Interpersonal conflicts and ways to resolve them. Interpersonal methods of conflict resolution

INTRODUCTION 3

CHAPTER 1. THEORETICAL FOUNDATIONS OF CONFLICT 6

1.1.The essence of the conflict and its functions 6

1.2. Types of conflicts 7

1.2.The concept of interpersonal conflicts 10

2. Technology for resolving interpersonal conflicts 19

2.1. Analysis of the causes of interpersonal conflicts 19

2.2. Ways to resolve interpersonal conflicts 23

2.3. Managing interpersonal conflict 26

CONCLUSION 30

LIST OF SOURCES USED 33

APPENDIX No. 1 35

INTRODUCTION

The traditional subject of the psychological study of conflicts is conflict phenomena at the intrapersonal and interpersonal levels, in last years attention to the problems of conflicts in intergroup interaction is increasing.

Interest in the theoretical and practical study of conflicts is currently explained by the increased conflict and tension in various spheres of public life. A certain contradiction has arisen between the demands of conflict management practice and the theoretical and practical capabilities of modern psychology to understand current phenomena and develop practical approaches and recommendations for working with conflicts. The reduced interest in negative social phenomena, traditional for Russian social science of the past, led to insufficient research attention to the study of conflicts, which could not but affect their theoretical description. The disproportion between the needs of practice and the hopes placed on the help of psychology, on the one hand, and the insufficient theoretical understanding of conflict problems by psychology, on the other, makes it difficult to effectively use the potential of modern psychology in solving practical problems of conflict management.

Conflict is a phenomenon that plays a special role in the mental life of people, their development, self-realization, relationships with other people, and finally, in the life of society as a whole. Conflict as one of the significant phenomena of a person’s mental life is directly related to the problem of psychological well-being - a fundamental problem of psychological science.

And although the study of conflict turned out to be to some extent divided, between different psychological disciplines - first of all, general psychology, personality psychology, social psychology - the concept of conflict belongs to the entire psychological science and belongs to its fundamental foundations

Conflicts have different effects on personality. On the one hand, they complicate psychological life, contribute to its transition to new, more complex levels of functioning, on the other hand, they can lead to disruption of the harmony of relationships with other people and delay the process of socialization of the individual.

The main goal of this study is to describe and substantiate the situational approach to understanding and resolving interpersonal conflicts, which are considered primarily as social situations.

The implementation of this goal involves solving the following tasks:

1) Definition of the concept of conflict.

2) Analysis of types of conflicts.

3) Characteristics of interpersonal conflicts

4) Analysis and generalization of the causes of interpersonal conflicts.

5) Research on ways to resolve interpersonal conflicts.

The theoretical and methodological foundations of various aspects of this study were (in accordance with the logic of its presentation): 1) the ideas of B.G. Ananyev, S.L. Rubinstein, A.N. Leontyev and others about the social nature of man; 2) fundamental research of the Leningrad and Moscow schools of social psychology in the field of communication problems (works by E.S. Kuzmin, B.D. Parygin, G.M. Andreeva, L.A. Petrovskaya, A.I. Dontsov, etc.); 3) works of domestic authors reflecting the situational approach in socio-psychological research (works of Yu.N. Emelyanov, V.S. Ageev, etc.); 4) general ideas and principles of the Leningrad socio-psychological school in the field of management and practice of work of psychologists (works of A.L. Sventsitsky, I.P. Volkov, etc.); 5) research in the field of social perception (works by A.A. Bodalev, V.N. Kunitsyna, V.P. Trusov, A.U. Kharash, etc.); 6) work in the field of active socio-psychological training (works by L.A. Petrovskaya, Yu.N. Emelyanov, E.V. Sidorenko, etc.).

Research methods.

To implement the assigned tasks, methodological tools were used, including general scientific methods (theoretical analysis, generalization, synthesis), psychological methods (observation, conversation).

CHAPTER 1. THEORETICAL FOUNDATIONS OF CONFLICT

1.1.The essence of the conflict and its functions

In the literature on conflicts, there are some works that most fully present approaches to conflict analysis for the purpose of intervention. They reveal:

Analytical framework for conflict research;

Typology of conflicts;

Analysis of the development of conflicts from the point of view of the formal structure of the warring parties;

Diagnosis of a situation in which conflict is a catalyst for the formation of organizational culture;

Analysis of the situation from the point of view of dysfunction and types of relationships in the organization;

Social diagnostics of the situation, from the point of view of the hierarchical and multi-level organization of the practical (involved in activity) consciousness of the conflicting parties.

These works use such concepts as analysis, diagnostics, social diagnostics, typology of conflicts, and analytical scheme for the study of conflicts. Let us highlight the essential characteristics of such concepts as analysis and diagnostics.

It is important to note that in sociological research, analysis represents and is a fragment of social reality. Therefore, the definition (definition) of the term analysis in sociology is possible only when the term is used in certain phrases. For example, data analysis, mathematical analysis, secondary analysis, etc. The most general characteristic of analysis is the mental or real division of an object into elements. If we turn to social facilities, then here analysis is directly related to synthesis and performs a primary function. By synthesis we mean the combination of elements into a whole. The idea of ​​integrity is a necessary condition for the synthesis of elements obtained during analysis. In this case, the analysis performs a specific task and does not need synthesis.

In theoretical terms, analysis precedes synthesis, since synthesis can reveal diverse connections and relationships between social elements.

Concept diagnostics, as the ability to recognize methods aimed at “grasping” integrity, diagnostics is inextricably linked with analysis and synthesis.

In conflictology, especially from the point of view of practice, the introduction of the concept of conflict diagnosis requires at the same time maintaining an idea of ​​the integrity of the conflict as a social phenomenon.

In psychology conflict is defined as a collision of oppositely directed, mutually incompatible forces, opinions, parties, interests, goals and different ideas about how to achieve them. When analyzing a conflict in an organization, it is necessary to reveal the true motives of the behavior of the participants in the conflict, understand their interests and goals, find ways to make the conflict manageable, and minimize its negative consequences.

1.2. Types of conflicts

In social psychology, several main types of conflicts in organizations are usually distinguished depending on various criteria for their assessment. Yes, it's possible interpersonal conflict(friction between employees, confrontation between a manager and a subordinate, etc.), as well as conflicts between an individual and an organization, between groups within an organization, between different organizations (Fig. 1.1).

Some researchers identify the following types of conflicts that most often manifest themselves in organizations:

The first is between employers and employees.

The second is between divisions of large organizations.

The third is interpersonal conflicts.

The fourth is interethnic conflicts.

Fig. 1.1.Types of conflicts

The parties to social and labor conflicts are employees and employers, that is, full subjects of legal relations. At the same time, the motivation for the behavior of the parties to the conflict is associated with elements of legal regulation of social and labor relations. The social and labor conflict itself certainly entails certain legal consequences. In addition, a social and labor conflict can be resolved through conciliation procedures and institutions created on the basis of a relevant law enforcement act (an order for an organization - a conciliation commission, an agreement of the parties - consideration of unresolved disagreements with the participation of a mediator or in labor arbitration).

In social psychology, conflicts are distinguished by their impact on the development of the organization and by the method of their resolution. Constructive and destructive conflicts are distinguished. The first occur most often in the sphere of organizational and production interests and affect the fundamental aspects and problems of the development of the organization, the solution of which brings the organization to new level development, increases the degree of its effectiveness. Destructive conflicts most often affect the sphere of interpersonal relationships and lead to negative, destructive consequences, tending to develop into protracted interpersonal confrontations, mutual hostility and enmity.

Interpersonal type of conflict, perhaps the most common. It manifests itself in different ways in organizations. Most often, this is a struggle between managers over limited resources, capital or labor, time to use equipment, or approval of a project. Each of them believes that since resources are limited, he must convince his superiors to allocate these resources to him and not to another manager.

Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, views and values ​​are sometimes simply unable to get along with each other. As a rule, the views and goals of such people are radically different.

Each of the parties involved in the conflict does everything to ensure that its point of view or goal is accepted, and prevents the other party from doing the same, therefore the conflict is associated with aggression, threats, disputes, hostility, tension and other emotionally negative phenomena.

Interpersonal conflict can be schematically depicted as follows (Fig. 1.2).

Fig. 1.2. Diagram of interpersonal conflict

Thus, we can say that interpersonal conflicts are one of the most severe types of conflicts that destroy the socio-psychological climate of the team.

Conflicts can perform both positive and negative functions (Table 1.1):

Table 1.1

Conflict functions

Positive functions	Negative functions
Relieving tension between conflicting parties	Big emotional ones material costs to participate in the conflict
Obtaining new information about your opponent	Dismissal of employees, decreased discipline, worsening socio-psychological climate in the team
Uniting the organization's team when confronting an external enemy	View of defeated groups as enemies
Stimulating change and development	Excessive involvement in the process of conflict interaction to the detriment of work
Removing the submissive syndrome in subordinates	After the end of the conflict - a decrease in the degree of cooperation between part of the team
Diagnosis of opponents' capabilities	Complex recovery business relations(“trail of conflict”)

The reasons that cause conflicts are as varied as the conflicts themselves.

1.2.The concept of interpersonal conflicts

Interpersonal conflict can be defined as a situation of confrontation between the participants, perceived and experienced by them (or at least one of them) as a significant psychological problem that requires its resolution and causes the activity of the parties aimed at overcoming the contradiction that has arisen and resolving the situation in the interests of both or one of them. sides

What does "interpersonal" mean?

The concept interpersonal is used to refer to phenomena that occur interpersonally. In accordance with this, it is customary to refer to interpersonal behavior as any observable manifestation of a person’s communicative activity, determined by the fact of the real, expected or imaginary presence of other people. In this broad sense, the concept of “interpersonal” is identical to the Western term interpersonal.

What does interpersonal conflict reflect?

Interpersonal problems that arise in a person’s relationships with other people are interpreted through his internal conflicts. A person’s interpersonal behavior is determined through his personality type, which depends on the nature of his resolution of internal conflicts.

Interpersonal conflict reflects intrapersonal problems and conflicts that a person once faced or that remained unresolved in the past.

What is the relationship between need satisfaction and interpersonal conflict?

Interpersonal conflicts include a case that is referred to as “a conflict between one’s own and compelling forces,” that is, a contradiction between a person’s own needs and an external objective compelling force. The laws of conflict development are the same for all its varieties, but the case of a conflict between one’s own and externally compelling forces has a specific possibility of destroying this external power.

The general question of a person's adaptation to a group can be formulated as follows: how can an individual find sufficient space for free movement to satisfy his own personal needs within the group without affecting the interests of the group? It's quite difficult. Firstly, a person is constantly in a group, secondly, people are too different in their perception, and thirdly, the perception of each person is subjective. Due to these reasons, the individual’s space of movement is limited, therefore, the individual cannot satisfy all his needs, encountering difficulties and contradictions, as a result of which a conflict arises between the individual and the external subject of the environment.

What types of groups can be divided into in terms of conflict?

All groups are divided into three main types in terms of the level of conflict: stable, i.e., coping with conflicts; problematic - partially coping; unstable, unable to overcome conflict and having a negative group orientation. The basis of group conflicts is the discrepancy between the ideas of group members regarding each other’s needs, between the ideas and expectations of one in relation to the other.

What are the main types of violations of interaction in a team that can be identified?

There are three main types of interaction violations, as a result of which relations of “competition,” “pseudo-cooperation,” and “isolation” begin to dominate in teams.

With “rivalry,” the relationship as a whole has a contradictory, friendly-hostile character; open clashes, quarrels, mutual reproaches and aggressive manifestations constantly occur between group members.

With “pseudo-cooperation” the relationship appears smooth on the outside. The reasons for conflicts lie in the non-group sphere and are associated with individual difficulties or problems that arise among group members.

In the case of “isolation”, relationships in the group usually do not have an obvious conflict nature. With external coordination of actions, group members are emotionally isolated from each other, are not interested in each other, cooperation is supported by some other benefits of common existence. Conflicts arise if the “borders of isolation” are violated either towards rapprochement or towards even greater disunity.

What are interpersonal conflicts at work?

When speaking about an employee’s “personal” conflicts, they most often mean “vertical” conflicts (with the manager). It is believed that this is a more intense line of interaction and conflicts arise here more often than in “horizontal” relationships (i.e., when interacting with colleagues), since in relationships with a manager broader problems of a person’s relationship with the organization can be personified.

In the West, such situations received the special name “industrial conflict”. It is used in relation to a wide range of phenomena, which include conflicts between different social categories of workers due to the opposition of their interests; contradictions of organizational structures; interpersonal conflicts in the system of formal (between managers and subordinates) and informal relationships (relationships in the group, conflicts between the leader and group members, etc.), as well as contradictions between the formal and informal structures of the organization and even intrapersonal conflicts experienced by members of the organization (role conflicts , phenomena of frustration, anxiety, tension, etc.).

Problems in relations between subordinates and managers are traditionally described as a consequence of managers' desire to control the activities of subordinates and the resulting resistance. Potential conditions for the emergence of this type of conflict are associated with the divergence of positions between managers and subordinates regarding the zone of acceptability of control, since managers are interested in its possible increase, while subordinates, on the contrary, strive for autonomy.

According to the results of one of the national studies, it was found that about half of the workers surveyed are in conditions of obvious conflict. Moreover, in 88% of all role conflicts, pressure from above was indicated, and in 57% of these cases, the source of pressure was described impersonally, as “the company” or “management.”

What types of interpersonal industrial conflicts can be distinguished?

The typology of conflicts proposed below is based on the relationships that exist between people in the process of work:

Types of socio-psychological industrial conflicts

Conflict type	Horizontal conflicts	Vertical conflicts from bottom to top	Vertical conflicts from top to bottom
1. Obstacle to achieving the main goals of joint work activity	The actions of one interfere with the successful activities of another - organizational conflict	The manager does not provide the opportunity for his subordinates to successfully achieve their goals	The subordinate does not provide the manager with the opportunity to achieve the main goal of his activities
2. Obstacle to achieving personal goals of joint work activities	The actions of one interfere with the achievement of personal goals by others - organizational conflict	The manager does not provide the subordinate with the opportunity to achieve his personal goals	The subordinate creates obstacles for the manager to achieve his personal goals
3. Conflicting actions accepted standards	Inconsistency between individual behavior and group norms	Contradiction between the leader’s activities and his work style and the expectations of his subordinates	Contradiction between the activities of a subordinate as a bearer of a certain role and the expectations of the manager
4. Personal conflicts	Personal incompatibility		Group members do not live up to the expectations of their leaders and authorities."

The most common is first type interpersonal conflict. It is characterized by the fact that conflict interaction between two subjects begins with a rather acute, emotionally charged and unpleasant question for the partner, addressed by one of them to the other. The second partner, experiencing hostile and sometimes even hostile feelings towards the first, seeks to ignore everything related to the opinions, assessments, tastes, preferences of the first of them, does not answer his questions, ignoring him, avoids friendly understanding with the partner, his - keeping your communication with him to the minimum, necessary and formal. The conflict that arises as a result reveals two features. The first of them is that the conflict situation unfolds gradually, irritation and anger are intensified as if gradually, not immediately leading to conflict interaction. The second feature is that conflict interaction in this case expresses the different orientations of the rivals’ positions. The first of them, striving to get answers to his questions and not receiving them, begins to get irritated, angry and express increasingly hostile attitudes toward the second, entering a state that does not allow him to control his words and actions. The second, on the contrary, strives in every possible way to avoid direct interaction with the first, ignoring his words, feelings, emotions. His ignoring position strengthens the partner’s negative emotional reaction and thereby provokes the emergence of interpersonal conflict interaction. This type of conflict can be described as "sensory-affective".

Second type interpersonal conflict is characterized by the fact that it begins with mutual remarks, reproaches, claims (often unfounded) to each other. As the conflict situation develops into real conflict interaction, both parties in this case continue to express their dissatisfaction with each other, putting forward more and more new claims and accusations against the partner. In such a conflict, its destructive function, as a rule, intensifies as interaction between the warring partners unfolds, and the rivals do everything to spite each other. This type of conflict can be defined as "uncompromising".

Third type interpersonal conflicts begin with the emotional aggressiveness of the reaction of one of the subjects of interaction. It is characterized by emotional dissatisfaction and dissatisfaction of partners with each other, expressed openly, sometimes in a harsh form, in the process of conflict communication. The beginning of a conflict is characterized, as a rule, by a lack of desire to calmly understand the reasons for the ill-will that has arisen and a reluctance to understand one’s partner. His desire to offend and humiliate his partner is manifested in demonstrative and destructive behavior, which, moreover, is often not controlled by him. For his partner, who has entered into a conflict interaction with him, it is common to misunderstand the causes of the conflict and evaluate the other’s behavior as incorrect. Such a conflict is protracted and leads to mutual formalization of interpersonal interaction, which is characterized by a reduction in the communication process to the minimum necessary. This type of conflict can be classified as "emotionally unstable."

Fourth type An interpersonal conflict is characterized by the fact that it begins with one of the partners expressing disagreement with the point of view of the other or with the latter’s assessment of a particular phenomenon, person, his actions, etc. What is specific to him is the use of a polite form of addressing an opponent (sometimes even emphatically polite), as well as a feeling of dissatisfaction with himself for entering into conflict interaction. In this case, both partners most often show a mutual readiness for reconciliation, which can be easily realized, often with mutual apologies. This type of conflict can be classified as "politely touchy."

Fifth type interpersonal conflict interaction differs in that both its participants are characterized by destructive behavior in which emotions suppress reason. Due to the fact that one of the conflicting parties is not able to control his words and actions, and the other is overwhelmed with negative emotions, their interaction is often accompanied by mutual insults, reaching the point of an acute clash - in the form of verbal altercations, hysteria, and sometimes fights. This type of conflict can be defined as "aggressive".

Each of the described types of interpersonal conflict can occur in various forms, which are determined both by situational determinants, including the origins, causes and conditions of conflict interaction, and by the personal characteristics of the subjects of such interaction - their temperament, character, specifics of mental processes (thinking, emotions, etc.), level of personal culture.

So, the conflict is based on subjective-objective contradictions, but these phenomena (contradictions and conflict) should not be combined.

Contradictions can exist for a long time and develop into conflict. At the heart of the conflict lie only those contradictions that are caused by incompatible interests, needs and values. Such contradictions are transformed into an open struggle between the parties, into a real confrontation.

2. Technology for resolving interpersonal conflicts

2.1. Analysis of the causes of interpersonal conflicts

Many studies by modern authors are devoted to the analysis of the causes of interpersonal conflicts.

Most of them point to two groups of causes of conflicts: objective and subjective.

Possibility of conflicts G. Fomin rightly emphasizes, inherent in the essence of human life itself. The causes of conflicts are rooted in anomalies in social life and imperfection the person himself. Among the reasons that give rise to conflicts, we should mention, first of all, socio-economic, political and moral ones. They are a breeding ground for the emergence of various kinds of conflicts. The occurrence of conflicts is influenced by the psychophysical and biological characteristics of people.

Conflicts occupy a significant place in the life of every person, since the consequences of some conflicts can be too noticeable over many years of life. It happens that in some cases, conflict resolution takes place very correctly and professionally competently, while in others, which happens more often, it is unprofessional, illiterate, with bad outcomes more often than not for all parties to the conflict, where there are no winners, but only losers.

Some conflicts are far-fetched, artificially inflated, created to cover up the professional incompetence of some individuals and are harmful in commercial activities.

Other conflicts, being an inevitable companion in the life of any team, can be very useful and serve as an impetus for the development of commercial activity for the better.

A characteristic feature of any conflict is that none of the parties involved knows in advance exactly and completely all the decisions made by the other parties, their future behavior, and, therefore, everyone is forced to act in conditions of uncertainty.

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bottom of typical reasons socio-psychological interpersonal conflicts are unbalanced role interactions. The theoretical basis for the analysis of interpersonal conflicts was developed by the American psychologist E. Berne, who proposed a unique network model for describing the interaction of partners (Fig. 1.5).

A B A B

Fig. 1.5. Network models of role interaction between partners

Each person in the process of interacting with others is forced to play more than a dozen roles, and not always successfully. In the proposed model, each partner can imitate the role of S - senior, P - equal or M - junior. If role interaction is balanced, then communication can develop without conflict, otherwise if there is an imbalance of roles, conflict is possible.

In the process of studying interpersonal conflicts, it was possible to systematize the causes of their occurrence:

Firstly, conflicts are caused by factors that prevent people from achieving the main goal of work - obtaining certain products. Such factors may be: a) direct technological relationship between workers, when the actions of one of them affect (in this case negatively) the effectiveness of the actions of the other (for example, when working on an assembly line); b) transfer of problems whose solution should have been carried out vertically to the horizontal level of relations (for example, the lack of equipment and tools often leads to conflicts between ordinary employees, although it is not they who should solve this problem, but their managers); c) failure to fulfill functional responsibilities in the “leadership-subordination” system (for example, the manager does not provide appropriate conditions for the successful activities of subordinates, or, conversely, subordinates do not fulfill the relevant requirements of the manager.

Secondly, conflicts at work are caused by factors that prevent people from achieving secondary goals of work - sufficiently high earnings, favorable working and leisure conditions. This group of factors includes: a) again, the interconnection of people, in which the achievement of goals by one of them depends on other members of the team; b) the insolvency of a number of organizational issues “vertically” (i.e. by management), which may result in an aggravation of relations between people located on the organizational horizontal; c) functional disturbances in the “leadership-subordination” system, preventing the achievement of personal goals by both the leader and the subordinate.

Thirdly, conflicts that arise during the implementation of work activity are often generated by the inconsistency of a person’s actions with the norms and life values ​​​​accepted in his team.

There is no exhaustive list of reasons that cause conflicts, including in work activities. And to the reasons just mentioned, one can add many others generated by organizational practice.

The driving force in a conflict is a person’s curiosity or desire to either win, or maintain, or improve his position, security, stability in a team, or the hope of achieving an explicit or implicit goal.

The biggest mistake, according to G. Gagarinskaya, that a leader can make in a crisis situation is ignoring conflicts that arise in the team. In this situation, the following erroneous actions are possible: an overly critical assessment of events, constant disregard for the interests of employees, presentation of a huge number of claims).

According to another author, S. Klimova, the problem of current labor conflicts in most companies is that potential opponents or partners are mistaken about the motivation of others and are not inclined to build contractual relations with allies on the conditions of their participation in the conflict and on the conditions for resolving the conflict with enemy.

Conflicts, according to the author, can arise due to various reasons and also influence the state of affairs in the company in different ways. The author warns organizational leaders against ignoring problems that arise within the company, and speaks of the danger of the latter, since they can have destructive results.

In conflict, it is important to show interest and concern for employees. Never put off resolving disagreements until later; you must actively support cooperation within the organization.

When analyzing conflicts, the author considers it advisable to pay attention to the parties to the conflict, to the intermediate and final goals of the parties to the conflict, and to the conditions under which it should be expected that a given conflict can lead to an aggravation of the situation.

At the same time, it is recognized that simple conflict resolution schemes are not always effective, and often even aggravate it, transferring it from the category of rapidly developing and short-term to sluggishly current, systematically escalating without visible outlines of the period of its complete resolution.

In many ways, this situation is due to the manager’s incorrect understanding of the nature of a particular conflict and the use of inappropriate tools.

According to E. Popova, in our time, conflicts in organizations are not only possible, but also desirable. The whole problem, according to the author, lies in the ability to manage them. The problem of conflict in an organization lies in what position the manager occupies in it, whether he knows the strengths and weaknesses of the organization. The biggest mistake a manager makes in managing this situation is ignoring the problem. The author says that conflicts can develop in different ways, therefore, different methods of overcoming them are possible (for example, structural and interpersonal).

To resolve a conflict, it is important to know all its hidden and obvious causes, to analyze the various positions and interests of the parties and to concentrate on the interests, because they contain the solution to the problem.

Unfortunately, practice shows that there are no universal ways to overcome conflict.

2.2. Ways to resolve interpersonal conflicts

Avoidance, evasion(weak assertiveness is combined with low cooperation). With this strategy of behavior, the manager’s actions are aimed at getting out of the situation without giving in, but also without insisting on his own, refraining from entering into disputes and discussions, from expressing his position. In response to demands or accusations made against him, such a leader moves the conversation to another topic. He does not take responsibility for solving problems, does not want to see controversial issues, does not attach importance to disagreements, denies the existence of a conflict or even considers it useless, and tries not to get into situations that provoke conflict.

Coercion (adversarial)- in this case, high assertiveness is combined with low cooperation. The manager’s actions are aimed at insisting on his own through open struggle for his interests, the use of power, and coercion. Confrontation involves perceiving the situation as victory or defeat, taking a tough position and showing irreconcilable antagonism in case of resistance from the partner. Such a leader will force you to accept his point of view at any cost.

Smoothing (compliance)- low assertiveness is combined with high cooperativeness. The actions of a leader in a conflict situation are aimed at preserving or restoring good relations, to ensure the satisfaction of another person by smoothing out differences. For this, he is ready to give in, neglect his own interests, strive to support another, not hurt his feelings, and take into account his arguments. His motto: “There is no need to quarrel, since we are all one happy team, in the same boat, which should not be rocked.”

Compromise, cooperation- high assertiveness is combined with high cooperativeness. In this case, the manager’s actions are aimed at finding a solution that fully satisfies both his interests and the wishes of the other person through an open and frank exchange of views about the problem. He tries to resolve disagreements by conceding something in exchange for concessions from the other side; in the process of negotiations, he looks for intermediate “middle” solutions that suit both sides, in which no one particularly loses anything, but no one gains anything either.

There are other ways to resolve interpersonal conflicts:

coordination- coordination of tactical subgoals and behavior in the interests of the main goal or solution of a common task. Such coordination between organizational units can be carried out at different levels of the management pyramid (vertical coordination), at organizational levels of the same rank (horizontal coordination) and in the form of a mixed form of both options. If coordination is successful, then conflicts are resolved with less cost and effort; integrative problem solving. Conflict resolution is based on the assumption that there can be a solution to a problem that eliminates all conflicting elements and is acceptable to both parties. It is believed that this is one of the most successful strategies for a manager's behavior in a conflict, since in this case he comes closest to resolving the conditions that initially gave rise to this conflict. However, the problem-solving approach to conflict is often very difficult to maintain. This is due to the fact that it largely depends on the professionalism of the manager. In addition, in this case, it takes a lot of time to resolve the conflict. In such conditions, the manager must have good technology- model for solving problems;

confrontation as a way to resolve conflict- bringing the problem to public attention. This makes it possible to freely discuss it with the involvement of the maximum number of participants in the conflict (essentially, this is no longer a conflict, but a labor dispute), to enter into confrontation with the problem, and not with each other, in order to identify and eliminate all shortcomings. The purpose of confrontational sessions is to bring people together in a non-hostile forum that promotes communication. Public and frank communication is one of the means of conflict management

For successful resolution conflict, ultimately, it is necessary that both sides show a desire to resolve it. But if such a desire is demonstrated by at least one side, then this will give more opportunities to the other side for a reciprocal step. In an interpersonal conflict between employees of an organization and clients, people seem to be mutually bound by mutual grievances, claims and other negative emotions. Taking the first step towards resolving the conflict is quite difficult: everyone believes that the other should give in. Therefore, the readiness to resolve the conflict shown by one of the parties can play a decisive role in resolving the conflict as a whole.

To avoid conflict, a person in relationships with other people must show loyalty, goodwill, tolerance and good will, be fair, friendly, respectful and polite, i.e. build your communication with others on such a benevolent basis as mutual trust, reliability in words and deeds. Any relationship, both business and purely personal, is effective only with compliance and restraint of the parties, honest partnership, and a mutual desire to resolve disagreements and conflicts if they occur.

2.3. Managing Interpersonal Conflict

You can try to avoid a sudden conflict. If it cannot be avoided, it must be met calmly and strive to be resolved to the satisfaction of all conflicting parties.

You need to prepare to resolve a conflict situation. Define your goal. What would you like? If you resolve a conflict through negotiations, choose a time and place that is convenient for both parties.

To properly manage an interpersonal conflict, it is important not only to remember your position and understand the position of the other side, but also to be aware of the state of the field as a whole.

Calmly state your interests and ask your opponent if he wants to work on resolving the conflict. If he doesn’t want to, then how does he see the solution to the problem. Offer different options. If they are not accepted, work through the conflict yourself.

If the enemy is ready to resolve the conflict, understand your state: what you are feeling now and whose side you are taking at this moment - yours or your enemy partner.

Seek understanding, not victory. Calmly discuss the reasons that caused the conflict. Figure out what led to the conflict: the actions of the other side or your misunderstanding of the situation. Assume the best, don't blame until you find out what the other person meant. Ask the right and tactful questions.

Defend your position, but do not put pressure on your partner. Don't ask him to change. Pressure limits the capabilities of both parties and does not contribute to resolving the conflict.

Watch what you say:

Use words that “lift” a person rather than “bring him down.”

Ask yourself if what you are saying now is true, are you exaggerating?

Do not use the words “always” and “never”.

Be truthful and do it with kindness.

Sometimes it is better to remain silent.

Attack the problem, not the person.

Talk about specific things, don't generalize.

Solve the main issues, don't get caught up in the little things.

Don't talk about him, talk about yourself. Instead of “you’re lying,” say: “I have different information.”

Relax and don't be afraid of anything. Remember the spirit of the field, if you do not interfere with it, the conflict will be resolved in the best way.

Be aware of your feelings and express them. Be sincere with yourself and your partner. Share your feelings correctly. This will help your partner understand you better. Allow your partner to freely express their emotions. Understand your feelings: determine which emotions you can express and which you suppress. Why? Reporting your experiences is one of the ways to defend your position.

Manage your emotions, don't suppress them, but don't let them control you either. As you express them, be aware of the space around you. After expressing an emotion, calmly let it go. Don't cling to your fear, resentment or pain. If, after fully and sincerely expressing your emotions, you feel uncomfortable, it is okay to back off. Concession does not mean defeat, but provides an opportunity to continue the dialogue.

A flexible and creative attitude to the situation is one of the conditions for conflict management.

Learn to feel the state of the other, the general “atmosphere” of the conflict. Remember that you are in general field, where each participant plays his role in the overall process.

Be open to opportunities that may arise during the conflict resolution process.

When you realize your emotions have subsided or you have lost interest in the conflict, admit it. Get out of your role and literally change your position - move to another place, look at the conflict, at yourself and your partner from the outside.

What new things have you learned about yourself and the current situation? Perhaps new relationship options will open up for you.

If you now want to help your partner, return to the conflict and take his position. Do it sincerely, ask how you can help him. Watch him, try to feel what he is experiencing now. Help him express his feelings.

Accepting the position of our opponent helps us understand which sides of ourselves we are currently in conflict with. A conflict situation arises because there is something in ourselves that agrees with our opponent. The field organizes conflict so that we understand ourselves better. And until we understand this, we will find ourselves in similar conflicts or remain in the same conflict situation for a long time.

If you were able to sincerely work through all the aspects of resolving the conflict, it will subside or move to a new level where other problems and new feelings will appear. Work through this level too.

If the conflict subsides, get out of it. Forgive yourself and your opponent. Forgiveness liberates, restores relationships, eliminates negative emotions. Find words that correctly reflect the situation without humiliating you or your partner.

If a person says “no,” it’s not your problem. You do what is right for you.

If joint efforts do not resolve the conflict, try to solve the problem yourself. To do this, imagine the parties to the conflict as internal parts of your “I” and work through it.

To become a master of conflict management, you need to develop sensitivity. This makes it possible to feel the intentions of the partner (enemy), allowing for a more constructive dialogue. To develop sensitivity, learn to live in the present moment - “here and now.” In the present, a person is balanced and open to new things, able to respond flexibly to a changing situation.

Conflict management is available to those who know how to manage themselves. This can only be learned through personal experience, in the process of internal growth.

To prepare for resolving an interpersonal conflict, you can use the help of a friend. Describe to him the current situation as objectively as possible. Ask him to play the role of your opponent.

CONCLUSION

The development of any society, any social community or group, even an individual, is a complex process that does not always unfold smoothly and is often associated with the emergence, development and resolution of contradictions. The entire life of any person, any group or organization, any country includes contradictions. The entire process of functioning of society consists of conflicts and consensuses, agreement and confrontation.

Conflict means a clash of sides, opinions, forces. The causes of collisions can be the most different problems life: material resources, the most important life attitudes, power, status and role differences in the social structure, personal (emotional and psychological) differences, etc. Conflicts cover all aspects of people’s life, the entire set of social relations and social interaction. Conflict, in fact, is one of the types of social interaction, the subjects and participants of which are individuals, large and small. social groups and organizations. Conflict interaction presupposes confrontation between the parties, i.e. actions directed against each other.

The conflict is based on subjective-objective contradictions, but these phenomena (contradictions and conflict) should not be combined. Contradictions can exist for a long time and develop into conflict. At the heart of the conflict lie only those contradictions that are caused by incompatible interests, needs and values. Such contradictions are transformed into an open struggle between the parties, into a real confrontation.

The search for ways to resolve a conflict, as a rule, begins with defining its subject, and this is often not easy to do.

An analysis of theoretical literature on the problem of conflict shows that conflict inevitably accompanies all areas of interpersonal interaction. The conflict, having a disorganizing effect on the joint activities of people, can at the same time be turned into a productive channel, exacerbating the contradiction that has arisen and contributing to the development of a more conscious and expedient solution to the problem. In addition, an individual’s resolution of a conflict situation enriches his life experience in the field of interpersonal interaction.

The causes of conflict may be a violation of organizational interaction caused by unclear formulation of work tasks, errors in interpersonal perception,

Recognize the existence of a conflict, i.e. recognize the existence of opposing goals and methods among opponents, and identify these participants themselves. In practice, these issues are not so easy to resolve; it can be quite difficult to admit and say out loud that you are in a state of conflict with an employee or client on some issue. Sometimes the conflict has existed for a long time, people suffer, but there is no open recognition of it, everyone chooses their own form of behavior and influence on the other, but there is no joint discussion and way out of the current situation.

Determine the possibility of negotiations. After acknowledging the existence of a conflict and the impossibility of resolving it “on the spot,” it is advisable to agree on the possibility of holding negotiations and clarify what kind of negotiations: with or without a mediator and who can be a mediator that is equally satisfactory for both parties.

Agree on the negotiation procedure. Determine where, when and how negotiations will begin, i.e. stipulate the terms, place, negotiation procedure, start time joint activities.

Identify the range of issues that constitute the subject of the conflict. The main problem is to define in shared terms what is in conflict and what is not. Already at this stage, joint approaches to the problem are developed, the positions of the parties are identified, the points of greatest disagreement and points of possible convergence of positions are determined.

Develop solutions. The parties, when working together, offer several solution options with cost calculations for each of them, taking into account the possible consequences.

Make an agreed decision. After considering a number of possible options, with mutual discussion and provided that the parties come to an agreement, it is advisable to present this general decision to in writing: communique, resolution, cooperation agreement, etc. In particularly complex or critical cases, written documents are drawn up after each stage of negotiations.

Implement the decision made in practice. If the process of joint action ends only with the adoption of a well-developed and agreed upon decision, and then nothing happens or changes, then this situation can be the detonator of other, stronger and longer-lasting conflicts.

LIST OF SOURCES USED

1. Antsupov A.Ya., Shipilov A.I. Dictionary of Conflict Management. M.: VU, 1995.-68 p.
Antsupov A.Ya., Malyshev A.A. Introduction to conflictology. Uzhgorod: MAUP, 1995. - 101 p.

2. Basovsky L.E. Management: Textbook / L.E. Basovsky. - M.: INFRA-M, 2007. - 216 p.

3. Borozdina G.V. Psychology of business communication. – M.: INFRA – M, 2004. – 295 p.

4. Vesnin V.R., Management: Textbook. - 3rd ed. reworked and additional - M.: TK Welby, Prospekt Publishing House, 2007. - 512 p.

5. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. / O.S. Vikhansky, A.I. Naumov. - M.: Economist, 2003. – 528 p.

6. Gagarinskaya G. Conflicts and their prevention.//Personnel, 1996-No. 6.

7. Gerashchenko I. Psychology of the collective. Conflictology // Manager - 2000. - No. 2.

8. Zdravomyslov A.G. Sociology of conflict.- M.: Aspect-Press.-1995, pp. 100-105.

9. Siegert W., Lang L. Lead without conflicts / Transl. with him. - M.: Economics, 2000. - 456 p.

10. Klimova S. Labor conflicts at Russian enterprises. // Personnel, - No. 5. - 1997.

11. Krasovsky Yu.D. Management of behavior in the company. M.: INFRA - M. – 1997, p.72.

12. Management /Ed. Zh.V. Prokofieva. - M.: Knowledge, 2000. - 288 p.

13. Orlov A.I., Fedoseev V.N. Management in the technosphere: Proc. aid for students higher textbook establishments. - M.: Publishing center "Academy", 2003. - 384 p.

14. Popova E. Internal conflicts: nature and methods of overcoming. //Personnel, - 1997.- No. 5.

15. Psychology. Textbook for economic universities/Ed. V.N.Druzhinina.-SPb.:Peter, 2002. - p.621.

16. Fomin G.P. Models of conflicts // Management in Russia and abroad. - 2001. - No. 6.

17. Tsoi L.N. Conceptualization of diagnostics and prevention of conflicts.//Collection of scientific works - M. 2000.-No. 3.

APPENDIX No. 1

Methodology for diagnosing a person’s predisposition to conflict behavior

Questionnaire

Instructions: “Of the two proposed judgments, you need to choose the one that most likely corresponds to your type of behavior. Judgments are repeated, but each time they occur in different combinations, so you do not need to repeat your choice, but, on the contrary, choose again each time. In the protocols, you write down the number and the letter you chose - “a” or “b.”

1. A. Sometimes I give others the opportunity to take responsibility for resolving a controversial issue.

B. Rather than discussing what we disagree on, I try to draw attention to what we both disagree with.

2. A. I try to find a compromise solution.

B. I try to settle the matter taking into account the interests of the other and my own.

3. A. I usually persistently strive to achieve my goal.

4. A. I try to find a compromise solution.

B. Sometimes I sacrifice my own interests for the sake of the interests of another person.

5. A. When resolving a controversial situation, I always try to find support from another.

6. A. I'm trying to avoid causing trouble for myself.

B. I try to achieve my goal.

7. A. I try to postpone the resolution of a controversial issue in order to resolve it finally over time.

B. I consider it possible to give in to something in order to achieve something else.

8. A. I usually persistently strive to achieve my goal.

B. I first try to clearly define what all the interests and issues involved are.

9. A. I think that you should not always worry about any disagreements that arise.

B. I make efforts to achieve my goal.

10. A. I am determined to achieve my goals.

B. I'm trying to find a compromise solution.

11. A. The first thing I do is try to clearly define what all the interests and issues involved are.

B. I try to reassure the other and mainly preserve our relationship.

12. A. I often avoid taking positions that might cause controversy.

B. I give the other person the opportunity to remain unconvinced in some way if he also comes to meet me halfway.

13. A. I propose a middle position.

B. I insist that it be done my way.

14. A. I tell the other person my point of view and ask about his views.

B. I am trying to show the other the logic and advantages of my views.

15. A. I try to reassure the other and mainly preserve our relationship.

B. I try to do everything necessary to avoid tension.

16. A. I try not to hurt the feelings of another.

B. I am trying to convince another of the benefits of my position.

17. A. Usually I persistently try to achieve my goal.

B. I try to do everything to avoid unnecessary tension.

18. A. If it makes someone else happy, I will give him the opportunity to insist on his own.

B. I give the other person the opportunity to remain unconvinced in some way if he also meets me halfway.

19. A. The first thing I do is try to clearly define what all the interests and issues involved are.

B. I try to postpone the resolution of a controversial issue in order to finally resolve it over time.

20. A. I am trying to overcome our differences immediately.

B. I try to find the best combination of benefits and losses for both of us.

21. A. When negotiating, I try to be attentive to the wishes of the other.

B. I always tend to discuss the problem directly.

22. A. I try to find a position that is midway between my position and the other person's point of view.

B. I stand up for my desires.

23. A. As a rule, I am concerned with satisfying the desires of each of us.

B. Sometimes I provide opportunities for others to take responsibility for resolving a controversial issue.

24. A. If the position of another seems very important to him, I will try to meet his wishes.

B. I try to persuade the other to reach a compromise.

25. A. I am trying to show the other the logic and advantages of my views.

B. When negotiating, I try to be attentive to the wishes of the other.

26. A. I propose a middle position.

B. I am almost always concerned with satisfying the desires of each of us.

27. A. I often avoid taking positions that might cause controversy.

B. If it makes the other person happy, I will give him the opportunity to have his way.

28. A. I usually persistently strive to achieve my goal.

B. When dealing with a situation, I usually try to find support from the other person.

29. A. I propose a middle position.

B. I think that you should not always worry about any disagreements that arise.

30. A. I try not to hurt the feelings of another.

B. I always take a position on a controversial issue so that we, together with another interested person, can achieve success.

The number of points scored by an individual on each scale gives an idea of ​​the severity of his tendency to display appropriate forms of behavior in conflict situations.

Rivalry 3a, 6b, 8a, 9b, 10a, 13b, 14b, 16b, 17a, 22b, 25a, 28a

Compliance 1b, 3b, 4b, 11b, 15a, 16a, 18a, 21a, 24a, 25b, 27b, 30a

Avoidance 1a, 5b, 6a, 7a, 9a, 12a, 15b, 17b, 19b, 23b, 27a, 29b

Compromise 2a, 4a, 7b, 10b, 12b, 13a, 18b, 20b, 22a, 24b, 26a, 29a

Cooperation 2b, 5a, 8b, 11a, 14a, 19a, 20a, 21b, 23a, 26b, 28b, 30b

The test can be used in a group version, either in combination with other tests or separately. Time spent - no more than 15-20 minutes.

Methodology for diagnosing self-assessment of approval motivation (falseness scale)

D. Marlow and D. Crown

To assess the veracity of subjects' statements, questionnaires often include so-called deceitfulness scales or approval-seeking scales. Below is one version of such a scale, developed by D. Marlow and D. Crown.

Instructions: “Carefully read each of the statements below. If you think that it is correct and corresponds to the characteristics of your behavior, then write “yes,” but if it is incorrect, then write “no.”

1. I read every book carefully before returning it to the library.

2. I do not hesitate when someone needs help in trouble.

3. I always pay close attention to how I am dressed.

4. At home I behave at the table the same way as in the dining room.

5. I have never felt antipathy towards anyone.

6. There was a time when I quit doing something because I wasn’t confident in my abilities.

7. Sometimes I like to slander those who are absent.

8. I always listen carefully to the interlocutor, no matter who he is.

9. There was a case when I came up with a good reason to justify myself.

10. It happened that I took advantage of a person’s mistake.

11. I always readily admit my mistakes.

12. Sometimes, instead of forgiving a person, I try to repay him in kind.

13. There were times when I insisted on doing things my way.

14. I do not have an internal protest when I am asked to provide a favor.

15. I never feel annoyed when people express an opinion opposite to mine.

16. Before a long trip, I always think carefully about what to take with me.

17. There have been times when I have been jealous of the luck of others.

18. Sometimes I get annoyed by people who come to me with questions.

19. When people get into trouble, I sometimes think that they got what they deserved.

20. I have never said unpleasant things with a smile.

Key for processing survey results: answers “Yes” - to questions 1, 2. 3, 4, 5, 8, 11, 14, 15, 16, 20. “No” - to questions b, 7, 9, 10, 12 , 13, 17, 18, 19.

The overall final indicator of “motivation for approval” on the scale is obtained by summing up all “working” questions. The higher the final score, the higher the approval motivation and, therefore, the higher the person’s willingness to present himself to others as fully conforming to social norms. Low scores may indicate both non-acceptance of traditional norms and excessive demands on oneself.

Interpersonal

Interpersonal conflict and ways to solve it

Thesis >> Psychology

Between opponents and makes it difficult to resolve and permission interpersonal conflicts. Often reasons interpersonal conflicts, indicate A.Ya. Antsupov and A.I. ... – 490 s. Chernyak T.V. Conflicts in organizations and technologies their permissions. – Novosibirsk: Publishing house...

A conflict is a collision of two opposing goals, positions, interests that requires resolution. K. Thomas identified 5 ways of behavior in conflict:

1. Suppression – realizing one’s interests at the expense of the interests of others;

2. Submission - one of the parties sacrifices its interests;

3. Avoidance - avoiding conflict;

4. Compromise - a style of partial concessions (reduces the severity of the conflict);

5. Cooperation is a solution that completely suits both parties; requires the ability to restrain emotions, listen to the other side, and correctly state the essence of one’s interests.

Five main ways to resolve interpersonal conflicts:

1. Avoidance, evasion (weak assertiveness is combined with low cooperation). With this strategy of behavior, the manager’s actions are aimed at getting out of the situation without giving in, but also without insisting on his own, refraining from entering into disputes and discussions, from expressing his position. In response to demands or accusations made against him, such a leader moves the conversation to another topic. He does not take responsibility for solving problems, does not want to see controversial issues, does not attach importance to disagreements, denies the existence of a conflict or even considers it useless, and tries not to get into situations that provoke conflict.

2. Coercion (adversarial) - in this case, high assertiveness is combined with low cooperation. The manager’s actions are aimed at insisting on his own through open struggle for his interests, the use of power, and coercion. Confrontation involves perceiving the situation as victory or defeat, taking a tough position and showing irreconcilable antagonism in case of resistance from the partner. Such a leader will force you to accept his point of view at any cost.

3. Smoothing (compliance) - weak assertiveness is combined with high cooperation. The actions of a leader in a conflict situation are aimed at maintaining or restoring good relationships, at ensuring the satisfaction of the other person by smoothing out disagreements. For this, he is ready to give in, neglect his own interests, strive to support another, not hurt his feelings, and take into account his arguments. His motto: “There is no need to quarrel, since we are all one happy team, in the same boat, which should not be rocked.”

4. Compromise, cooperation - high assertiveness is combined with high cooperativeness. In this case, the manager’s actions are aimed at finding a solution that fully satisfies both his interests and the wishes of the other person through an open and frank exchange of views about the problem. He tries to resolve disagreements by conceding something in exchange for concessions from the other side; in the process of negotiations, he looks for intermediate “middle” solutions that suit both sides, in which no one particularly loses anything, but no one gains anything either.

There are other ways to resolve interpersonal conflicts:

5. Coordination - coordination of tactical subgoals and behavior in the interests of the main goal or solution of a common task. Such coordination between organizational units can be carried out at different levels of the management pyramid (vertical coordination), at organizational levels of the same rank (horizontal coordination) and in the form of a mixed form of both options. If coordination is successful, then conflicts are resolved with less cost and effort; integrative problem solving. Conflict resolution is based on the assumption that there can be a solution to a problem that eliminates all conflicting elements and is acceptable to both parties. It is believed that this is one of the most successful strategies for a manager's behavior in a conflict, since in this case he comes closest to resolving the conditions that initially gave rise to this conflict. However, the problem-solving approach to conflict is often very difficult to maintain. This is due to the fact that it largely depends on the professionalism of the manager. In addition, in this case, it takes a lot of time to resolve the conflict. In such conditions, the manager must have a good technology - a model for solving problems;

Course work

by discipline Social Psychology

Topic: Interpersonal conflict and ways to resolve it

Introduction

Concept of interpersonal conflict

Conflict situation and conflict behavior

Conclusion

Glossary

Introduction

The conflict that occurs in life or at work is not a myth, not an illusion. However, the conflict is not a tragedy; it has the right to exist.

Conflict is the contradiction that arises between people and groups due to incompatible views and various disagreements.

"Conflict" is translated from Latin language as a “clash”, it is a clash of people with opposing views, interests and aspirations.

Conflicts occur in all social spheres. Conflict - view social interaction, the participants of which are individuals, various organizations and groups of people.

The entire process of functioning of society consists of conflicts. The more complex the social structure, the more differentiated the society, the more different and mutually exclusive interests, goals and more sources for possible conflicts there are.

Most often, conflicts have a destructive effect on people and make their lives difficult, and the consequences of certain behavior in a conflict situation are fear, hostility and threats. If these experiences are too intense and prolonged, then people may develop a defensive reaction, that is, behavior appears that penetrates the structure of the personality and distorts the nature of behavior, thinking and feelings. Negative consequences of this process may extend to other situations in which this person will be involved. Thus, there is a kind of chain reaction that covers ever wider areas of interpersonal relationships.

There are many classifications of conflicts according to different criteria.

In this course work we will consider interpersonal conflicts and ways to resolve them, since this type of conflict is the most common and requires more effort to resolve. This topic is relevant in modern world, since every person has participated in an interpersonal conflict at least once.

The course work consists of the following parts: introduction, 3 chapters, conclusion, glossary, list of sources used and applications.

The theoretical material was analyzed based on the works of the following authors: A. Antsupov, A. Shipilov, G. Kozyrev, K. Levin, R. Petrukhin, etc., where general patterns and psychological foundations interpersonal conflicts.

1. The concept of interpersonal conflict

Interpersonal conflict is a conflict that occurs between subjects, arising as a result of socio-psychological interaction. This can happen in various areas and spheres of activity (economic, political, industrial, socio-cultural, home, etc.). The reasons for these conflicts can be varied. As in other conflicts, here we can talk about objectively and subjectively incompatible or contradictory interests, needs, goals, values, views, ideas, opinions, assessments, ways of behavior, etc.

These conflicts can arise both between people meeting for the first time, and between people who are constantly communicating. The most important role in relationships in both cases is played by a person’s personal perception.

Often the cause of interpersonal conflicts is misunderstanding (misunderstanding of one person by another). This is due to different ideas about an object, phenomenon, fact, etc.

Important in interpersonal interactions individual qualities opponents, their self-esteem, individual threshold of tolerance, aggressiveness (passivity), type of behavior, social and cultural differences, etc. There are concepts of interpersonal incompatibility and interpersonal compatibility. Interpersonal compatibility includes mutual acceptance of partners in the field of communication and joint activities. Incompatibility is mutual rejection (dislike) of partners, based on inconsistency of views, interests, motives, value orientations, character, temperament, mental and physical reactions. Interpersonal incompatibility can cause emotional conflict, which manifests itself in a very complex and difficult form of interpersonal confrontation.

There are objective and subjective factors of interpersonal conflict.

Objective factors create the potential for conflict. For example, a vacant position may cause conflict between two people if both are applying for it.

Subjective factors are created on the basis of individual (socio-psychological, physiological, philosophical, etc.) characteristics of the individual. These factors determine the most dynamic development and resolution of the conflict and its consequences.

All interpersonal conflicts that arise when interests and goals collide can be divided into three types.

The first one presupposes a fundamental conflict in which the realization of the goals and interests of one person can only be achieved at the expense of the interests of another.

The second concerns only the form of relations between people, but this does not violate their moral, spiritual and material needs and interests.

The third is an apparent contradiction, which can be caused either by false information or misinterpretation of events and facts.

Conflicts can be divided into the following types:

a) competition - the desire for dominance;

b) disputes - differences of opinion about finding optimal ways to solve common problems;

c) discussion - discussion of a controversial issue.

Interpersonal conflicts can have open and hidden forms of expression. Open conflict has people directly acting against each other. In the latent form of conflict, through indirect confrontation and confrontation, using veiled methods, obstacles are created for the enemy’s actions.

The structure of a conflict means the totality of its individual parts, connections, and everything that makes up the integrity of the conflict.

Key elements of conflict interaction:

) the subject of the conflict is not always on the surface, most often it is hidden from the participants, but it is one of the main components of interaction in the conflict. Conflict can be resolved when the object has been clearly defined.

Misunderstanding of the object of the conflict or its replacement can aggravate the conflict situation. Conflict has its own cause and arises due to the dissatisfaction of a need, sometimes this is considered the subject of conflict.

A person will strive to satisfy a need through his values. Therefore, this is an object of conflict. There are social, spiritual, and physical values ​​that conflicting people strive to possess.

) the subject of the conflict, a contradiction that persists throughout the conflict. This contradiction pushes opponents to fight.

) parties to a conflict are people who participate in a conflict situation. Types of participants by form:

Individual;

Social group;

Organization;

State.

There are primary and secondary participants in the conflict. Among the main opposing parties, one can single out the initiator. Among the secondary ones are instigators and organizers. These people do not directly participate in the conflict, but contribute to the development of the conflict and attract new actors. The degree of influence and power in a conflict situation depends on how much support the participant has, what connections, opportunities and resources he has. People who support one or another of the conflicting parties form a support group. At the conflict resolution stage, a third party may appear - independent mediators who help resolve the conflict. The involvement of a judge and professional mediators contributes to the natural resolution of the conflict.

) socio-psychological conditions and social environment in which the conflict occurs. The environment helps or hinders opponents and mediators, as it promotes awareness of the motives, goals and dependencies that guide the participants.

There are five strategies for dealing with conflict:

Insistence (coercion), when one of the parties to the conflict tries to impose its opinion, without taking into account the interests and opinions of others. Typically, this behavior leads to a deterioration in the relationship between the two parties. This strategy is effective if it is used in a situation that threatens the existence of the organization or interferes with the achievement of its goals.

Withdrawal (evasion), when one of the conflicting parties tries to escape the conflict. This tactic is suitable if the subject of the dispute is of little importance or if there are currently no conditions for a positive resolution of the conflict, and when the conflict is not realistic.

Adaptation (flexibility), when a person gives up his interests, is ready to meet his opponent halfway. This strategy may be appropriate if the subject of the dispute is of less importance to the person than the relationship with the other party. But, if this strategy is dominant, then he will not be able to effectively control his subordinates.

Compromise. When one side adheres to the opponent's point of view, but only to a certain extent. In this behavior of the parties, the search for the most suitable solution is carried out through mutual concessions. The ability to do this is highly valued, as it reduces hostility and allows you to quickly resolve a conflict situation. But a compromise solution can also lead to dissatisfaction due to its incompleteness and lead to new conflicts.

Cooperation is when the parties to the conflict recognize each other’s right to their point of view and are ready to accept it, and this makes it possible to analyze the reasons for the disagreement and find the most acceptable way out. This strategy is based on the participants' belief that differences of opinion are an inevitable consequence of smart people having their own ideas about what is true and what is not. Participants in interpersonal conflicts are individuals.

In conflict situations, people can play different roles and assume different positions and statuses. The range of possible roles that people play in society is very large, as are the different options for role positions in relational conflict. For example, the president may play a direct role in national or interstate conflicts, and in other disputes he may act as an ordinary citizen, neighbor, husband, father, etc. In other words, each person does not have a specific meaning, it changes every day and depends on the conditions under which he finds himself. In addition, in a conflict, the role may change or become new. Their positions in a conflict situation may be different.

Types of positions involved in the conflict:

) main participants (initiator/instigator and opponent);

)mediators (intermediaries, judges, experts);

)organizers;

) instigators;

)people supporting the main participants.

The status of the main participants can be determined not only by their role in the conflict or social position in society or in interpersonal relationships. They are also characterized by the position that arises during the conflict, which is called rank. Its level depends on the capabilities that the participant has (material, physical, intellectual, social, personal). The influence is exerted by the subject's skills and experience, and the state of his social connections.

The level of social, intellectual and physical strength is determined not only by the strength of the main participant, but also by the capabilities of his supporters. This support is of great importance in quantitative and qualitative terms and influences the entire course of the conflict and the ways of its resolution. Support can be expressed as the presence of real participants in the conflict, as well as public recognition of the opinion of one or another side of the conflict (for example, the use of the media).

The conflicts we have considered can perform various functions (positive or negative).

Conflict situation and conflict behavior

Conflict management is a purposeful action to eliminate the causes of a conflict situation or correct the behavior of participants.

Many methods of conflict management have been developed. They can be presented in the form of the following groups, each of them has its own area of ​​application:

) Negotiation;

) Structural - methods for eliminating organizational conflicts;

) Interpersonal methods (behavior styles in conflict situations);

) Retaliatory aggressive actions (the group is used in exceptional cases when the capabilities of all other groups have been exhausted.

Intrapersonal, lies in the ability to organize one’s behavior, express one’s own point of view, without causing a defensive reaction from another person. Some authors suggest using “I am a statement.” This is a way of conveying to another person your view on any subject, without accusations or complaints, but so that he changes his attitude.

This method helps a person maintain a position without thereby turning another into an enemy. This statement can be used in any situation, but is especially effective when a person is angry, irritable, or dissatisfied. Using this approach requires practice and skill, but it is worth it in the future. “I am a statement” is constructed in such a way as to allow a person to express his opinion about the situation, to express his wishes. It is useful when a person wants to give something to another, but does not want him to take it negatively and go on the attack.

Layout of statements from I consists of: an individual’s reaction, an event, a desired outcome for the individual.

Event. The current situation, taking into account the method used, requires a brief description, without using subjective and emotional expressions. You can start a sentence like this: “When people raise their voices at me...”, “When they take my things from my table...”.

Individual's reaction. Clearly stating why you are annoyed by other people's actions helps them understand you better, but speaking from an "I" perspective without attacking them encourages people to change their behavior. The reaction is often emotional: “I’m offended by you...”, “I assume that you don’t want to understand me...”.

Preferred outcome of the event. When a person expresses his wishes about the outcome of the conflict. It's better to offer several options. A correctly composed “I am statement”, in which a person’s desires do not lead the other person to do only what is useful for him, implies the possibility of new solutions emerging.

Structural methods - methods impacts mainly on organizational conflicts arising due to incorrect distribution of work organization, powers, adopted incentive system, etc. These methods include: coordination and integration mechanisms, clarification of work requirements, use of a reward system, and corporate goals.

Explaining job requirements is one of the most effective methods of managing and preventing conflict situations. Each person must understand what results are needed from him, what are his responsibilities, functions, stages of work, and limits of authority. This method is carried out in drawing up the necessary job descriptions, distribution of responsibilities and rights.

Coordination mechanisms are the use of structural units in an organization that can, if necessary, intervene and resolve disputes between them.

Corporate goals. This method involves developing and improving organizational goals in order to unite the efforts of all employees and direct them to achieve the goal.

Reward system. Stimulation can be used as a method of conflict management. With the right influence on people, it is possible to avoid conflict situations. It is especially important that the reward system does not reward the negative behavior of some individuals or groups.

Interpersonal methods. When a conflict is created or just beginning, the participants should choose the form and style of its behavior in the future, so that it has the least impact on their interests.

When choosing the most effective conflict resolution style, two main aspects are important: the power of one person in relation to the opponent and what this person is like (what can be expected from him). The relationship between these factors will help you choose the most effective way to behave in a conflict.

It is important to remember your own interests in a conflict situation. If “winning” in the conflict is not so important compared to the strength of negative emotions in the conflict situation, it is possible to refuse to participate in the conflict.

This is necessary to identify the real problems and interests of both sides of the conflict. The key to solving the problem is to determine the true interests of the parties in the following areas:

Hidden interests and desires;

What is required to satisfy hidden interests and desires.

There are two ways to get this information. The first is open discussion. The second involves using intuition to look into the hidden essence of current events.

The ability to predict the behavior of another person helps to predict options for his behavior in a conflict. A person who has multiple styles of behavior in conflict has a great advantage, which allows him to adapt to the situation and find the best way to resolve it.

The common idea that any conflict must have a negative effect has been refuted by special research. In the works of M. Deutsch, one of the most prominent conflict theorists, there are two types of conflicts: destructive and productive.

The definition of destructive conflict coincides with the usual idea. It is this type of conflict that leads to mismatched interaction. Destructive conflicts most often do not depend on the reason that created it, and quickly lead to a transition “in person”, and this creates tension. This is characterized by a certain development, namely an increase in the number of project participants, their actions in conflict, and an increase in the number of negative attitudes against each other.

Productive conflict often arises when the conflict is not about personality contradictions, but creates a difference in points of view on various issues about how to resolve them. In this case, the conflict leads to a deeper understanding of the problem and motivates the partner to defend a different point of view - it becomes more legitimate .

Conflict is a phenomenon that represents a segment, not a point on a timeline. This segment can be divided into component parts, the “beginning” and “completion” of which will be separate stages. The stages of development and process of conflict characterize the dynamics of conflict.

Stages of conflict:

) pre-conflict stage (latent);

) stage of open conflict;

) post-conflict stage (stage of normalization of relations).

The first stage is characterized by:

The emergence of objects of a problem situation (the presence of contradictory and positive or neutral attitudes of opponents towards each other)

Awareness of the causes of the conflict - perception of the situation as problematic, understanding the need to take measures to resolve contradictions.

Attempts by the parties to resolve the conflict situation in non-conflict ways.

The emergence of pre-conflict situations is characterized by the beginning of the formation of a negative attitude, readiness to resist, the feeling of an immediate threat contributes to the development of the situation towards conflict.

Second phase. Conflict is characterized by counteraction in the form of behavior, communication or activity aimed at protecting one’s interests, limiting the opponent’s activities, harming him morally or material damage, the appearance of a negative attitude towards another, negative emotions, formation of the image of the enemy.

An incident is the first interaction between the parties, a so-called test of strength, an attempt to use force to resolve the problem in one’s favor. If the resources involved on one of the sides are sufficient to tip the balance of forces in their favor, then the conflict incident may be limited.

Escalation. It consists of a sharp and intense struggle between opponents.

Characterized by:

narrowing the conflict sphere;

transition to the simplest forms of reflecting reality;

repression of adequate perception of another image of the enemy;

increase in emotional stress;

transition from arguments to personal attacks and claims;

increasing rank of violations and protection of interests and their polarization.

Distinctive features are: the use of violence, an increase in the number of participants, and expansion of the boundaries of the conflict.

Balanced opposition. Here the parties continue to resist, but the intensity of the struggle is noticeably decreasing.

Ending the conflict. Opponents move away from confrontation and begin to search for a solution to the problem, moving on to ending the conflict situation for all possible reasons.

The third stage is post-conflict. Here, partial optimization of relationships occurs when the negative emotions that took place in the conflict have not yet disappeared or the complete normalization of relationships, which occurs when people realize the importance of further constructive interaction.

H. Cornelius and S. Fair believe that the resolution of a conflict situation depends on a person’s ability to notice in time the moment when disagreements escalate into a conflict. The precursors of a conflict situation are more or less obvious signals - “conflict signals”. Conflict resolution requires an individual approach.

Exist following methods resolving interpersonal conflicts:

) Accommodation is an attempt to soften the conflict and preserve the relationship by yielding to the enemy. This method is applicable to conflict situations in relations between a subordinate and a boss.

) Avoidance is the lack of desire to participate in resolving a conflict situation and to protect one’s interests, the desire to leave the conflict.

) Compromise - resolving a conflict situation through mutual concessions.

) Coercion - managing a conflict situation through pressure, using power or force, in order to impose one’s point of view.

) Confrontation, in turn, is focused on achieving one’s own goals, without taking into account the interests of the opponent. In this case there is no possibility of coercion. This method of conflict resolution does not resolve anything.

) Cooperation involves a joint search for a solution that will meet the interests of both parties.

If a person cannot turn to a psychologist or needs to resolve the conflict on his own, “Memo for Conflict Resolution,” which was developed by H. Cornelius and S. Feyer.

Conclusion

Analyzing theoretical literature on the problem of conflict, I discovered that conflict arises in all areas of interpersonal interaction. It, having a disorganizing effect on human activity, can at the same time be turned into an effective channel, exacerbating the resulting contradiction and facilitating the choice of the most conscious and expedient solution to the problem. In addition, an individual’s resolution of a conflict enriches his life experience in the field of interpersonal interaction.

My work with the literature also showed the practical significance and necessity of studying the peculiarities of the emergence and course of conflict situations, and finding ways to resolve them. There are many reasons for the occurrence of conflicts, for example: errors in interpersonal perception, disruption of organizational interaction, which is caused by an unclear statement of work tasks.

To achieve the best conflict resolution, the following rules must be observed:

Recognize the existence of a conflict, i.e. recognize the existence of opposing methods and goals among opponents, and identify these participants. In practice, these issues are not so easy to resolve; sometimes it is very difficult to admit and say out loud that you are in conflict with a client or employee on any issue. Sometimes a conflict has existed for a long time, people suffer, but there is no universal recognition of this situation, everyone chooses their own way of behavior and influence on the enemy, but there is no joint discussion and way out of the current situation.

Determine the possibility of negotiations. After recognizing the existence of a conflict and the impossibility of resolving it immediately, it is advisable to agree on negotiations and clarify what exactly they will be: with or without a mediator and who it can be. A candidate mediator must suit both parties.

Agree on the negotiation procedure. It is necessary to determine when, where, and how negotiations will begin, i.e. discuss the place, timing, negotiation procedure, start time.

Identify a number of issues that constitute the subject of the conflict. The main problem here is to determine what, in shared terms, is a matter of conflict and what is not. At this stage, joint approaches to the problem are developed, the positions of the parties, the points of greatest disagreement and points of possible convergence of positions are determined.

Develop solutions. The warring parties, working together, offer several possible solutions, calculating the costs of each of them, taking into account the likely consequences.

Make a general decision. Following the consideration of all options, upon mutual consideration and provided that the parties have reached an agreement, it is necessary to present this joint decision in writing: a resolution, a cooperation agreement, a communiqué, etc. In particularly critical or complicated cases, these documents are drawn up after each stage of negotiations.

Apply the decision you made in life. If the entire conflict resolution process ends with the adoption of an agreed decision, and nothing changes or happens in the future, then this situation can provoke other, longer and stronger conflicts.

Glossary

No. Concept Definition 1 Discussion Discussion of a controversial issue. 2 Incident The first clash of the parties, a test of strength, an attempt to use force to solve a problem in one’s favor. 3 Conflict A contradiction associated with incompatible views in the relationships between individuals and groups in connection with the solution of certain issues. 4 Coordination mechanisms Use of structural divisions in the organization, which, if necessary, can intervene and resolve controversial issues between them. 5 Interpersonal conflict This is a conflict between individuals in the process of social and psychological interaction. 6 Incompatibility Mutual rejection (antipathy) of partners, based on the discrepancy in social attitudes, interests, motives, value orientations, characters, temperaments, psychophysical reactions.7 Dispute Difference of views regarding finding the best solution to joint problems;8 Conflict managementTargeted influence to eliminate the causes that gave rise to the conflict, or to correct the behavior of the conflict participants.9 Conflict participantsPeople who take part in a conflict situation.10Escalation (from Lat. . scala - ladder). The most emotionally intense and rapidly developing stage of the conflict.

List of sources used

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Antsupov A.Ya., Shipilov A.I. Conflictology. - M.: Unity, 2000. - 551 p.

Bodalev A.A. Personality and communication. M.: Pedagogy, 1983. - 272 p.

Grishina N.V. Psychology of interpersonal conflict: Author's abstract. dis. doc. psycho. Sci. - SPb: St. Petersburg State University Publishing House, 1995. - 324 p.

Kozyrev G.I. Introduction to conflictology. - M.: VLADOS, 2000. - 176 p.

Cornelius H., Fair S. Everyone can win. M.: Stringer, 1992. - 116 p.

Kokh I.A. Conflicts and their regulation. - Ekaterinburg, 1997. - 48 p.

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As noted by H. Cornelius and S. Fair, conflict resolution largely depends on a person’s ability to notice in time the moment a disagreement or discomfort develops into a conflict situation. The conflict is preceded by more or less obvious signals - “conflict signals”:

A crisis. The crisis as a signal is quite obvious. When a person breaks his connection with a work or love partner, it is clear that, apparently, we are dealing with an unresolved conflict. Violence also indicates the undeniable presence of a crisis, as do violent arguments where people insult each other out of control of their emotions. During a crisis, normal norms of behavior are no longer valid. A person becomes capable of extremes - in his imagination, and sometimes in reality.

Voltage. A state of tension distorts our perception of another person and many of his actions. Our relationships are burdened with the weight of negative attitudes and preconceived notions. Feelings towards the opponent change significantly for the worse. The very relationship with him becomes a source of continuous anxiety. In an atmosphere of tension, misunderstandings can quickly escalate into conflict.

Misunderstanding. A person often falls into misunderstandings, drawing false conclusions from a situation, most often from insufficiently clear expression of thoughts or lack of mutual understanding. Sometimes a misunderstanding is caused by the fact that the situation is associated with emotional tension of one of its participants. In this case, his thoughts tend to continually return to the same problem. Her perception is distorted.

Incidents. The signal that you are involved in an incident that carries the seeds of conflict is usually insignificant. Some little thing can cause temporary excitement or irritation, but after a few days it is often forgotten. However, the incident itself, if misperceived, can lead to an escalation of the conflict.

Discomfort. This is an intuitive feeling that something is wrong, although it is difficult to express it in words. However, learning to recognize and respond quickly to signals of discomfort and incidents can often prevent tension, misunderstandings and crises from occurring.

There are several ways or methods to determine the causes conflict behavior. As an example, consider one of them - the method of conflict mapping. The essence of this method, as noted by D. G. Scott, is a graphical display of the components of the conflict, a consistent analysis of the behavior of the participants in the conflict interaction, the formulation of the main problem, the needs and concerns of the participants, and ways to eliminate the causes that led to the conflict.

The work consists of several stages.

At the first stage, the problem is described in general terms. If, for example, we are talking about inconsistency in work, about the fact that someone is not “pulling the strap” along with everyone else, then the problem can be displayed as “load distribution.” If the conflict arose due to a lack of trust between an individual and a group, then the problem can be expressed as “communication.” At this stage, it is important to determine the very nature of the conflict.

At the second stage, the main participants in the conflict are identified. You can enter individuals or entire teams, departments, groups, or organizations into the list. To the extent that the people involved in a conflict have common needs in relation to a given conflict, they can be grouped together.

The third stage involves listing the basic needs and fears associated with this need of all the main participants in the conflict interaction. It is necessary to find out the motives of behavior behind the participants’ positions on this issue. People's actions and their attitudes are determined by their desires, needs, and motives that need to be established.

As a result of drawing up a map, the points of convergence of interests of the conflicting parties are clarified, the fears and concerns of each party are more clearly manifested, and possible ways out of the current situation are determined.

In general, if we talk about resolving the conflict, then this, according to V.L. Vasiliev, is the elimination in whole or in part of the causes that gave rise to the conflict, or a change in the goals of the parties to the conflict.

Conflict management is targeted influence to eliminate (minimize) the causes that gave rise to the conflict, or to correct the behavior of the participants in the conflict.

There are quite a lot of conflict management methods. Collectively, they can be presented in the form of several groups, each of which has its own area of ​​application:

intrapersonal, i.e. methods of influencing an individual;

structural, i.e. methods for eliminating organizational conflicts;

interpersonal methods or styles of behavior in conflicts;

negotiation;

retaliatory aggressive actions, this group of methods is used in extreme cases, when the capabilities of all previous groups have been exhausted.

Intrapersonal methods consist in the ability to correctly organize one’s own behavior, express one’s point of view without causing a defensive reaction on the part of the other person. Some authors suggest using the “I am a statement” method, i.e. a way of conveying to another person your attitude towards a certain subject, without accusations or demands, but in such a way that the other person changes his attitude.

This method helps a person maintain a position without turning another into his enemy. The “I am statement” can be useful in any situation, but it is especially effective when a person is angry, irritated, or dissatisfied. It should be noted right away that the use of this approach requires practice and skills, but this may be justified in the future. “I am a statement” is structured in such a way as to allow the individual to express his opinion about the current situation and express his wishes. It is especially useful when a person wants to convey something to another, but does not want him to perceive it negatively and go on the attack.

The composition of statements from the “I” consists of: an event, the individual’s reactions, a preferred outcome for the individual.

Event. The current situation, taking into account the method used, requires a brief objective description without the use of subjective and emotionally charged expressions. You can start a phrase like this: “When they shout at me...”, “When they throw my things on my desk...”, “When they don’t tell me that I was called to the boss...”.

Individual's reaction. Clearly expressing why you are annoyed by the behavior of others helps them understand you, and when you speak from “I” without attacking them, such a reaction can push others to change their behavior. The reaction can be emotional: “I’m offended by you...”, “I will assume that you don’t understand me...”, “I decide to do everything myself...”.

Preferred outcome of the event. When an individual expresses his desires about the outcome of a conflict, it is advisable to offer several options. A correctly composed “I am a statement”, in which the individual’s wishes are not limited to ensuring that the partner does only what is beneficial for him, implies the possibility of opening new decision options.

Structural methods, i.e. methods of influencing primarily organizational conflicts arising due to improper distribution of powers, labor organization, adopted incentive system, etc. Such methods include: clarifying job requirements, coordination and integration mechanisms, organization-wide goals, and the use of reward systems.

Clarifying job requirements is one of the effective methods for managing and preventing conflicts. Each specialist must clearly understand what results are required of him, what his duties, responsibilities, limits of authority, and stages of work are. The method is implemented in the form of drawing up appropriate job descriptions (position descriptions), distributing rights and responsibilities across management levels,

Coordination mechanisms represent the use of structural units in an organization, which, if necessary, can intervene and resolve controversial issues between them.

Organizational goals. This method involves developing or clarifying organizational goals so that the efforts of all employees are united and aimed at achieving them.

Reward system. Stimulation can be used as a method of managing a conflict situation; with proper influence on people’s behavior, conflicts can be avoided. It is important that the reward system does not reward unconstructive behavior by individuals or groups. For example, if you reward sales managers only for increasing sales volume, this may lead to a conflict with the target level of profit. The managers of these departments can increase sales by offering large discounts and thereby reducing the company's average profit level.

Interpersonal methods. When a conflict situation is created or the conflict itself begins to unfold, its participants need to choose the form and style of their further behavior so that this has the least impact on their interests.

When choosing an effective conflict resolution style, two aspects are key: the power of one person in relation to another and what that person is like (what can be expected of him). The correlation of these factors will help you choose the most effective way of behavior from the point of view of “winning” in the conflict.

The ability to remember your interests in a conflict situation is important. If “victory” in a conflict is not so important compared to the strength of negative emotions in a conflict situation, you can avoid participating in the conflict.

It is necessary to identify the real problems and interests of both sides of the conflict situation. The key to solving the problem is to determine the true interests of the parties in the main areas:

hidden desires and interests of the parties;

what is required to satisfy these hidden desires and interests.

There are two ways to obtain this information. The first is to discuss them openly. The second involves using intuition to look into the hidden essence of what is happening.

The ability to predict another person's behavior helps predict possible options his behavior in a conflict situation. A person who has a set of styles of behavior in conflict has a more pronounced advantage, allowing him to adapt to the situation and find the optimal way to resolve it.

Jeanie Graham Scott describes a rational-intuitive model of mastering a conflict situation. From the very beginning, this method involves consciousness and intuition when choosing a course of action in a conflict situation. This approach is based on an assessment of the circumstances, characters, interests and needs of the people involved in the conflict, as well as one’s own goals, interests, and needs. Serious conflicts always involve the emotions of the participants. Thus, one of the first steps to resolving a conflict is to suppress the negative emotions it generates - your own and the emotions of other people.

After suppressing emotions, it becomes possible to use reason or intuition, respectively, in order to formulate possible solutions, acceptable to all interested parties.

Helena Cornelius and Shoshana Fair offer the following conflict resolution techniques:

when solving a problem, take into account the needs of everyone;

creative approach to problem solving: turn a problem into an opportunity to discover something new for yourself and others;

empathy: communication techniques that lead to rapprochement. Listen to your opponent's opinion. Give him the opportunity to speak;

optimal self-affirmation: attack the problem, not the person. Express your opinion so that you are heard;

shared power: how to neutralize power struggles. How to achieve “shared power”;

how to manage emotions: fear, anger, resentment, disappointment can become a stimulus for positive changes;

readiness to resolve conflict: be able to recognize personal attitudes that interfere with an objective view of things;

development of alternatives: their joint creative search;

Negotiation skills: effective planning and strategy options to reach agreement;

be able to see a problem in a broader context and in the long term.

As N.V. Grishina notes, in the effective resolution of social conflicts, a decisive role is given to such a universal factor as the value of preserving the social as a whole]. In conflict resolution, great importance should be given to the development and introduction of appropriate legislation. In fact, in the field of labor relations, and in the field of other social relations, we are talking about the search for such institutional mechanisms that would make it possible to legitimize the conflict and at the same time contribute to the development of an agreement by ensuring a certain balance - a mechanism of “checks” and balances.

The concept of “conflict management” implies the process of controlling the conflict by the participants themselves or by external forces (public institutions, authorities, entrepreneurs, special knowledge, etc.).

“Conflict resolution” refers to the impact on the conflict, as well as its partial or temporary solution. In this sense, settlement is described as the result of an organized, successful inducement (or coercion) of one of the adversaries to take some type of action that benefits the other party or the mediator.

“End of a conflict” usually means any cessation of a conflict, which does not necessarily imply resolution.

However, the main thing is the concept of “conflict resolution”, which is understood as the elimination or minimization of problems separating the parties; usually carried out through searching for a compromise, reaching agreement, etc.

Undoubtedly, there was a moment in every person's life when he wanted to avoid confrontation and asked himself the question of how to resolve the conflict. But there are also circumstances when there is a desire to get out of a difficult conflict situation with dignity, while maintaining relationships. Some people are faced with the need to escalate the conflict in order to finally resolve it. In any case, each of us was faced with the question of how to resolve the conflict or how to avoid it.

First of all, we need to understand that conflict is completely normal condition personality. All the time a person realizes conscious life activity, he is in conflict with other people, groups of personalities or with himself. However, if you learn skills that help you understand how to resolve conflict, you can significantly develop and strengthen your personal and professional relationships. Resolving social conflicts is a fairly serious skill that can be quite useful.

Many people have no idea what specific conflicts they are involved in, much less realize the true causes of the conflicts. As a result, they cannot manage them effectively. Unresolved conflicts between individuals will one day lead to intrapersonal conflicts and rather undesirable consequences. Unfulfilled desires and eternal experiences can cause health problems. In addition, they often spoil character and turn a person into a loser dissatisfied with everything in the world, pushing a person down the social ladder. If this prospect is far from attractive to you, you should carefully understand how to resolve the conflict if it arises. There are many ways to resolve conflicts, so you can easily master the most necessary skills.

Let's figure out what conflict is. In psychology, this term is defined as a collision of incompatible and oppositely directed tendencies in relationships between individuals, groups of people or in the mind of an individual, leading to negative emotional experiences.

Based on this definition, the foundation of a conflict situation is a clash of interests, goals and ideas. Conflict is quite obvious when people do not agree on their values, motivations, ideas, desires or perceptions. Often such differences look quite trivial. However, when the conflict involves strong feelings, basic needs become the basis of the problem. These include the need for security, privacy, intimacy, and a sense of self-worth or importance. Correct resolving interpersonal conflicts primarily focuses on the primary needs of people.

Experts have developed a variety of ways to resolve conflicts and recommendations regarding various aspects of personal behavior in situations of conflict of interests or opinions. Based on possible models for resolving conflicts, the goals and interests of the parties, there are following styles conflict resolution.

• The competitive style is used when a person is quite active and intends to move towards resolving a conflict situation, wanting to satisfy first of all his own interests, often to the detriment of the interests of other people. Such a person forces others to accept his way of solving a problem. This model behavior gives a chance to realize the strengths of an idea, even if someone doesn’t like them. Among all the methods of conflict resolution, this is one of the toughest. You should choose this style only in a situation when you have all the necessary resources to resolve the conflict in your favor, and also when you are confident that your decision is correct. If speak about leadership roles, then it is periodically useful for him to make tough authoritarian decisions, which in the future give a positive result. Of all the methods of conflict resolution, it is this style of behavior that most effectively teaches employees to obey without unnecessary ranting, and also helps to restore faith in success in difficult situations for the company.

In most cases, rivalry implies a fairly strong position. But it happens that they resort to such a model of behavior due to weakness. This often happens when a person’s hopes for victory in the current conflict are fading, and he seeks to prepare the ground for inciting the next one. As an example, we can consider a situation where a younger child deliberately provokes an older one, receives a well-deserved “reward,” and then immediately complains to his parents from the position of the victim. In addition, there are situations in which a person enters into confrontation solely because of his stupidity, without realizing what consequences this or that conflict will have for him. However, most likely, if a person reads this article, he is unlikely to deliberately find himself in such a disadvantageous situation for himself and will choose this one among all in special situations.

• The style of avoidance due to weakness is often used when the potential loss in a particular conflict is significantly higher than the moral costs associated with “escape.” Moreover, escape may not always be some kind of physical action. People in leadership positions often avoid making a controversial decision, while postponing or postponing an unwanted meeting or conversation indefinitely. As excuses, the manager may talk about the loss of documents or give useless tasks regarding the collection additional information on some issue. Often the problem only becomes more complicated, so you shouldn't avoid conflict in this way too often. Try your best ways to resolve conflicts choose this one when it really benefits you.

It is a completely different matter when such a style of behavior is resorted to due to power. It is then that such a method is absolutely justified. A strong personality can use time to his advantage in order to gather the necessary resources in order to win a conflict. At the same time, you should not deceive yourself and convince yourself that you are not really afraid of the conflict escalating, but are only waiting for the right moment to resolve the situation in your favor. Remember that this moment may never come. Therefore, this style of conflict resolution should be used wisely.

• The adaptation style is that a person acts based on the behavior of other people, without trying to defend his own interests. In such a situation, he recognizes the opponent’s dominance and concedes victory to him in the conflict. This pattern of behavior can be justified when you understand that by giving in to someone you are not losing much. It is recommended to choose the accommodation style from all the ways to resolve conflicts when you strive to maintain relationships and peace with another person or group of people, or if you understand that you were still wrong. You can use this behavior pattern when you do not have enough power or other resources to win a particular conflict, or when you realize that winning is much more important to your opponent than to you. In this case, the subject practicing the accommodation style seeks to find a solution that will satisfy both conflicting parties.

The use of this strategy due to weakness is used when it is impossible to avoid conflict for some reason, and resistance can potentially significantly harm the individual. As an example, consider a situation where you meet a group of arrogant hooligans at night in a deserted place. In this situation, it is much more reasonable to choose the above-described method of resolving interpersonal conflicts and part with the phone, rather than getting into a fight and still losing your property. However, in the second case, your health may be seriously harmed.

Considering this style of behavior in the context of business, we can analyze the situation when a new company with significantly more powerful financial, technical and administrative resources than your company has. In such a situation, of course, you can use all your strength and capabilities to actively fight your competitor, but the likelihood of losing remains very high. In this situation, it would be more rational to try to adapt by finding a new market niche or, as a last resort, selling the company to a stronger player in the market.

The strategy of accommodation due to strength is used when you are aware of the pitfalls that your opponent will face if he insists on having his way. In such a situation, you allow the other person to “enjoy” the consequences of his actions.

• The style of cooperation implies that the subject seeks to resolve the conflict in favor of his own interests, but at the same time does not ignore the interests of the opponent and tries, together with him, to find ways of an outcome of the current situation that is beneficial to both. Typical circumstances in which this style is used include the following: both parties have the same capabilities and resources to resolve any problem; resolving the conflict is beneficial to both parties and no one wants to avoid it; the presence of interdependent and long-term relationships between opponents; each of the conflicting parties is able to clearly explain their goals, express thoughts and come up with alternative options for exiting the situation. Resolving social conflicts in this way may be the most acceptable.

Cooperation by force occurs when each side has enough time and energy to find more significant common interests than those that caused the conflict. Once opponents come to an understanding of global interests, they can begin to find a way to jointly implement lower-level interests. Unfortunately, in practice this method of conflict resolution is not always effective due to its complexity. . The process of conflict resolution thus requires tolerance on both sides.

Cooperation in the face of weakness resembles adaptation. However, those who practice this style are often called collaborators or traitors. Such a strategy can be effective if no obvious changes in the balance of power of the conflicting parties are expected in the future.

• The compromise style implies that opponents seek to find a solution that will be based on mutual concessions. This strategy for the behavior of conflicting parties is appropriate when they want the same thing, but at the same time believe that it is impossible to achieve this at the same time. As an example, we can consider the following situations: the parties have equal resources, but there is a mutually exclusive interest; a temporary solution can suit each of the conflicting parties; both opponents will be satisfied with the short-term gain. The style of compromise often becomes optimal or even the last possible method conflict resolution.

Basic methods of conflict resolution

All existing methods of conflict resolution can be divided into two groups: negative methods (types of struggle, the goal of which is to achieve victory for one side) and positive methods. The term “negative methods” is used in the sense that the result of the conflict will be the destruction of the relationship of unity of the parties taking part in the confrontation. The result of positive methods should be the preservation of unity between the conflicting parties. This includes various types of constructive competition and negotiation.

It should be understood that conflict resolution methods are conventionally divided into positive and negative. In practice, both methodologies can harmoniously complement each other. Moreover, the term “struggle” in the context of conflict resolution is quite general when it comes to its content. It is no secret that the negotiation process often includes elements of struggle on certain issues. In the same way, the tough struggle of the conflicting parties in no way excludes negotiations on specific rules. It is impossible to imagine progress without the creative competition of old and new ideas. At the same time, both conflicting parties pursue the same goal - the development of a certain area.

Despite the fact that there are many types of struggle, each of them has its own general signs, since any struggle involves the interaction of two subjects, in which one interferes with the other.

The main condition for victory in the event of an armed struggle is achieving unambiguous superiority and concentrating forces at the point of the main battle. A similar technique characterizes the basic strategy of other types of struggle, which, for example, is the game of chess. The winner is the one who can concentrate the pieces in the place where the decisive direction of attack on the opponent's king is located.

In any struggle, one must be able to correctly choose the field of the decisive battle, concentrate forces in this place and choose the moment to attack. Any method of struggle involves a certain combination of these basic components.

The main goal of the struggle is to change the conflict situation. This can be achieved in the following ways:

• Impact on the opponent, his defense and the situation;
• Changes in the balance of forces;
• False or true information from the enemy about one’s intentions;
• Obtaining a correct assessment of the situation and the enemy’s capabilities.

Various control methods use all these methods in different combinations.

Let's look at some of the methods that are used in the fighting process. One of them is achieving victory due to obtaining the necessary freedom of action. This method can be implemented by the following techniques: the formation of freedom of action for oneself; restricting the enemy's freedom; acquiring more advantageous positions in the confrontation, even at the cost of losing certain benefits, etc. For example, in the process of a dispute, the technique of imposing on the opponent topics in which he is incompetent can be very effective. Thus, a person can compromise himself.

A fairly effective method is for one conflicting party to use the opponent’s reserves for its own benefit. Excellent techniques that demonstrate the effectiveness of the method can be forcing the enemy to take actions that are beneficial for the other side.

An important method of struggle is the primary disabling of the main control centers of conflicting complexes. These may be leading individuals or institutions, as well as the main elements of the opponent's position. During the discussion (here without art of oratory it’s difficult to get by) there is an active practice of discrediting leading representatives of the enemy side and refuting the theses of their position. For example, in the process of political struggle, criticism is a fairly effective method. negative traits leaders, as well as demonstrating their insolvency.

The basic principle of resolving any conflict is efficiency and timeliness. However, in the process of struggle, the method of delaying the matter, which is also called the “delaying method,” can be used quite successfully. This technique is a special case when choosing the appropriate time and place for delivering the final blow, as well as creating a favorable balance of forces.

A slow transition to decisive action may be appropriate when it is necessary to concentrate significant resources to achieve victory. The aphorism “time is on our side” clearly describes the main essence this method. If we talk about discussion, then this method implies the desire to take the floor last, when all opponents have spoken. In such a situation, there is a chance to make arguments that have not been seriously attacked in previous speeches.

The delay method has been used for quite some time. Plutarch described a case where this style was applied by the Roman dictator Sulla. When he realized that he was surrounded by significant enemy forces, he called the second consul, Scipio, to negotiate with him. After this, long consultations and meetings began, at which Sulla each time postponed making a final decision. At the same time, he corrupted the morale of enemy soldiers with the help of his cunning assistants. Scipio's soldiers were bribed with money and other valuables. As a result, when Sulla's troops approached Scipio's camp, the soldiers went over to the dictator's side, and the second consul was captured in his camp.

Avoiding the fight is also a fairly effective method, which is partly related to the previous one. In this case, the conflict resolution process occurs in an evasive style. It is used in a number of cases: when the task of mobilizing resources and forces for victory has not been resolved; to lure the opponent into a trap prepared in advance in order to gain time and change the situation to a more advantageous one.

Positive conflict resolution methods primarily involve negotiations. When special emphasis is placed on negotiations as part of a conflict, the parties tend to conduct them from a position of strength in order to achieve a one-sided victory. It goes without saying that this type of negotiation leads to only a partial resolution of the conflict. At the same time, negotiations are only an addition on the path to victory over an opponent. In the case where negotiations are considered as a method of resolving a conflict, they take the form of open debate, implying mutual concessions and partial satisfaction of the interests of both parties.

A method of negotiation based on certain principles can be characterized by four fundamental rules, each of which constitutes an element of negotiation and is a recommendation for its conduct.

• Separate the concepts of “negotiator” and “subject of negotiations”. Since any person who participates in negotiations has certain character traits, it is not worth discussing an individual personality, since this will introduce a number of barriers of an emotional nature. IN process of criticism participants, the negotiations themselves are only intensifying.
• Focus on interests rather than positions, since the latter may hide the true goals of the negotiators. At the same time, interests often underlie conflicting positions. That's why it's worth focusing on the latter. It is worth remembering that opposing positions always hide more interests than those reflected in the positions themselves.
• Think through conflict resolution options that are beneficial to both parties. An interest-based arrangement encourages participants to find a win-win solution by analyzing options that will satisfy both parties. Thus, the debate takes on the character of an “us versus the problem” dialogue instead of a “me versus you” discussion.
• Start looking for objective criteria. Consent must be based on criteria neutral in relation to opponents. Only in this case will the consensus be fair and lasting. Subjective criteria lead to the infringement of one of the parties and the complete destruction of agreement. Objective criteria are formed on the basis of a clear understanding of the essence of the problems.

The fairness of decisions made directly depends on procedures for resolving contradictions, such as eliminating disputes through drawing lots, delegating decision-making to a third party, etc. There are many variations of this latter style of conflict resolution.

Remember that high emotionality in the process of conflict resolution is a barrier to its successful resolution. Your ability to effectively resolve social conflicts depends on your skills, such as:

• Calmness and stress resistance. Such personal qualities will allow you to more calmly evaluate verbal and nonverbal communications.
• The ability to control your behavior and emotions. If you know how to do this, you will always convey your needs to your opponent without undue irritation or intimidation.
• The ability to listen and pay attention to the words and expressions of other people's feelings.
• Understanding that everyone copes with situations differently.
• The ability to avoid offensive actions and words.

To obtain such skills, you need to develop stress resistance and the ability to control your emotions. This way you will feel comfortable ways to resolve conflicts difficult level.

What else you need to know about conflict resolution

Incomplete resolution of interpersonal conflicts leads to their resumption. However, you should not perceive it as a damaging action, since not every conflict can be resolved the first time. Eg, political parties are in constant battles that don't stop long years throughout their entire existence.

Conflict can be seen as an opportunity for development. If you can resolve conflict in a relationship, you are rewarded with trust. You gain confidence that your relationship will not be destroyed by various troubles.

If a conflict looks scary in your eyes, it means that subconsciously you expect that it will not be resolved mutually to your advantage. For many, conflict in relationships looks like something dangerous and scary. In some cases, it can actually be traumatic, especially if your life experience has left you feeling powerless and out of control. In this case, you enter into conflict with a feeling of threat and, accordingly, cannot resolve it qualitatively. In most cases, you will make concessions or, conversely, become angry.

Anyone can use these effectively if they wish. conflict resolution methods. In this case, an individual may have one most frequently used conflict resolution style. Depending on how assertive and active a person is, he chooses one strategy or another. You can choose the optimal conflict resolution styles that suit you.

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