning conflict in time, take competent steps to prevent the conflict from growing and eliminate it at the inception stage.

If, nevertheless, it is not possible to extinguish the conflict immediately, it is necessary to be able to build the correct and get out of conflict wisely with minimal losses.

How does it arise?

As a result of numerous studies, it has been determined that most conflicts arise without the corresponding intentions of their participants.

Often people involuntarily react to the conflictogens of other people, or they themselves are a source of conflictogens, as a result of which a stressful situation arises.

Conflictogens- words, actions, deeds leading to conflict. They occur when there are any psychological problems participants, or are used purposefully to achieve their goals.

Most conflictogens manifest themselves for the following reasons:

thirst for superiority. The desire to prove one's worth;
aggressiveness. Initially aggressive behavior in relation to other people, caused by a negative emotional state;
selfishness. The desire to achieve your goals at any cost.

How do conflicts arise? True reasons and solutions:

Popular methods for resolving situations

Most effective strategies which are most often used in practice to resolve conflict:

About ways to resolve conflicts in this video:

Resolution Methods

From a scientific point of view, there are specific methods for resolving conflict:

Structural

Most often used in the professional field. These include:

Constructive

How to resist aggression and successfully resolve conflict? Similar methods of conflict resolution are more used in communication.

For successful resolution situations with the help constructive methods necessary to form an adequate perception of the situation among the participants, arrange them for open interaction, create an atmosphere of goodwill and trust, and jointly determine the root of the problem.

Construction styles include:

Integral

Allows each side to feel like a winner. A similar effect is achieved when the parties agree to abandon their original positions, reconsider the situation and find a solution that satisfies everyone.

The method can only be used if the parties to the dispute demonstrate flexibility of thinking and the ability to adapt to new circumstances.

Compromise

The most peaceful, mature way resolution of the situation.

The parties decide on mutual concessions in order to eliminate the negative factors that caused the dispute.

Such behavior of people allows not only to peacefully resolve emerging contradictions without harm to anyone, but also to build long-term communication connections.

Way out of the conflict

How to get out of conflict situations? To get out of this unpleasant situation the following steps need to be taken:

Stop using words or taking actions that provoke a negative response from your opponent.
Do not react to such behavior on the part of your interlocutor.
Show affection towards another person. This can be done using gestures, facial expressions, and words. Smiling, patting the shoulder, shaking hands, and using polite phrases all help smooth out arguments.
The interlocutor immediately acquires a positive attitude and the situation is soon resolved.

Examples of conflict situations

In society

Best resolved using constructive methods.

For example, neighbors apartment building may come into conflict caused by the distribution of parking spaces in the courtyard area.

Some neighbors will insist on clear markings, according to which each car is assigned a specific parking space. Other residents will advocate for the possibility of free placement of cars.

In this situation the most effective methods of resolving a dispute will be to build a dialogue, joint resolution of the situation through compromise.

Residents just need to organize a meeting and decide that part of the area in the yard is allocated for individual parking, and the other part remains for supporters of free parking.

Between employees

It is better to solve using structural methods.

For example, employees of the same team may come into conflict due to inability to work together in the same direction.

Each person defines for himself a range of responsibilities that is not approved by his colleague. The result is the emergence of a conflict situation and ineffective teamwork.

The manager of the employees involved in the dispute needs to apply methods of clarifying requirements, setting goals and assigning rewards.

Each employee will be explained the principle of his work, a clear spectrum job responsibilities. In front of colleagues joint goals will be set, upon achieving which they will receive the promised reward (bonus, promotion, etc.).

How to resolve conflicts correctly? Find out from the video:

Completion Forms

What is the form of ending a conflict? A conflict of interest can be resolved as follows:

Permission. The prerequisites may be that the parties desire to end the dispute and not return to it in the future. To finally resolve the conflict, it may be necessary to involve third parties. This is especially true in the field of professional relationships.
Attenuation. The dispute may cease to be relevant for one of the parties or for all participants in the process. In the first case, the second party does not find a response to its own words and actions and is forced to end the conflict. In the second case, the parties simultaneously decide that they do not want to continue the dispute due to fatigue, the end of the arguments, loss of interest in the subject of the dispute, etc.
This type of conflict is not always completed, since when a new stimulus arises, the dispute can resume with renewed vigor.
Settlement. The parties come to a compromise and reach mutual agreements. As a result, the dispute is resolved through constructive dialogue and effective interpersonal interaction.
Elimination. The basis of the conflict is eliminated, transformed, modified, etc. In other words, the subject of the dispute ceases to be relevant at the current moment in time and the fact of a conflict of interests automatically disappears.
Growing into a new dispute. Unexplained contradictions on one issue can become a source of new conflicts generated by the primary dispute. This effect is especially often observed when a remark made by one of the spouses on any issue develops into a mutual exchange of reproaches.

Completion is not always resolution

Does ending a conflict always mean resolving it? It is important not to confuse the concepts of ending a conflict situation with its resolution.

Ending the conflict- this is the moment of completion of the parties’ actions at the current moment in time, the termination of the dispute for various reasons (attenuation, escalation into a new dispute, etc.)

Closing a dispute at this time does not guarantee that it will will not arise again after some time. This is due to the fact that the source of the conflict has not been resolved, and the parties have not achieved any result.

Conflict resolution involves the conscious use of methods and techniques aimed at correcting the negative situation that has arisen.

A resolved conflict allows the parties to reconcile and no longer return to the subject of the dispute.

Thus, conflict can arise in any area of a person’s life. as a result of a clash of his interests with the interests of other people.

There are many ways to resolve conflict. It is important to be able to put them into practice before the situation reaches a serious level.

Learn how to communicate with other people if you have different points of view on certain issues in this video:

If the conflict could not be foreseen or assessed the seriousness of the contradictions and prevented, and it still flared up, then the main task is to resolve it constructively, draw appropriate lessons from it and, if possible, even benefit.

First of all, do not try to deny the conflict, hush it up, or pretend that everything is fine. in perfect order. The well-known ostrich pose will not benefit any of the conflicting parties. It can only postpone the settlement of the conflict for a while, but this will not make its resolution any easier. Most often the opposite happens. The longer measures are not taken to resolve the conflict, the more severe the retribution. Cases when a conflict resolves itself painlessly do occur, but very rarely.

Most common principles and rules of conflict resolution assume the following actions:

take control of emotions, realize the cause of anger or resentment;
understand real reasons conflict, to understand what goals are pursued by the parties to the conflict;
listen carefully to your opponent and understand his position, ask him to state facts and arguments, not speculation;
establish a friendly tone of conversation;
localize the conflict, do not put forward several reasons at once, do not remember past grievances;
analyze the conflict point by point, trying not to convince the opponent (this is usually an unpromising matter), but to come to an agreement;
find commonality of views and interests, agree with what the opponent is right about;
if necessary, you can resort to the services of an “arbitrator” - an authoritative third party, i.e. intermediary.

We must also keep in mind that we should never hide the problem underlying the conflict. By presenting to your opponent the true cause of the conflict, you must thereby show sincere interest in resolving it. Every effort must also be made to ensure that this position is correctly understood by the opponent. At the same time, attention should not be focused on differences in the interests of the parties. The main thing is to find common interests and appeal to them. If possible, it is advisable to involve allies and refer to the fact that this point of view is shared by other members of the organization, especially if they are authoritative persons.

Conflict resolution styles

In modern conflictology there are five basic conflict resolution styles , which are based on a system called the Thomas-Kilmann method (developed by Kenneth W. Thomas and Ralph X. Kilmann). The system allows you to create your own conflict resolution style for each person.

1. Competition style. A person using this style is very active and prefers to go about resolving conflicts in his own way. He is not very interested in cooperation with other people, but he is capable of strong-willed decisions. With this style, you try to first satisfy your own interests by forcing other people to accept your solution to the problem. This can be an effective style when you have a certain amount of power. You know that your decision or approach in a given situation is correct, and you have the opportunity to insist on it. But if this style is used in a situation in which you do not have enough power, for example, when your point of view differs from the boss's on some issue, you can get burned. This style is also recommended in cases where the solution you propose to the problem is of great importance to you; when you feel that you need to act quickly to implement it; and when you believe in victory because you have sufficient resources, will and power for this.
2. Evasion style. It is realized when you do not defend your rights, do not cooperate with anyone to develop a solution to the problem, but simply avoid resolving the conflict. You can use this style when the issue at hand is not that important to you, when you don't want to spend energy on solving it, or when you feel like you are in a hopeless situation. This style is also recommended in cases where you feel in the wrong or when your opponent has more power. This style is also suitable for cases when you feel that you do not have enough information to solve a specific problem.
3. Fixture style. It means that you act together with another person, without trying to defend your own interests. You can use this approach when the outcome of the case is extremely important to the other person and not very significant to you. This style is also useful in situations in which you cannot prevail because the other person has more power; thus, you give in and accept what your opponent wants. This style should also be used in cases where you feel that by giving a little you have little to lose. By giving in, agreeing, or sacrificing your interests in favor of another person, you can soften a conflict situation and restore harmony.
4. Collaborative style. With this style, you actively participate in conflict resolution and advocate for your own interests, but try to cooperate with the other person. This style requires more painstaking and time-consuming work than most other approaches to conflict by first laying all the cards on the table: the needs, concerns and interests of both parties, and then discussing them. If you have time and the solution to the problem is important enough to you, then this good way searching for a mutually beneficial result and satisfying the interests of both parties. The collaborative style encourages each person to openly discuss their interests. However, to successfully use this style, it is necessary to spend some time searching for hidden reserves in order to develop a way to satisfy the true desires of both parties. Cooperation is the most difficult among other styles, but it is this style that allows us to develop the most satisfying solution to both parties in complex and important conflict situations.
5. Compromise style. Any compromise presupposes mutual concessions. This style is where you give in a little on your interests to satisfy them otherwise, and the other party does the same. You do this by exchanging concessions and bargaining to develop a compromise solution. Such actions may resemble cooperation to some extent. However, compromise is achieved at a more superficial level compared to cooperation. Compromise is the umbrella, and cooperation is the roof. The collaborative style is different in that when you use it, you try to develop long-term and sustainable solutions. Compromise is often a successful retreat or even the last opportunity to come to some kind of solution.

Among various conflict resolution methods The negotiation method is considered the most constructive. Negotiation – this is a joint discussion by the conflicting parties (with the possible involvement of a mediator) of controversial issues in order to reach agreement. According to famous American conflictologists R. Fisher and W. Urey, this method is characterized by four main rules.

1. Make a distinction between the negotiators and the subject of negotiations, “separate the person from the problem.” Criticism of the personal qualities of negotiators only aggravates the conflict or, at least, does not contribute to the search for ways to resolve it.
2. Focus on interests , and not in positions. Opponents can hide the true goals of their positions and, even more so, their interests. Meanwhile, conflicting positions are always based on interests. Therefore, instead of arguing about positions, we need to explore the interests that determine them.
3. Develop mutually beneficial options. An interest-based arrangement facilitates the search for a mutually beneficial solution by exploring options that satisfy both parties. In this case, the dialogue becomes a discussion with the orientation - “we are against the problem”, and not “me against you”.
4. Find objective criteria. Consent as the goal of negotiations should be based on criteria that would be neutral with respect to the interests of the conflicting parties. Only then will the agreement be fair, stable and lasting. If the criteria are subjective, i.e. are not neutral towards either party, the other party will feel disadvantaged, and therefore the agreement will be perceived as unfair.

A widespread and fairly effective way to resolve conflicts is to delegate the right to solve the problem. intermediary - "arbitrator". Here the third party, the intermediary, plays a key role. The head of an organization, due to his status, often has to act as such a mediator in resolving conflicts. In this case, to successfully resolve the conflict, he should keep in mind some basic principles of mediation:

the mediator must enjoy authority among all parties to the conflict;
the dispute should not be allowed to move into the area of personal relationships, as this will lead the dispute far astray;
it is necessary to maintain good and equal relations with both parties to the conflict;
the mediator should take responsibility only for the process of solving the problem, and not for the essence of the solution found;
Avoid making any assessments related to the essence of the problem, as this may cause a negative reaction from the parties to the conflict.

In this regard, the question of how behave in conflict with people who are difficult to communicate with. Both in the case of mediation and in the process of business communication in general, there are people who are difficult to communicate with. In a conflict situation, they pose a particular difficulty in resolving it. They can be hard to find" mutual language", since they either “know everything” themselves, or are constantly looking for a reason to argue, regardless of the issue and its degree of importance. Anita and Klaus Bischof offer some tips on how a mediator can best deal with difficult parties to the conflict.

Argumentative. Listen to him calmly and respond to the point. When asking provocative questions, do not get involved in an argument, but forward them to other meeting participants.
Know-it-all. It will be possible to include him in the work of the group if he is constantly asked to express his opinion and attitude to the problem.
Timid. You need to praise him, ask him easy questions from time to time. This will strengthen his self-esteem. But you can’t overdo it, otherwise he will hide back into his shell.
Thick-skinned. He is indifferent; to engage him in conversation, it is advisable to ask about the range of his work responsibilities or interests.
Proud man. We must handle him carefully, as he is sensitive to criticism.
Talker. He must be limited in time for performance. For example, the three-minute rule is very suitable for this: everyone has the right to speak for only three minutes.
Silent. Some participants initially wait a long time before taking the floor. This may have various reasons: restraint, uncertainty, conceit, etc. We need to find out strengths this participant and include him in the overall work.
A simple talker. He just likes to talk for a long time. You should tactfully interrupt him and ask him to quickly say the most important thing, since there is little time left.

Cm.: Fisher R„ Yuri U. The path to agreement, or negotiations without defeat. M., 1992.
Cm.: Bischof A., Bischof K. Secrets of effective business communication. M.: Omega-L, 2012.