Personal and interpersonal conflicts. Ways to get out of a conflict situation

Interpersonal conflict is a clash between individuals in the process of their interaction. Such collisions can occur in the most various fields ah and areas of life (economic, political, industrial, sociocultural, everyday life, etc.)

D.) and have various scales mutual claims: og convenient place on public transport to the presidential seat in government agencies; from a piece of bread to a multi-million dollar fortune.

The subjects of interpersonal conflict are individuals (personalities) pursuing (protecting) their personal or group interests. The object of the conflict is the incompatible needs, interests, values, positions, goals, etc. of interacting individuals. The exception is unrealistic (objectless) interpersonal conflicts, in which the cause of the confrontation is the mental state of one, two or more subjects. In such a conflict, the incident is usually presented as the cause (object) of the conflict.

Some researchers interpret interpersonal conflict as “a clash of incompatible desires, aspirations and attitudes of communication partners...”35. In this definition, in our opinion, the subjects of the conflict are replaced by the object.

IN interpersonal conflict It is not interests and desires that clash, but real individuals over incompatible interests and desires. The clash of desires, aspirations, etc. is characteristic only of intrapersonal conflict. Interpersonal conflict also presupposes a real confrontation between the parties, and not just “mutual negative perceptions of people.” People can perceive each other very negatively, but do not conflict. Only as a result of actions directed against each other, interpersonal conflict arises.

So, interpersonal conflict is a clash (confrontation) of two or more individuals, the causes of which are incompatible needs, interests, values, positions, roles, goals and/or means of achieving them.

As in other social conflicts, in interpersonal conflicts it is also possible to distinguish objectively and subjectively determined causes.

Objective factors create the potential for conflict to arise. For example, a vacant position for the head of a department may become a cause of conflict between two employees of this department if both of them are applying for this position. The social (impersonal) relations between potential participants in the conflict, for example their status and role positions, can also be considered conditionally objective. Reasons whose occurrence does not directly depend on the will and desire of the potential subject of interpersonal conflict are considered objectively determined.

Subjective factors in interpersonal conflict are formed on the basis of the individual (socio-psychological, physiological, ideological and other) characteristics of the conflicting individuals. These factors largely determine the dynamics of the development and resolution of interpersonal conflict and its consequences.

Interpersonal conflicts arise both between people who meet for the first time and those who constantly communicate. In both cases, an important role in relationships is played by interpersonal perception (interpersonal perception), which involves the assessment and understanding (misunderstanding) of a person by a person. Process interpersonal perception It has complex structure, its components are as follows: 1)

identification - comparison, juxtaposition of a person and identification of oneself with him; 2)

socio-psychological reflection - understanding another by thinking for him; 3)

empathy - understanding another person through empathy; 4)

stereotyping - the perception and evaluation of another by extending to him quality characteristics any social group.

IN social psychology the process of reflection involves at least six positions characterizing the mutual reflection of subjects: 1)

the subject himself, as he really is; 2)

the subject as he sees himself; 3)

the subject as he appears to another.

In the relationship between subjects, we have the same three positions on the part of the other subject of reflection. The result is a process of double, mirror mutual reflection of each other by the subjects (Fig. 2).

Rice. 2. Interpersonal reflection

A scheme of interaction between subjects, similar in structure to the reflexive one, but slightly different in content, was proposed by the American psychotherapist E. Berne (Figure 3)36.

In this scheme, the basis of the conflict is the various states of the subjects of interaction, and its “provocation” is intersecting

Rice. 3. Options for transactions and interpersonal perceptions

xia transactions. Combinations “a” and “b” are conflicting. In combination “c”, one of the subjects of interaction clearly dominates the other or occupies the position of a patron, the other subject is content with the role of a “child”. In this combination, conflicts do not arise due to the fact that both subjects take their positions for granted. The most productive position in human communication is the position “g” (V-V). This is communication between equal people, without infringing on the dignity of either party. But other equal positions (“parent” - “parent”, “child” - “child”) are also objectively non-conflicting.

Adequate perception of a person by others is often hampered by already established stereotypes regarding this category of people. For example, a person has a preconceived idea of an official as a soulless bureaucrat, a red tape worker, etc. In turn, an official may also form a negative image of a petitioner who is undeservedly seeking for himself special benefits. In the communication between these two personalities, it is not real people who will interact, but stereotypes - simplified images of certain social types.

Stereotypes develop both in the process of socialization of an individual as a way of perceiving (assimiling) complex social concepts and phenomena, and in conditions of a lack of information as a generalization of the individual’s personal experience and often preconceived ideas accepted in society or in a certain social environment. Examples of stereotypes can be statements like: “all salesmen...”, “all men...”, “all women...”, etc.

A formed, possibly false, image of another can seriously deform the process of interpersonal interaction and contribute to the emergence of conflict.

An obstacle to finding agreement between individuals can be a negative attitude formed by one opponent towards another. Attitude represents the readiness, predisposition of the subject to act accordingly. This is a certain orientation of the subject’s psyche and behavior, readiness to perceive future events. It is formed under the influence of rumors, opinions, judgments about a given individual (group, phenomenon and others). For example, an entrepreneur has previously arranged a meeting with his colleague from another company to conclude an important business agreement. In preparation for the meeting, he heard from third parties negative reviews about the business and ethical qualities of the proposed partner. Based on these reviews, the entrepreneur develops a negative attitude, and the meeting may either not take place or will not produce the expected results.

In conflict situations, a negative attitude deepens the rift between opponents and makes it difficult to resolve and resolve interpersonal conflicts.

Often the causes of interpersonal conflicts are misunderstandings (“misunderstanding” of one person by another). This happens due to different ideas about the subject, fact, phenomenon, etc.

D. “We often expect,” writes M. Moltz, that others will react to the same facts or circumstances in the same way as we do; by drawing the same conclusions, we forget that a person does not react to real facts, but on your ideas about them”37. People have different ideas, sometimes diametrically opposed, and this fact must be accepted as completely natural phenomenon, do not disdain the ideas of others, but try to understand them or at least take them into account, do not consider your ideas the only true ones and do not impose them on others.

Play an important role in interpersonal interaction individual qualities opponents, their personal self-esteem, self-reflection, individual threshold of tolerance, aggressiveness (passivity), type of behavior, sociocultural differences, etc. There are the concepts of “interpersonal compatibility” and “interpersonal incompatibility”. Compatibility presupposes mutual acceptance of communication partners and joint activities. Incompatibility is mutual rejection (antipathy) of partners, based on the discrepancy (confrontation) of social attitudes, value orientations, interests, motives, characters, temperaments, psychophysical reactions, individual psychological characteristics of the subjects of interaction.

Often, the basis of interpersonal contradictions and conflicts are differences (mismatch) between individual biological rhythms(“biological clock”). One type of people is more active in the first half of the day. They are usually called “larks”. The peak activity of another type of people occurs in the second half of the day. If each of these types does not take into account the characteristics of the other, then their interaction will be fraught with various kinds of conflicts. Especially often such conflicts occur between close people: spouses, relatives, friends, etc.

Interpersonal incompatibility can cause emotional conflict(psychological antagonism), which is the most complex and difficult to resolve form of interpersonal confrontation. The difficulty in resolving such a conflict lies in the fact that real reason it seems that there are no contradictions to arise and the conflict arises as if without any apparent reason. The reason for such a conflict is negative mutual assessment and inadequate mutual perception each other's opponents.

In the development of interpersonal conflict, it is also necessary to take into account the influence of the surrounding social, socio-psychological environment. For example, conflicts between gentlemen in the presence of ladies can be especially cruel and uncompromising, since in them (whatever the reasons for the conflicts) the honor and dignity of opponents are affected.

When interacting with other people, a person primarily protects his personal interests, and this is quite normal. The conflicts that arise are a reaction to obstacles to achieving goals. And how significant the subject of the conflict seems to be for a particular individual will largely depend on his conflict attitude - his predisposition and readiness to act in a certain way in the expected conflict. It includes the goals, expectations and emotional orientation of the parties.

But individuals encounter interpersonal conflicts, defending not only their personal interests. They may also represent the interests separate groups, institutions, organizations, work collectives, society as a whole. In such interpersonal conflicts, the intensity of the struggle and the possibility of finding compromises are largely determined by the conflict attitudes of those social groups whose representatives are the subjects of the conflict.

The most typical types of interpersonal conflicts are the following: 1.

Conflicts, the causes of which are incompatible needs, desires, interests, goals, values, etc. 2.

Conflicts of “incompatible” means of achieving common needs, interests, goals, etc. 3.

Conflict over limited material resources (money, apartment, land, discounted trip to a resort, etc.). 4.

A conflict of dominance (power relations) is manifested in the desire of one subject to impose its will (power) on another (others) and the reluctance of the other (others) to obey or the desire to challenge the limits of imposed authority (family conflicts, hazing in the army). 5.

A conflict of status positions arises either when individuals claim the same social status, or when they inadequately assess the statuses occupied by them and their opponents, for example, a child challenges the power of a parent, a citizen challenges the power of an official. 6.

Role conflicts can be divided into three subtypes: 1)

two or more individuals strive to fulfill the same role in a social group or impose a role on another; 2)

inadequate assessment of the role performance of another individual; 3)

performance of two or more incompatible roles and/or inadequate social role. 7.

The conflict of possession is most typical for individuals who are in close relationships with each other (friends, parents - children, spouses, lovers), when one or both subjects want to solely own and dispose of the other38. 8.

A conflict of rivalry or competition is observed when two or more individuals compete with each other in some type of activity, as well as in strength, beauty, wealth, intelligence, courage and others, while competition and rivalry involve conflictual interactions. 9.

Unrealistic conflict. As mentioned above, such a conflict arises not over some object (subject), but due to the inadequate mental state of one or both subjects of the conflict. Here conflict is not a means to an end, but an end. 10.

A conflict of psychological incompatibility is a negative mutual assessment and perception of each other by opponents. The danger of such a conflict lies in the fact that incompatibility may not manifest itself in any way in the relationships of individuals for a certain period of time - exist at the subconscious level, but in a certain, difficult situation cause violent interpersonal conflict.

Depending on the causes conflict situation, interests and goals pursued by opponents, the relationship of opposing forces, conflicting behavior of the parties, an interpersonal conflict can have the following types of outcome: 1

) avoidance of conflict resolution, when one of the parties does not seem to notice the contradictions that have arisen. Such behavior may be due either to the obvious superiority in strength of one of the parties, or to the fact that this moment there are not sufficient opportunities to resolve the contradictions that have arisen; 2)

smoothing out contradictions when one of the parties either agrees with the claims made against it (but only at the moment) or seeks to justify itself. Such behavior may be due either to the desire to maintain normal relationships, or to the fact that the subject of the dispute is not of significant importance for one of the parties; 3)

compromise - mutual concessions by both parties. The size of concessions, as a rule, depends on the balance of opposing forces; 4)

consensus - finding a mutually acceptable solution to a problem. With this option, the parties can turn from opponents into partners and allies; 5)

escalation of tension and escalation of the conflict into a comprehensive confrontation. Such conflict behavior is due to a mutual attitude toward an uncompromising struggle; 6)

a forceful option for suppressing a conflict, when one or both parties are forced by force (threat of force) to accept one or another outcome of the conflict.

Interpersonal conflict is understood as an open clash between interacting subjects based on the contradictions that have arisen, acting in the form of opposing goals that are incompatible in a particular situation.

Interpersonal conflict manifests itself in interactions between two or more individuals. In interpersonal conflicts, subjects confront each other and sort out their relationships directly, face to face. This is one of the most common types of conflicts. They can occur both between colleagues and between the closest people.

In an interpersonal conflict, each side strives to defend its opinion, to prove the other wrong; people resort to mutual accusations, attacks on each other, verbal insults and humiliations, etc. This behavior causes acute negative reactions among the conflict subjects. emotional experiences, which aggravate the interaction of participants and provoke them to extreme actions. In situations of conflict, it becomes difficult to manage your emotions. Many of its participants experience negative well-being for a long time after the conflict is resolved.

Interpersonal conflict reveals a lack of agreement in the existing system of interaction between people. They have opposing opinions, interests, points of view, views on the same problems, which at the appropriate stage of the relationship disrupt normal interaction, when one of the parties begins to purposefully act to the detriment of the other, and the latter, in turn, realizes that these actions infringe on its interests, and takes retaliatory actions. This situation most often leads to conflict as a means of resolving it. A complete resolution of the conflict will be achieved when the warring parties together quite consciously eliminate the causes that gave rise to it. If the conflict is resolved by the victory of one of the parties, then this state will turn out to be temporary and the conflict will certainly manifest itself in some form under favorable circumstances.

Any conflict resolution or prevention is aimed at preserving the existing system of interpersonal interaction. However, the source of conflict may be reasons that lead to the destruction of the existing system of interaction. In this regard, various functions of conflict are distinguished: constructive and destructive.

Functions of interpersonal conflict

TO constructive functions include:

cognitive (the emergence of a conflict acts as a symptom of dysfunctional relationships and manifestations of emerging contradictions);
development function (conflict is an important source of development of its participants and improvement of the interaction process);
instrumental (conflict acts as a tool for resolving contradictions);
perestroika (conflict removes factors that undermine existing interpersonal interactions, promotes the development of mutual understanding between participants).

Destructive

conflict functions are associated with

destruction of existing joint activities;
deterioration or breakdown of relationships;
negative well-being of participants;
low efficiency of further interaction, etc.

This side of the conflict causes people to have a negative attitude towards them and they try to avoid them.

Structure and elements of interpersonal conflict

When studying conflicts systematically, their structure and elements are identified. Elements in an interpersonal conflict are: the subjects of the conflict, their personal characteristics, goals and motives, supporters, cause of conflict. Structure conflict is the relationship between its elements. Conflict is always evolving, so its elements and structure are constantly changing.

Dynamics of interpersonal conflicts

The conflict itself consists of three periods:

1) pre-conflict(the emergence of an objective problem situation, awareness of an objective problem situation, attempts to solve the problem in non-conflict ways, pre-conflict situation);

2) conflict(incident, escalation, balanced response, end of conflict);

3) post-conflict situation(partial normalization of relations, complete normalization of relations).

Doctor of Psychology Daniel Dana, one of the pioneers in the field of conflict resolution, in his four-step method for improving relationships, highlights three level of development of the conflict:

1st level: skirmishes(minor troubles that do not pose a threat to relationships);

2nd level: collisions(the escalation of skirmishes into collisions - an expansion of the range of reasons causing quarrels, a decrease in the desire to interact with another and a decrease in faith in his good intentions towards us);

3rd level: a crisis(clashes escalate into crisis - final decision about breaking up a relationship that is unhealthy, where the emotional instability of the participants reaches such an extent that fears of physical violence arise).

In any case, for an interpersonal conflict to arise, it is necessary presence of contradictions(objective or imaginary). Contradictions that arise due to discrepancies in people’s views and assessments on a variety of phenomena lead to a situation of dispute. If it poses a threat to one of the participants, then a conflict situation arises.

A conflict situation is characterized by the presence of opposing goals and aspirations of the parties to master one object.

For example, the issue of leadership in a study group between students. For a conflict to arise, a reason is needed that activates the action of one of the parties. The reason may be any circumstances, even the actions of a third party. In the above example, the reason could be a negative opinion about one of the candidates for leadership of any student.

In a conflict situation, the subjects and object of the conflict are identified.

The subjects of interpersonal conflict include those participants who defend their own interests and strive to achieve their goals. They always speak on their own behalf.

Object

interpersonal conflict is considered to be what its participants claim. This is the goal that each of the warring entities strives to achieve. For example, a husband or wife claims sole control of the family budget. In this case, the family budget may become the object of disagreement if the other party considers its rights to be infringed.

Subject

The conflict in such a situation is the contradictions in which the opposing interests of husband and wife manifest themselves. In this case, the subject will be the desire of the spouses to acquire the right to manage the family budget, i.e. the problem of mastering an object, the claims that subjects make to each other.

Every interpersonal conflict eventually has its resolution. The forms of their resolution depend on the style of behavior of the subjects in the process of conflict development. This part of the conflict is called emotional side and consider it the most important.

Styles of behavior in interpersonal conflict

Researchers identify the following styles of behavior in interpersonal conflict: confrontation, evasion, adaptation, compromise, cooperation, assertiveness.

1) Confrontation- characterized by persistent, uncompromising, non-cooperative defense of one’s interests, for which all available means are used.

2) Evasion- is associated with an attempt to avoid the conflict, not to attach great value to it, perhaps due to the lack of conditions for its resolution.

3) Device- presupposes the subject’s willingness to sacrifice his interests in order to preserve relationships that are placed above the subject and object of disagreement.

4) Compromise - requires concessions from both sides to the extent that through mutual concessions an acceptable solution is found for the opposing parties.

5) Cooperation - involves the parties coming together to solve the problem. With such behavior, different views on the problem are considered legitimate. This position makes it possible to understand the causes of disagreements and find a way out of the crisis acceptable to the opposing parties without infringing on the interests of each of them.

6) Assertive behavior(from the English assert - to assert, to defend). This behavior presupposes a person’s ability to defend his interests and achieve his goals without infringing on the interests of other people. It is aimed at ensuring that the realization of one’s own interests is a condition for the realization of the interests of interacting subjects. Assertiveness is an attentive attitude towards both yourself and your partner. Assertive behavior prevents the emergence of conflicts, and in a conflict situation helps to find the right way out of it. At the same time, the greatest effectiveness is achieved when one assertive person interacts with another similar person.

All of these styles of behavior can be either spontaneous or consciously used to achieve the desired results when resolving interpersonal conflicts.

People’s behavior in the emergence of interpersonal conflicts and in their resolution is significantly influenced by differences in types of people, which must be taken into account when trying to prevent conflicts and resolve them. O. Kroeger and J. Tewson believe that different preferences of people's characters underlie their interactions and without taking them into account it is impossible to resolve any conflict, “We believe that any model of conflict resolution that does not take into account interpersonal differences is doomed to failure.” Not a single interpersonal conflict passes without manifestation of what is happening and its participants personal the relationships of all the people involved in it.

Personality characteristics are manifested in its temperament, character and level of personal development.

1 Temperament given to a person at birth and determines speed, tempo, intensity and rhythm mental processes and human conditions. Classification of types of temperaments carried out by Hippocrates back in the 5th century. BC, has not undergone significant changes to this day. She only became richer thanks to the teaching I.P. Pavlova about the properties of the nervous system and types of higher nervous activity. Therefore, sanguine people are sometimes added to - strong, balanced, agile; to phlegmatic people - strong, balanced, inert; to choleric people - strong, unbalanced; to melancholic people - weak.

Behavior sanguine people characterized by mobility, a tendency to change impressions, responsiveness, sociability; behavior phlegmatic - slowness, stability, isolation, weakness outward expression emotions, logic in judgments; behavior choleric - openness, sudden mood swings, instability, violent reactions; melancholic- instability, slight vulnerability, unsociability, deep emotional experiences.

Temperament has a significant impact on human behavior in interpersonal conflicts. For example, a choleric person is easy to involve in a conflict situation, while a phlegmatic person, on the contrary, is difficult to lose his temper.

2 Typology of traits character human (a discipline that studies character types and their influence on joint communication) was developed for the first time K. G. Jung in his work “Psychological Types”. Later it was studied Katarina Briggs and Isabel Briggs-Myers who published the “Myers-Briggs Type Indicator” (MBTI), with the help of which anyone interested can determine their character preferences. This typology identifies four pairs of opposing preferences:

Extroverts - Introverts

Sensory - Intuitive

Thinking - Feeling

Deciders - Perceivers

Each character type corresponds to four of the given preferences. Thus, there are sixteen character types in total.

Topic 17. Conflicts in the organization (specifics of conflict in the organization; organizational conflicts; industrial conflicts; labor conflicts in the organization; innovative conflicts; features of conflict management).

Conflict in Organizations are an open form of existence of contradictions of interests that arise in the process of interaction between people when resolving issues of production and personal nature.

Highlight two group of factors contributing to the emergence social tension in the work team: internal and external.

1 TO internal factors relate:

failure of the organization's management to fulfill its promises and unwillingness to explain to people the actual state of affairs;

disruption of production due to constant disruption of supplies of raw materials; the inability of members of the workforce to earn good money;

lack of visible results of substantive concern for improving the working, living and rest conditions of workers;

confrontation between management personnel and workers due to the unfair distribution of material benefits and wages;

introduction of innovations and radical changes without taking into account the interests of employees;

incitement activities of informal leaders.

2 External factors:

destabilization of the situation in the country, clash of interests of various political groups;

the emergence of an acute shortage of food and essential goods;

infringement of social benefits in new legislative acts;

a sharp weakening of legal social protection of the interests of members of the labor collective;

ensuring honest and conscientious labor, illegal enrichment of individual citizens.

The increase in social tension in an organization, developing into a conflict, can be overcome with adequate resolution of the conflict situation,

Correlation of interests in the organization

Conflicts in an organization develop, as a rule, through confrontation of private and general interests. The balance of interests can be expressed as:

1) complete identity those. unidirectionality of interests;

2) difference in the direction of interests, those. what is beneficial to some is not beneficial to others to the same extent;

3) opposite direction of interests - when subjects must move in opposite directions to satisfy their needs.

People occupying different statuses in an organization may or may not be aware of their objective interests and their inconsistency. But only conscious interests turn into a source of active social action employee. This awareness occurs either as a result of independent comprehension of one’s own life experience in the organization, either through the explanatory work of those who had previously realized the contradictory nature of the interests that had arisen, or as a result of manipulating the consciousness of members of the organization. However, awareness of opposing interests does not automatically lead to conflict. Conflict is an open form of existence of conflicting interests.

Conflict can arise both from really opposing objective interests, and from an illusory idea of their opposition. A conflict on artificial grounds can arise when its participants mistake differences in interests for their opposite.

Organizations distinguish between: 1) internal conflicts and 2) conflicts with external environment

1 Internal conflicts arise within the organization (enterprise) and are resolved, as a rule, through existing standards and agreements, i.e. the so-called rules of the game, accepted at a certain level and between interested parties. These conflicts include:

1) interindividual conflict - a divergence of personal goals of employees. An example of such a conflict is the conflict between the authoritarian management style of a manager and the desire of some subordinates for initiative and creativity;

2) intragroup conflict - between rival employees within a department or between department heads on the question “Who is more important in the hierarchy of a department or enterprise?” Mixed motivations often arise here, related to ambitions, career goals;

3) intergroup conflict - for example, conflict between co-owners of enterprises. This situation is especially complicated if property is divided between government bodies (federal, municipal property) and private individuals.

2 Conflicts with the external environment - These are conflicts, for the most part, between managers and owners of enterprises with competitors, clients, suppliers, and with their own trade union.

Conflict situation and conflict actions

Conflicts in organizations are generated by a certain conflict situation, which can exist long before a direct collision of its participants. The concept of a conflict situation does not coincide with the concept of conflict, because it characterizes only premise, creates the ground for the emergence of a real conflict, as well as real actions of the parties to defend their interests.

In conflict situations, as a rule, socio-economic, moral and other relationships of people are intertwined.

Most characteristic features conflict situations in organizations can be:

humiliation of personal dignity in official and informal settings;

evasion of following instructions and orders of immediate superiors;

negative statements addressed to a team member, verbal or physical abuse;

isolation, indifference, solitude, depression of individual workers.

A conflict situation develops into a conflict only if there are actions on both sides. Such actions could be:

1) external behavioral acts and 2) actions that are perceived by the opposing party as directed against it.

Conflict actions- these are actions aimed at directly or indirectly preventing the opposing party from achieving its goals. They sharply aggravate the very background of the conflict: they can complicate the conflict and give rise to a tendency towards its escalation.

Conditions that influence the occurrence of conflicts in organizations can be:

negative customs and traditions persisting in work collectives;

the boss’s distrust of the subordinate (which may manifest itself in excessive care of subordinates when performing their duties);

biased negative attitude of one team member towards another;

a condescending attitude towards people, manifested in excessive tolerance towards them and forgiveness;

the presence in organizations of informal microgroups characterized by dysfunction, which can be expressed in dissatisfaction with the high demands of the leader, in the manifestation of interpersonal antipathies.

This manifests itself most forcefully in small production groups, teams, units, shifts, etc., i.e. where material values are created, the main problems of production are solved.

Conflict is almost always visible as it manifests itself externally: high level of tension in the team; decreased performance and, as a consequence, deterioration in production and financial performance, relationships with suppliers, customers, etc.

Conflicts in organizations are the result of contradictions caused by diverging interests, norms of behavior, and values of people. Among them, we should first of all highlight the following types of contradictions: organizational, production, business, innovation.

In accordance with this, we can distinguish the main types of conflicts in organizations:

organizational;

production;

labor;

innovative.

Organizational conflict - this is a clash of oppositely directed actions of the parties to the conflict, caused by divergence of interests, norms of behavior and value orientations. They arise due to the discrepancy between formal organizational principles and the real behavior of team members. This mismatch occurs:

1) when an employee does not comply, he ignores the requirements presented to him by the organization. For example, absenteeism, violations of labor and performance discipline, poor performance of one’s duties, etc.;

2) when the requirements placed on the employee are contradictory and non-specific. For example, low quality job descriptions, ill-considered distribution job responsibilities and so on. may lead to conflict;

3) when there are officials, functional responsibilities, but their very implementation involves participants in the labor process in a conflict situation. For example, performing the functions of an auditor, standardization, assessment, control.

Organizational conflicts contain problems related primarily to the organization and operating conditions. The situation here is determined by: the state of equipment and tools, planning and technical documentation, norms and prices, wages and bonuses; fairness of assessment of “best”, “worst”; distribution of tasks and workload of people; promotion and promotion, etc.

In organizations, conflicts may arise between the manager and his deputy during the management process. These conflicts are quickly transferred to the team, because each of the conflicting parties has support in certain group labor collective. And here an important role is played leadership style head and his deputy. Consistency in their activities, allowing to avoid a conflict situation, can be achieved if, for example, the manager has a democratic style, and his deputy has a democratic or authoritarian style. Most often, a conflict arises due to incompatibility of styles, when the manager and his deputy adhere to an authoritarian style of activity, according to the principle “Who is more important in the hierarchy of a department or organization?” In this situation, there are mixed motivations associated with ambitions and career goals. Note that the manager and his deputy must complement each other, ensuring the work of the entire workforce.

Industrial conflicts

This is a specific form of expression of contradictions in the production relations of the labor collective.

Industrial conflicts exist at all levels. The following types of industrial conflicts can be distinguished:

1) conflicts within small production groups (intragroup conflicts):

conflict between ordinary employees;

conflict between managers and subordinates;

conflict between workers of different qualifications and ages;

2) conflicts between small production groups ( intergroup conflicts);

3) conflicts between production groups and the administrative and managerial apparatus;

4) conflicts between co-owners of enterprises (organizations). They arise in small groups (teams, units, departments), between people carrying out joint activities. They are characterized by common interests and goals, internal division of functions and roles; they are in direct interconnections and relationships.

Interpersonal conflict.

This type of conflict is perhaps the most common. Interpersonal conflicts can be considered as a clash of personalities in the process of their relationships. Such clashes can occur in a variety of spheres and areas (economic, political, industrial, sociocultural, everyday, etc.). “Most often it arises due to a shortage of some resources, for example, the presence of one prestigious vacancy with several candidates for it.”

“Interpersonal conflict is understood as an open clash between interacting subjects based on the contradictions that have arisen, acting in the form of opposing goals that are incompatible in a particular situation. Interpersonal conflict manifests itself in interactions between two or more individuals. In interpersonal conflicts, subjects confront each other and sort out their relationships directly, face to face.”

Interpersonal conflicts arise both between people meeting for the first time and between people who are constantly communicating. In both cases, the personal perception of the partner or opponent plays an important role in the relationship. An obstacle to finding agreement between individuals can be a negative attitude formed by one opponent towards another. An attitude represents the readiness, predisposition of a subject to act in a certain way. This is a certain direction of the manifestation of the psyche and behavior of the subject, readiness to perceive future events. It is formed under the influence of rumors, opinions, judgments about a given individual (group, phenomenon, etc.).

When interacting with other people, a person primarily protects his personal interests, and this is normal. The conflicts that arise are a reaction to obstacles to achieving goals. And how significant the subject of the conflict seems to be for a particular individual will largely depend on his conflict attitude.

Individuals encounter interpersonal conflicts, protecting not only their personal interests. They can also represent the interests of individual groups, institutions, organizations, labor collectives, and society as a whole. In such interpersonal conflicts, the intensity of the struggle and the possibility of finding compromises are largely determined by the conflict attitudes of those social groups, whose representatives are opponents.

“All interpersonal conflicts that arise due to clashes of goals and interests can be divided into three main types.
The first one involves a fundamental clash in which the realization of the goals and interests of one opponent can only be achieved by infringing on the interests of the other.
The second one affects only the form of relations between people, but does not infringe on their spiritual, moral and material needs and interests.
The third represents imaginary contradictions that can be provoked either by false (distorted) information or by incorrect interpretation of events and facts.”

“Interpersonal conflicts can also be divided into the following types:

rivalry - desire for dominance;
dispute - disagreement about finding the best solution to joint problems;
discussion - discussion of a controversial issue."

Design functions include:

cognitive (the emergence of a conflict acts as a symptom of dysfunctional relationships and manifestations of emerging contradictions);
development function (conflict is an important source of development of its participants and improvement of the interaction process);
instrumental (conflict acts as a tool for resolving contradictions);
perestroika (conflict removes factors that undermine existing interpersonal interactions, promotes the development of mutual understanding between participants).

The destructive functions of conflict are associated with

destruction of existing joint activities;
deterioration or breakdown of relationships;
negative well-being of participants;
low efficiency of further interaction, etc.

This side of the conflict causes people to have a negative attitude towards them, and they try to avoid them.

When studying conflicts systematically, their structure and elements are identified. The elements of interpersonal conflict are: the subjects of the conflict, their personal characteristics, goals and motives, supporters, the cause of the conflict. The structure of a conflict is the relationship between its elements. Conflict is always evolving, so its elements and structure are constantly changing. There is a wide range of views on this issue in the literature.
AND I. Antsupov and A.I. Shipilov in the textbook “Conflictology” provide a detailed table of the main periods and stages of conflict dynamics. Depending on the degree of tension in the relationship, they distinguish differentiating and integrating parts of the conflict. The conflict itself consists of three periods:

pre-conflict (the emergence of an objective problem situation, awareness of an objective problem situation, attempts to solve the problem in non-conflict ways, pre-conflict situation);
conflict (incident, escalation, balanced response, end of conflict);
post-conflict situation (partial normalization of relations, complete normalization of relations).

For an interpersonal conflict to arise, there must be contradictions (objective or imaginary). Contradictions that arise due to discrepancies in people’s views and assessments on a variety of phenomena lead to a situation of dispute. If it poses a threat to one of the participants, then a conflict situation arises.

A conflict situation is characterized by the presence of opposing goals and aspirations of the parties to master one object.

In a conflict situation, the subjects and object of the conflict are identified.
Subjects of interpersonal conflict include those participants who defend their own interests and strive to achieve their goals. They always speak on their own behalf.
The object of an interpersonal conflict is considered to be what its participants claim. This is the goal that each of the warring entities strives to achieve. For example, a husband or wife claims sole control of the family budget. In this case, the family budget may become the object of disagreement if the other party considers its rights to be infringed. The subject of conflict in such a situation is the contradictions in which the opposing interests of husband and wife are manifested. In this case, the subject will be the desire of the spouses to acquire the right to manage the family budget, i.e. the problem of mastering an object, the claims that subjects make to each other.

Every interpersonal conflict eventually has its resolution. The forms of their resolution depend on the style of behavior of the subjects in the process of conflict development. This part of the conflict is called the emotional side and is considered the most important.

Researchers identify the following styles of behavior in interpersonal conflict: confrontation, evasion, adaptation, compromise, cooperation, assertiveness.

Confrontation is a characteristically persistent, uncompromising defense of one’s interests that rejects cooperation, for which all available means are used.
Avoidance is associated with an attempt to avoid the conflict, not to attach great value to it, perhaps due to the lack of conditions for its resolution.
Adaptation presupposes the subject’s willingness to sacrifice his interests in order to maintain relationships that are placed above the subject and object of disagreement.
Compromise - requires concessions on both sides to the extent that through mutual concessions an acceptable solution is found for the opposing parties.
Cooperation - involves the parties coming together to solve a problem. With such behavior, different views on the problem are considered legitimate. This position makes it possible to understand the causes of disagreements and find a way out of the crisis acceptable to the opposing parties without infringing on the interests of each of them.
Assertive behavior (from the English assert - to assert, to defend). This behavior presupposes a person’s ability to defend his interests and achieve his goals without infringing on the interests of other people. It is aimed at ensuring that the realization of one’s own interests is a condition for the realization of the interests of interacting subjects. Assertiveness is an attentive attitude towards both yourself and your partner. Assertive behavior prevents the emergence of conflicts, and in a conflict situation helps to find the right way out of it. At the same time, the greatest effectiveness is achieved when one assertive person interacts with another similar person.

All of these styles of behavior can be either spontaneous or consciously used to achieve the desired results when resolving interpersonal conflicts. The decisive influence on the choice of behavior model in an interpersonal conflict is exerted by the individual himself - his needs, attitudes, habits, way of thinking, style of behavior, his past experience problem solving and behavior in conflict. Significant role Her internal spiritual contradictions, searches and wanderings often play a role.

“In an interpersonal conflict, the emotional basis of its development and attempts to resolve it are distinguished. According to Dana, interpersonal relationships include conflictual relationships between two interdependent people, in which one or both of them feel anger towards the other and believe that the other is to blame. Boyko emphasizes that from the point of view of the state of interpersonal relationships, conflict represents the destruction of these relationships at the emotional, cognitive or behavioral level.”

Used Books.

Antsupov A.Ya., Shipilov A.I. Conflictology. – M.: UNITY, 1999.- 591 pp.
Bolshakov A.G., Nesmelova M.Yu. Conflictology of organizations. Tutorial. – M.: M3 Press, 2001. – 182 pp.
Zaitsev A.K. Social conflict. M.: Academia, 2000. – 464 pages.
Kozyrev G.I. Conflictology. Interpersonal conflicts. //Social and humanitarian knowledge/No. 3, 1999.
Ratnikov V.P., Golub V.F. Lushakova G.S. and others. Conflictology: a textbook for universities. – M.: UNITY-DANA, 2002. – 512 pp.

Abstract review prepared by Timur Vodovozov

Conflict (aka dispute or quarrel) is a natural component of the life of any person who lives and interacts with the environment and, in particular, people. There are conflicts different types, which depends on the environment in which it manifests itself. For example, in interpersonal conflicts a person often operates with the interests of the whole team, while in intrapersonal conflicts he pays attention to his own desires and needs. Conflicts always become social, since we are talking about a person who creates the conflict.

It is unlikely that any reader of an online magazine site has not encountered conflict situations in his life. Psychologists recommend getting used to the fact that a person will periodically argue with someone and clarify controversial issues in a raised voice, without even coming to general decision. The fact is that conflict is a clash of your interests with those of others. Two or more people do not always want the same thing or think the same thing, which naturally leads them to conflicts.

Conflict is:

When you want to go to the sea, and your partner wants to go to the mountains.
When you want to spend the company’s money on development, and other participants on increasing employee salaries.
When you fight for justice, and a group of other people fight for their success.

When you think and want something different from other people, when others do not perceive your actions or you are outraged by someone’s behavior, when someone’s freedom is limited by the actions of another person, then a dispute arises, which is natural in the world of people. Therefore, all that remains is to decide how to get out of it so that the conflict does not become a constant companion.

What is the purpose of separating types of conflicts?

Experts separately identify types of conflicts. For what purpose is this being done? If you understand what conflict has arisen between people, then it becomes easier to resolve it. However, experts begin their consideration of the topic with the huge variety of concepts of the term itself. What is conflict? And there are many possible answers here.

Among all the variety, we will highlight the most suitable for modern man: Conflict is a confrontation between participants when disagreements arise. When a person interacts with society, he periodically has disagreements in opinions, desires, needs, and views with other people. This leads to a confrontation for the right to consider one’s opinion the only correct one. However, conflict is not just confrontation, struggle, but also the desire to resolve the situation that has arisen, that is, to find ways to reconcile, resolve and eliminate the conflict situation.

How can you communicate with a person who considers his opinion to be the only correct one? No way. Express your opinion and the conversation is over, since all other words will be aimed at proving why your opinion is correct, with unsuccessful results. Therefore, such people are bad teachers and interlocutors. They are bad teachers because they require students to completely obey and copy them (any innovations in development are not welcome). They are bad communicators because you need to think exactly like them and have the same thoughts as them.

It is probably already becoming clear that a person who considers his opinion to be the only correct one cannot achieve success. Undoubtedly, he has some knowledge and skills that are useful. But if the question arises of learning something new or changing your mind, then aggression, resistance or a retaliatory attack arises. A person believes that he already knows everything he needs to know, so he reluctantly accepts any innovations not on his initiative. Only when he thinks that he needs to learn something new does he start doing it. And at the same time, he quite often imposes his idea on other people, thinking that they should learn it too (otherwise they become “backward” and “stupid” in his eyes).

A person who considers his opinion to be the only correct one is a difficult person. You can’t say anything to such people and you can’t prove anything, because if your opinion does not coincide with their opinion, then you are wrong, no matter what you think or how you argue. You are wrong - that's all! What to do if a person considers himself omniscient, omnipotent and wise from experience? It’s better to leave such a “master” alone so as not to infringe on him once again big ego, which is ready to prove by hook or by crook that it is the most valuable and intelligent.

Types of social conflicts

Social conflicts are the most common types, since we are talking about a person’s confrontation with another person or even an entire group for the right to possess a valuable resource, which is why it flared up. In addition to the disputing parties, here are the following:

Witnesses are individuals who simply observe the conflict from the outside.
Instigators are individuals who commit actions that incite the parties to further conduct the dispute.
Helpers - who different ways (technical means or advice) increase the conflict.
Mediators are individuals who try to eliminate and resolve the conflict.

Only the disputing parties are in direct confrontation. The remaining participants may not be in a state of struggle or hatred towards anyone.

The subject of the dispute differs from the cause and reason for the development of the conflict:

The reason arises due to objective circumstances, which are always related to the needs of the disputing parties.
The reason is some external factor, which may be insignificant. It can be random or socially constructed.

A conflict situation should be distinguished from a contradiction - when the parties do not agree at all and are not similar in anything (neither in opinion, nor in interests, nor in the direction of activity). There are contradictions:

Subjective and objective. Objective disagreements arise regardless of the will and intelligence of a person, which is the opposite in a situation with subjective disputes.
Non-core and basic.
Non-antagonistic and antagonistic. In a non-antagonistic conflict, the parties have a coherence of interests, so they can resolve the dispute by finding a compromise and concessions.
External and internal. Internal conflicts arise within a group due to differences of opinion or contradiction with established procedures. External disputes arise between groups of people.

For a conflict to develop, there always needs to be a contradiction, because of which the parties experience internal tension and dissatisfaction with their interests, which makes them want to resist.

Types and functions of conflicts

Conflicts can lead to positive side, and negative. In conflict, people notice that life is not as monotonous as a person sees it. If there is another opinion that may be correct, then everything is not so simple. At the same time, conflicts can lead to the destruction of the individual and disorganization of the team, so it is very important to highlight the types and functions of conflict situations in order to quickly resolve them.

Types of conflicts within a team can be:

Means used: violent and non-violent.
Duration: one-time and recurring, long-term and short-term, protracted.
Shape: internal and external.
Capacity (volume): regional and national, group and personal, local and global.
Nature of development: deliberate and spontaneous.
Type of relationships: individual and socio-psychological, international and intranational.
Source of education: false, subjective and objective.
Impact on the course of development: progressive and regressive.
Sphere of social life: political, economic, family, ethnic.

Depending on the number of participants in the conflict, group, interpersonal and intrapersonal disputes are distinguished. Often a person feels a conflict within himself. It can arise due to a collision of two important ideas or desires that require implementation in a specific situation, but cannot be realized at the same time. Conflict may arise due to the need to choose between two equally significant options, which themselves may be imperfect. A person also conflicts when he sees that all the proposed options are unattractive to him, so he faces a dilemma.

A person performs various roles in society, so conflicts are distinguished here:

Personal - when a person should perform one role, but he believes that he should perform another because it is consistent with his interests.
Interpersonal - when a person is already accustomed to playing one role, so it is difficult for him to switch to another.
Interrole.

In an organization (company) where a large number of different people work with their own needs, professional skills and views, and directions in their activities, conflicts also arise. They are often called group ones, since the conflict arises between groups of people from different areas of production. Here each group is in the “us – them” position.

Types of conflict in an organization are:

Vertical – when a dispute arises between different layers of the employee hierarchy.
Horizontal – when people from different areas of the organization argue.
Mixed - when there is a mixture of vertical and horizontal positions.
Business problems arose at the level of solving some work issue.
Personal – the conflict is informal.
Symmetrical - when both sides win in a conflict.
Asymmetrical - when only one side wins in a dispute or it loses more than the other.
Destructive – when the conflict damages the company.
Constructive – when conflict contributes to the development of the company.

Types of interpersonal conflicts

Interpersonal conflicts are most common when, at the level of personal needs, a person faces misunderstanding, denial or indignation from others. Interpersonal conflicts arise at the level of an individual with another person or even a group of people. Moreover, disputes always arise at the level of communication. Here are the following types of interpersonal conflicts:

Value-based – when the values of the participants are affected.
Conflict of interest.
Regulatory – violation by one of the participants of the rules of the relationship.

A conflict arises if:

There are differences of opinion and desires that are very significant.
It is necessary to overcome disagreement in order to restore relationships.
Participants become active or passive in order to eliminate or reduce conflict.

To overcome interpersonal conflicts, participants must cooperate, taking into account not only their wishes and needs, but also the interests of the other party.

Types of intrapersonal conflicts

When contradictions arise within a person, they are called intrapersonal conflicts. Here are the types:

Role-playing is a collision of two or more roles that a person can play in one situation. Here you need to choose which role to play, which is sometimes difficult, since each of them provides its own benefits and brings its own harm.
Motivational - a person fluctuates between his internal desires and responsibilities.
Cognitive – a discrepancy between the subject’s ideas about current events and how things should have been.

Methods for resolving conflicts

Conflict resolution should be the main goal of the parties involved in the dispute. The result can be negative or positive ways. Negative means methods that will ultimately lead to the destruction of relations between the parties. Positive methods include those that allow you to resolve conflict and maintain communication.

There are various ways to resolve conflicts. Which one people choose depends on their behavior and desire to reconcile. If in the end everyone is satisfied, then their method of reconciliation turns out to be the most successful.

Bottom line

Conflicts are normal for people who cannot wish and think alike. However, another issue remains how to resolve conflicts. If people want to save a relationship, then they should focus all their energy on resolving the dispute, and not on intensifying or continuing it.

Conflict in interpersonal relationships is a confrontation between rivals or groups of people when an ongoing event is perceived by them as a problem and requires a solution in someone’s favor or becomes beneficial for all participants. The emergence of interpersonal conflict shows that there are disagreements between people, which are expressed in communication, personal ambitions and interests are affected.

How does conflict arise in interpersonal relationships? There are plenty of reasons for the emergence of conflicts between people, and they stem from a specific situation and are associated with the character traits of opponents and the relationships that connect them.

Conflicts in interpersonal relationships have their own specificity, which distinguishes them from other types of controversial issues. Namely:

Each side persistently proves that it is right, using the opponent’s accusations, while neglecting to justify its views with facts.
The conflicting parties are dominated by negative emotions which they are unable to contain.
Lack of adequacy and aggression of conflicting participants. Negativity remains even after the end of the confrontation.

The causes of interpersonal conflicts may vary depending on the characteristics of their participants. For example, conflicts in adolescence are characterized by:

Feeling overpriced self-esteem, if he is offended, the teenager begins to defend himself, quarreling with peers and adults.
Definiteness and categoricalness - everything that goes against is criticized own concepts and beliefs.
Biased requirements - overestimated or underestimated, as well as weak confidence in own strength and possibilities.
Teenage maximalism is a lack of internal balance, which contributes to tension in communication with others.

Family conflicts also have their own specifics. They can arise due to contrasting characters, different understandings of family foundations, delegation of responsibilities and methods of raising children, confrontation between the older generation and grandchildren. But family conflict is usually viewed as the emergence of conflicting insinuations between spouses.

How conflict starts

Any conflicts in interpersonal relationships are formed and go through certain phases and periods with their own scale of intensity, duration and consequences.

Hidden phase. It is this that serves as the basis for the emergence of confrontation, and manifests itself when an individual feels dissatisfied. For example, the official position held, the level of salary, one’s own correct assessment of one’s colleagues. When internal discontent is not overcome, it moves to the next stage.
Tension phase. This is the conflict coming out and the formation of all participants in the confrontation. But in this period there is still an opportunity to extinguish or seriously intensify the confrontation.
The phase of confrontation between participants. There is an intensification of contradictions. And actions provoking a clash are carried out.
Ending phase. The conflict ends if the parties manage to come to a common decision. Or it is preserved due to the reduction of tension. It is also possible that the relations between the participants will break and other prerequisites for confrontation at another level may arise.

Method of resolving conflicts

The methods that are used to resolve conflict confrontations are a reflection of the intentions of rivals and their actions in a difficult situation:

Offensive. Application of force. Here the winner is the one who, using his own interests, tries to impose them on a competitor. To achieve the goal, moral pressure, an attempt to manipulate and cunning are used.
Care. The conflict remains unresolved, but the boiling point is lowered by boycotting or changing attitudes towards controversial issues. Or there is a departure from one’s interests in order to preserve the relationship.
Compromise. Finding a suitable way out of the situation through discussion and obtaining a mutually beneficial result.

To eliminate conflicts in interpersonal relationships, a preliminary assessment of each tense situation that arises and a timely response to it is necessary. To manage conflict situations, you should try to identify the causes and motives of the conflict in order to find ways to eliminate them.

An important point is the invited mediator. A group of people or one person who enjoys the trust of all participants in the confrontation. The mediator's decision is binding on all competitors.

The foundation of any conflict is a situation in which conflicting positions, goals and means to achieve results are identified. A conflict begins to unfold when one side becomes active, affecting the interests of the other. And if the offended party begins to react, then the potential conflict becomes topical.

Interpersonal conflicts (examples)

The emergence of contradictory situations is due to different attitudes of rivals. The main types of attitudes are considered to be conflict-generating and syntonic, that is, a person’s behavior in accordance with his character and personal standards.

Conflict situations arise constantly. Let's look at interpersonal conflicts, examples of which clearly show the likelihood of tense moments arising. Let’s say another participant intervenes in a conversation between two people. The interlocutors fall silent - a conflict situation is brewing. If the third is included in the conversation, then this already refers to a syntonic situation. Or a simple example: a manager gives advice to a subordinate - this is considered a syntonic situation. But advice, when not asked, can provoke a conflict situation. Friendly phrases like: “How can I convey this so that you understand?” or “It’s hard to reach you” - can mark the beginning of a conflict ripening.

The causes of interpersonal conflicts lie in a different perception of certain words or a painful reaction to incorrectly constructed logically sentences and linguistic mistakes. According to the philosopher B. Russell, all conflicts, as well as wars, arise due to an erroneous understanding of a foreign language.

Conflict in interpersonal relationships, an example of which we will now consider, can also break out with nonverbal aggression. It doesn't take hurtful words to create tension. Let's say a greeting said in a sarcastic tone can discourage communication. The conflict begins to ripen not only due to incorrect intonation during a conversation, but also in a demonstrative reluctance to notice or listen to the interlocutor when he addresses. And even such an everyday factor as a gloomy or dissatisfied facial expression can give impetus to the start of a conflict.

Cooperation in conflict situations

Conflict avoidance is a response to tension that has arisen, which manifests itself in the desire to leave or not notice provocations. Here one can see the lack of desire to insist on one’s own in order to satisfy one’s interests.
Competition. This is the desire to dominate the final result.
Adaptation is an admission of defeat to the detriment of one’s own interests.
Cooperation is the satisfaction of the interests of each conflicting party.
A compromise solution is partial satisfaction of one’s own interests in exchange for satisfaction of the interests of the enemy.

When is it better to avoid conflict situations?

If the prerequisites for a controversial situation to arise, it is worth thinking about whether it is really necessary to go into conflict in interpersonal relationships? Briefly: if your own benefit is not affected and it is difficult to prove that you are right, then there is no point in starting to argue. You should not argue with a person if it is clear that his mental potential is inferior to yours. "Don't argue with a fool." It is useless to prove anything to such a person.

Before entering into conflict, you should think about what you will get in the end? How does conflict occur in interpersonal relationships? What consequences can it lead to and what will it result in? And will you be able to defend your position and point of view? Therefore, it is worth bringing the emotional outburst back to normal and, with calm thoughts and a sober approach to assessing the current situation.

The conflict involves people who simply need a correct understanding of each other. But they are hampered by a lack of trust in each other. Therefore, it is so necessary to create an atmosphere of fruitful communication. And it is useful to adopt this law of communication: competition leads to the birth of competition. The method of managing and completing collisions comes down to following some rules.

Identifying the problem.
An attempt to find a solution mutually acceptable to the conflicting participants.
Listen to the parties, paying attention to what is said, and not focusing on personal characteristics.
Clarify the correctness of the understanding of what the interlocutor said.
Convey to the other side in paraphrased form the meaning of the information heard.
When receiving information, do not interrupt the speaker, exclude criticism and recommendations.
Clarify the information received, its accuracy and do not proceed to new messages.
It is important to maintain an atmosphere of trust and sincerity.
Actively connect non-verbal communication: eye contact, head nods as a sign of approval.

Coordinating a conflict situation

Every clash that could turn into confrontation can be extinguished. If it is no longer possible to stop, then you should treat it as evenly as possible and try to come to a denominator that satisfies both opponents.

When starting to resolve tensions, it is necessary to do preparatory work and identify your tasks. When you plan to resolve the situation through negotiations, you should choose the right time for the meeting.

For healthy conflict management, it is necessary not to forget about your interests and understand the benefits of your opponent. During the meeting, calmly voice your interests and clarify whether your opponent is ready to make efforts to resolve the conflict. Offer several options. And if they deviate, then you will have to work on resolving the confrontation on your own.

When the conflicting party is ready to resolve everything peacefully, decide which side you are on, yours or your opponent’s. The main thing is to understand, and not to win at any cost.

The reasons that caused the clash should be calmly discussed and identified what led to the conflict:

By offering the best, there is no need to blame and attack.
When defending your judgment, you should not put pressure on your opponent. Pressure is not the right behavior; it only leads to limiting the capabilities of those in conflict.
It is important to watch your speech. And do not use words that humiliate a person.
Avoid using the words “never” and “no way.” And remember the proverb “the word is silver, and silence is gold.” Sometimes it’s easier to leave things unsaid than to launch into a tirade that could escalate the conflict.
When discussing a situation, there is no need to attack a person. You need to talk about the problem, not about personality traits. Do not cling to trifles, but solve the main issues.
It is better to express your thoughts and feelings openly. Honesty and sincerity will enable your opponent to better understand and, perhaps, accept your point of view. Tell us what worries and concerns you. Voiced concern is one of the stages of defending your views.

Managing Emotions

When you are overwhelmed with emotions, it is better to restrain them rather than be led by them. If they do come out, let go of your fears and resentments. Have your say. If awkwardness appears after an emotional outburst, then it is better to leave. But this does not mean that admitting defeat is just a reason to continue to establish dialogue. A creative and flexible view of the situation is one of the methods of managing a collision.

When the conflict situation subsides, then when leaving it, ask for forgiveness. It will help restore relationships and extinguish negative emotions. Words that correctly reflect the situation will not humiliate you or your partner. When collaboration have not resolved the conflict situation, then all that remains is to move on to independent actions.

In order to effectively manage and maneuver in controversial situations, you need to develop understanding. This will allow you to think and discuss problems more constructively. But only if a person lives in the present, is calm and knows how to clearly respond to changing situations. You can learn to manage conflict only with personal experience and constant internal growth.

Features of interpersonal conflict

Often one of the reasons leading to a conflict of interests is the mode of action. It can be conscious or unconscious. When a person, through his intentional actions, creates and maintains opposition, this leads to conscious conflict.

This behavior can be explained by the following reasons:

The desire for self-affirmation.
Creating a conflict situation in order to find out the true positions of the opponent.
Conflict as a way to find out the personal qualities of the enemy.
Conflict of interests as a method for setting new system relationships.

Conflict behavior, which is considered unconscious, most often arises as the appearance of contradictions in relationships between people. Actions in this option are defined as:

Lack of competence.
Flaw practical experience conflict-free behavior.
Personal characteristics.
Weak social and moral rules.
Low communication culture.
Failure to meet the expectations of others.

There are plenty of reasons for the occurrence of behavior that is classified as conflict, but they are all subjective. Objective confrontations can be corrected, people can be trained to make reasonable criticism and defend their own positions.

Studying the dynamics of interpersonal conflicts at school

The problem of the preconditions for the emergence of conflicts, their course and completion are studied by many sciences, such as psychology, logic, sociology. As a result, a separate direction was formed - conflictology. In schools, children study conflicts in interpersonal relationships (grade 6). Social studies explains to students the mechanisms, patterns and ways to resolve controversial situations. The teacher invites you to think about the questions of what a controversial situation teaches and what lessons can be learned from differences of opinion. The topic “Conflicts in Interpersonal Relationships” (6th grade) helps children understand how to behave during confrontations, both personal and group. auxiliary materials and methods of visual demonstration (tables, graphs, drawings) facilitate the assimilation of concepts. So, if students are considering overcoming a problem such as conflict in interpersonal relationships (grade 6), a table describing the stages will be very useful. Tables are used not only in 6th grade.

The movement of the conflict is increasing and goes through several phases. This is already a topic for study in high school. For schoolchildren studying conflict in interpersonal relationships (grade 10), the table reveals the types of conflicts and methods for resolving them. Conflicts should not be treated with fear if you understand that they are nothing more than a manifestation of contradictions. Conflict in interpersonal relationships (grade 10) is discussed in great detail in social studies lessons, because sooner or later everyone will have to go through this stage.

How to overcome the consequences of conflicts

There are many ways to relieve stress, methods for overcoming it have been established and have proven themselves well. And this allows us to offer different options that take into account a person’s personal qualities.

In order to strengthen the level of stress resistance, it is necessary:

Lead a healthy and sporty lifestyle.
Restore the body after physical and mental stress.
Prevent the occurrence of stressful situations.

This is how the psyche is strengthened for full-fledged living in a social environment. Fresh air, exercise, adequate sleep, proper balanced nutrition are important factors for maintaining healthy image life.

A healthy attitude in life helps a person not to bend under the pressure of stressful situations, not to react painfully to conflict situations and to find the right ways to eliminate them.