Ways to resolve conflict situations. Way out of the conflict

It is hardly possible to completely avoid conflicts with an active lifestyle. Arguments, even constructive ones, often develop into conflicts and stress. How to learn to minimize conflicts and get out of them without loss.

Life in modern society is full of stress (see ""), and the most common cause of stress is the conflicts in which you voluntarily or involuntarily get involved.

Finding themselves in a confrontation with someone, many asked themselves the question: how to resolve this conflict? However, more often you have to think about how to get out of a difficult situation and at the same time maintain good relations or continue further cooperation.

Psychologists are increasingly saying that conflict is a completely normal state of the individual. That any person throughout his life is in conflict with other people, entire groups, or even with himself. And the ability to find mutual understanding with the conflicting party is perhaps the most important life skill that strengthens personal and professional relationships.

However, constant being in a conflict situation can have a destructive effect on a person’s personality, because he can feel depressed, lose confidence, and his self-esteem will decrease. Therefore, it is necessary to aggravate the conflict for a final resolution.

But in order to correctly determine which is better: avoiding conflict or resolving it, it is important to know the methods and styles of conflict resolution.

Conflict Resolution Styles

Scientists distinguish 5 main styles:

• rivalry (competition)
• cooperation
• compromise
• avoidance (avoidance)
• fixture

Competition style

If a person is active and intends to resolve a conflict situation in order to satisfy his own interests, the style of competition has to be applied. As a rule, a person, moving to resolve the conflict in his favor, sometimes to the detriment of other people, forces them to accept his way of solving the problem.

In this case, choosing the style of competition, you need to have the resources to resolve the conflict in your favor, or be sure that the result obtained is the only correct one. For example, a leader may make a tough authoritarian decision, but in the future it will give the desired result. This style prepares employees for submission without unnecessary ranting, especially in difficult times for the company.

It happens that such a model of behavior is resorted to because of weakness. If a person is no longer confident in his victory in the current conflict, then he may begin to kindle a new one. This can be seen most clearly in the relationship between two children in a family, when the younger one provokes the older one to some act, receives a “bashing” from him, and already from the position of the victim complains to his parents.

Also, a person can enter into such a conflict solely due to his inexperience or stupidity, simply not realizing the consequences for himself.

Collaboration style

The style of cooperation means that the subject tries to resolve the conflict in his own favor, but at the same time must take into account the interests of the opponent. Therefore, the resolution of the conflict involves the search for an outcome beneficial to both parties. The most typical circumstances when this style is used are the following:

• if both parties to the conflict have the same resources and capabilities;
• if the resolution of this conflict is beneficial, and neither side is removed from it;
• if there is a long-standing and mutually beneficial relationship between opponents;
• if each of the parties has quite understandable goals that they can explain;
• if each of the parties has other ways out of the crisis.

Collaborative style is used when each side has time to find common interests. But such a strategy requires tolerance and is effective if no changes in the alignment of forces of the opposing sides are foreseen in the future.

Compromise style

Compromise means that the opponents are trying to find a solution in which there will be some kind of mutual concessions. The use of this style is possible if the parties have the same resources, but their interests are mutually exclusive. Then the parties will come to some kind of temporary solution, and the benefits they will receive will be short-lived.

The most interesting thing is that it is a compromise that sometimes becomes the only possible way out of the conflict. When opponents are sure that they are striving for the same result, but they understand that it is impossible to achieve this at the same time.

Avoidance (avoidance) style

The avoidance style is usually used when the potential loss in a particular conflict is much higher than the moral cost of avoiding. For example, executives very often evade making a controversial decision, postponing it indefinitely.

If we talk about other positions, for example, a middle manager, then he can allegedly lose documents, voice useless information, refer to the fact that the superior is on a business trip. But delaying the decision on this issue can further complicate the problem, so the avoidance style is best used when it will not have serious consequences.

Fixture style

The style of adaptation is manifested in the fact that a person performs any actions, focusing on the behavior of other people, but at the same time does not seek to defend his own interests. He, as it were, recognizes in advance the dominant role of the opponent and concedes to him in their confrontation. Such a model of behavior can be justified only when, by yielding to someone, you lose too much.

• when it is necessary to maintain peaceful relations with another person or even a whole group;
• when there is not enough power to win;
• when victory is more important for your opponent than for you;
• when it is necessary to find a solution that suits both parties;
• when it is impossible to avoid conflict, and resistance can hurt.

For example, a competing company appears on the market, but with more significant financial, administrative and other resources. You can use all your strength to fight a competitor, but there is a high probability of losing. In this case, using the style of accommodation, it is better to look for a new niche in the business or sell the company to a stronger competitor.

Basic ways to resolve conflicts

All currently available conflict resolution methods can be divided into two groups:

• negative
• positive

Negative, that is, destructive, methods mean that victory will be achieved only by one of the parties, and then the result of the confrontation will be the destruction of the unity of the parties participating in the conflict.

Positive methods, on the contrary, allow maintaining the unity of the conflicting parties. But it is important to understand that such a division is rather arbitrary, since in practice both systems can be used simultaneously, while harmoniously complementing each other. After all, it is only in armed conflicts that the condition for victory is to achieve the superiority of one of the opponents.

In peaceful life, the main goal of the struggle is to change the conflict situation. But this can be achieved in various ways. The most famous are:

• to the impact on the opponent and his environment;
• to a change in the balance of power;
• to false or true information of the enemy about his intentions;
• to obtain a correct assessment of the situation and capabilities of the enemy.

Negative methods of conflict resolution

1. Restriction of the opponent's freedom

For example, in the course of a discussion, one can impose on an opponent a topic in which he is incompetent and can discredit himself. And you can also force the enemy to take actions that will be useful to the opposing side.

2. Disabling the governing bodies

In the course of the discussion, the policy of the leaders is actively discredited, and their position is refuted. For example, during the election campaign, many people resort to criticizing their opponents and even demonstrating their failure as politicians in favor of their position. Here, much depends on the amount of information received, which is distorted, as well as on the oratory of one of the opponents.

3. The delay method

This method is used to choose the right conditions for the final blow or to create a favorable balance of power. In wartime, it is actively used to lure enemy soldiers to their side. For peaceful purposes, it is successfully manifested in the discussion, if you take the floor last and give arguments that have not yet been criticized.

When using this method, there is a chance to lure the enemy into a trap prepared in advance and gain time or change the situation to a more profitable one.

Positive methods of conflict resolution

1. Negotiations

Negotiation is one of the most effective methods in conflict resolution. To achieve a truce, the form of open debate is used, which provides for mutual concessions, as well as full or partial satisfaction of the interests of both parties.

2. Method of principled negotiations

Unlike conventional negotiations, this form of conflict resolution involves following four basic rules (principles) that cannot be derogated from.

Definition of the concepts "participant in negotiations" and "subject of negotiations". For the first concept, not just a person is important, but someone with certain character traits: stress resistance, the ability to control one's behavior and emotions, the ability to listen to an opponent, the ability to restrain oneself and avoid offensive words and actions.

Orientation to common interests, and not to the position of each of the parties. After all, it is in opposing positions that the difference of interests manifests itself. The search for common conditions can reconcile the conflicting parties.
Thinking through solutions that are beneficial for both parties. The analysis of options that satisfy both parties leads to an agreement in any area.

Search for objective criteria. If the criteria are neutral for both parties, this will quickly lead the conflict to a logical resolution. But subjective criteria will always infringe on the interests of one of the parties. But objectivity will be achieved only if all aspects of the problem are understood.

Whatever methods and styles you use in finding a way out of a contentious situation, it is important to understand that a bad peace is better than a good quarrel. An unresolved conflict will take much more energy, time and health from you. Therefore, it is necessary to apply maximum efforts for its possible resolution.

APPROVE

PLAN-SUMMARY

To conduct a service training session for senior and middle command personnel

SUBJECT: Psychological preparation

TOPICS № 3.1.: “Social conflict. Ways to resolve conflict situations»

TIME: 13.20 – 15.00

PURPOSE OF THE LESSON: to form students' understanding of how to resolve conflict situations

VENUE: meeting room

METHOD OF CONDUCT: lecture

MAIN DOCUMENTS AND LITERATURE USED IN THE DEVELOPMENT OF THE SUMMARY:

1. Psychology of extreme situations for rescuers and firefighters./Under the general editorship. k. psychol. Sciences Yu.S. Shoigu. - M.: Smysl, 2007.

LOGISTICS: video projector

Conflict. Ways to resolve conflict situations

Multiple Choice Questionnaire.

1. Psychological maladaptation manifests itself:

In violation of the perception of space and time;

Violations of memory, attention, thinking;

In the manifestation of unusual mental states;

Expressed vegetative reactions.

Such changes have a significant impact on the behavior and effectiveness of professional activities.

2. Mental states

The mental state is an independent manifestation of the human psyche, always accompanied by external signs of a transient, dynamic nature, expressed most often in emotions, coloring the entire mental activity of a person and associated with cognitive activity, with the volitional sphere and personality as a whole.

3. feelings;

Mood (euphoria, anxiety, frustration, etc.);

Attention (concentration, distraction);

Will (decisiveness, confusion, composure);

Thinking (doubts);

Imagination (dreams), etc.

4. Maladaptive mental states

The criterion for identifying maladaptive mental states is a decrease or loss of a person's control over his state, which, in terms of strength of experience or duration, exceeds the person's regulatory capabilities.

5. Yerkes-Dodson Law

6. Prevention of adverse mental conditions

Main mechanisms:

The first mechanism is associated with the inclusion of volitional regulation;

The second mechanism includes cognitive reappraisal according to the principle “Not really needed”;

The third mechanism includes indirect cognitive control (involves the involvement of additional organizational, group, personal resources).

7. Types of conflict

Types of conflict

With human participation

Without human intervention

Intrapersonal

Social

interpersonal

Intergroup

8. Social conflict

Social conflict is the most destructive way to resolve significant contradictions that arise in the process of social interaction, which consists in countering the subjects of the conflict and is accompanied by pronounced negative emotions and feelings.

9. The conflict affects:

Mental states and as a result on the physical health of the participants;

The relationship of opponents;

Quality of individual activity;

Socio-psychological climate of the group;

The quality of collaboration.

10. Consequences of the conflict

constructive

destructive

11. Destructive consequences of conflict

Difficulties or impossibility of joint activities of the parties to the conflict;

Strengthening the personal hostility of the participants in the conflict, up to the formation of the image of the "enemy";

Opposition of the parties to the conflict in relation to each other, which damages professional activities;

Manifestation of unproductive competition in relation to other persons;

Reducing interpersonal communications up to their complete disappearance;

Decrease in the general background of mood and effectiveness of individual activity among the participants in the conflict.

12. Constructive consequences of conflict

In search and development of mutually acceptable solutions;

In removing the hostility of the participants in the conflict towards each other;

In an emotional discharge;

In the psychological renewal of relationships;

In the emergence of a deeper and adequate understanding between people.

13. Structure of the conflict:

Objective level

Subjective level

14. Objective level

The subject of the conflict, that is, because of what the conflict arises;

The main participants in the conflict;

Secondary participants in the conflict, that is, those who explicitly or implicitly support the main participants in the conflict;

Factors of the physical and social environment that directly affect the conflict;

Factors of the physical and macrosocial environment that indirectly affect the conflict.

15. Subjective level

The image of the conflict situation of each of the parties;

the needs of the parties;

The fears of the parties;

The positions of the parties;

The current mental state of the participants in the conflict;

Dynamic components of the individual psychological characteristics of the participants.

16. Map of the conflict

Party A's needs Party A's concerns

Individual psychological characteristics of side A

Current mental state of side A

Side A position

Minor members A

Side A

Conflictogenic factors

The subject of the conflict

Conflictogenic factors

Side B

Minor Members B

Side B position

Side B's current mental state

Individual psychological characteristics of side B

Party B's Needs B's Fears

17. Causes of the conflict:

Objective reasons

Socio-psychological reasons

Personal reasons

18. Objective reasons

1. Natural clash of significant material and spiritual interests of people in the course of their life;

2. Weak development of legal and other regulatory procedures for resolving social contradictions that arise in the process of human interaction;

3. Lack of material and spiritual benefits that are significant for the normal life of people;

4. Stable stereotypes of interethnic relations that contribute to the emergence of conflicts.

19. Socio-psychological reasons

1. Loss and distortion of information in the process of interpersonal and intergroup communication;

2. Unbalanced role interaction of people;

3. Different criteria for evaluating the results of activities and events;

4. Intragroup favoritism;

5. The atmosphere of competition and competition.

20. Personal reasons

1. High conflict;

2. Inability to see the situation from the side of another opponent or see the situation without being included in it;

3. The level of claims is inadequate to the abilities and capabilities, excessive ambition;

4. Subjective assessment of the partner's behavior as unacceptable, etc.

21, 22. Forms of conflict resolution and strategies of behavior of opponents

Rivalry Rivalry escalates into another conflict

rivalry concession settlement

Rivalry Compromise settlement

Rivalry Cooperation Settlement

Rivalry Retirement fading

Compromise Concession Settlement

Compromise Compromise settlement

Party A Party B Authorization Form

Compromise Cooperation settlement

Compromise Care attenuation

Care Assignment Decay

care cooperation fading

care care fade

Assignment Assignment Settlement

concession cooperation settlement

Cooperation Cooperation resolution of the contradiction that forms the basis of the conflict

23. Strategies of behavior

Rivalry

Compromise

Cooperation

24. Conflict dynamics

Stages of conflict development:

Development of the pre-conflict situation

The development of the conflict itself

Post-conflict development

25. Development of the pre-conflict situation

The emergence of an objective problematic situation of social interaction;

Its awareness by the subjects of problematic interaction;

Attempts to resolve in non-conflicting ways;

The beginning of a pre-conflict situation.

26. Development of the actual conflict

Incident;

Transition of a pre-conflict situation into an open conflict;

Conflict interaction;

Attempts to end the conflict;

End of the conflict.

27. Post-conflict developments

Partial normalization of interaction between the participants in the conflict;

Full normalization of interaction.

28. Main stages and phases of conflicts

29. Correlation of business and personal spheres in a long conflict

Lesson leader.

Unfortunately, people do not always manage to peacefully resolve all disputes and misunderstandings. Very often, completely out of nowhere, interpersonal conflict arises. What is the reason and why is this happening? What are the ways to resolve interpersonal conflicts? Is it possible to avoid them and live your whole life without conflict with anyone?

What is conflict?

Conflict is one of the ways to resolve problems and contradictions that arise as a result of interaction between individuals or groups of people. At the same time, it is accompanied by negative emotions and behavior that goes beyond the norms accepted in society.

During the conflict, each of the parties takes and defends the opposite position in relation to each other. None of the opponents wants to understand and accept the opinion of the opponent. The conflicting parties can be not only individuals, but also social groups and states.

Interpersonal conflict and its features

If the interests and goals of two or more people in a particular case diverge, and each side tries to resolve the dispute in its favor, an interpersonal conflict arises. An example of such a situation is a quarrel between a husband and wife, a child and a parent, a subordinate and a boss. This one is the most common and most frequently occurring.

Interpersonal conflict can occur both between well-known and constantly communicating people, and between those who see each other for the first time. At the same time, the relations are clarified by opponents face to face, through a personal dispute or discussion.

Stages of interpersonal conflict

The conflict is not just a dispute between two participants, arising spontaneously and unexpectedly. It is a process consisting of several stages, gradually developing and gaining momentum. The causes of interpersonal conflicts can sometimes accumulate for quite a long time before they result in open confrontation.

At the first stage, the conflict is hidden. At this time, conflicting interests and views are only brewing and forming. At the same time, both parties to the conflict believe that their problem can be solved through negotiations and discussions.

At the second stage of the conflict, the parties realize that it will not be possible to overcome their contradictions by peaceful means. There is a so-called tension, which increases and gains power.

The third stage is characterized by the beginning of active actions: disputes, threats, insults, the spread of negative information about the enemy, the search for allies and like-minded people. At the same time, mutual hostility, hatred, and anger accumulate between the participants.

The fourth stage is the process of resolving interpersonal conflicts. It can end with the reconciliation of the parties or a break in relations.

Types of interpersonal conflicts

There are many classifications of interpersonal conflicts. They are divided according to the severity, duration of the course, scale, form of manifestation, and expected consequences. Most often, the types of interpersonal conflicts differ in the reasons for their occurrence.

The most common is the conflict of interest. It occurs when people have opposite plans, goals, intentions. An example is the following situation: two friends cannot agree on how to spend their time. The first wants to go to the cinema, the second just wants to take a walk. If neither of them wants to make concessions to the other, and an agreement fails, a conflict of interest may arise.

The second type is value conflicts. They can arise in cases where the participants have different moral, worldview, religious ideas. A striking example of this type of confrontation is the conflict of generations.

Role conflicts are the third type of interpersonal confrontations. In this case, the cause is violations of the usual norms of behavior and rules. Such conflicts can occur, for example, in an organization when a new employee refuses to accept the rules established by the team.

Causes of interpersonal conflicts

Among the reasons that provoke conflicts, in the first place is This can be, for example, one TV or computer for the whole family, a certain amount of money for bonuses that needs to be divided among all employees of the department. In this case, one person can only achieve his goal by infringing on the other.

The second reason for the development of conflicts is interdependence. It can be a connection of tasks, powers, responsibilities and other resources. So, in an organization, project participants may begin to blame each other if, for some reason, it was not possible to implement it.

Conflicts can be provoked by differences in goals, in views, in ideas about certain things, in the manner of behavior and communication. In addition, the cause of confrontations can be the personal characteristics of a person.

Interpersonal conflicts in the organization

Almost all people spend most of their time at work. In the course of performing duties, disputes and contradictions often arise between employees. Conflicts in interpersonal relationships that occur in organizations very often hinder the company's activities and worsen the overall result.

Conflicts in organizations can occur both between employees holding the same position, and between subordinates and superiors. The reasons for the occurrence of conflicts can be different. This is the shifting of responsibilities to each other, and the feeling of unfair treatment of management, and the dependence of the result of employees on each other.

Not only disagreements over working moments, but also problems in communication between colleagues can provoke a conflict in an organization. Most often, the confrontation can be eliminated by employees on their own through negotiations. Sometimes the management of interpersonal conflicts is taken over by the head of the organization, he finds out the causes and tries to resolve the problems that have arisen. It happens that the case may end with the dismissal of one of the conflicting parties.

Interpersonal conflicts of spouses

Family life involves the constant solution of all kinds of everyday problems. Very often, spouses cannot find agreement on certain issues, resulting in interpersonal conflict. An example of this: the husband returned from work too late, the wife did not have time to cook dinner, the husband scattered dirty socks around the apartment.

Material problems significantly aggravate conflicts. Many domestic quarrels could be avoided if each family had enough funds. The husband does not want to help his wife wash the dishes - we will buy a dishwasher, there is a dispute over which channel we will watch - it does not matter, we will take another TV. Unfortunately, not everyone can afford this.

Each family chooses its own strategy for resolving interpersonal conflicts. Someone quickly concedes and goes to reconciliation, some can live for a long time in a state of quarrel and not talk to each other. It is very important that discontent does not accumulate, the spouses find a compromise, and all problems are resolved as quickly as possible.

Interpersonal conflicts of people of different generations

The conflict of "fathers and sons" can be considered in a broad and narrow sense. In the first case, it occurs within a single family, while in the second it is projected onto the whole society as a whole. This problem has existed at all times, it is not new for our century either.

The conflict of generations occurs because of the difference in views, worldview, norms and values ​​of young people and people of more mature age. However, this difference need not provoke conflict. The reason for the struggle of generations is the unwillingness to understand and respect the interests of each other.

The main features of interpersonal conflicts of generations are that they are much longer in nature and do not develop in certain stages. They can periodically subside and flare up again with renewed vigor in the event of a sharp infringement of the interests of the parties.

In order for your family not to be affected by generational conflict, you must constantly show respect and patience with each other. Old people should often remember that they were once young and did not want to listen to advice, and young people should not forget that in many years they will also become old.

Is it possible to live your whole life without conflict with anyone?

Few people like the constant swearing and quarrels. Many people would dream of living without ever having conflict with anyone. However, this is not possible in our society at the moment.

From early childhood, a person is in conflict with others. For example, the kids did not share toys, the child does not obey his parents. In adolescence, generational conflict often comes first.

Throughout our lives, we have to periodically defend our interests, prove our case. At the same time, conflicts cannot be avoided. We can only reduce the number of conflicts to a minimum, try not to succumb to provocations and avoid quarrels without good reasons.

Rules of conduct in a conflict situation

When a conflict arises, both participants want to resolve it as soon as possible, while achieving their goals and getting what they want. How should one behave in this situation in order to get out of it with dignity?

First you need to learn to separate the attitude towards the person with whom there was a disagreement, from the very problem that needs to be solved. Do not start insulting your opponent, get personal, try to behave with restraint and calmly. Argument all your arguments, try to put yourself in the place of the enemy and invite him to take your place.

If you notice that you are starting to lose your temper, invite your interlocutor to take a break to calm down and cool down a bit, and then continue to sort things out. To solve the problem as soon as possible, you need to see a specific goal and focus on ways to achieve it. It is important to remember that in any conflict situation, it is necessary first of all to maintain relations with the opponent.

Ways to get out of a conflict situation

The most successful way out is to find a compromise by the warring parties. In this case, the parties make a decision that suits all parties to the dispute. There are no reticences and misunderstandings between the conflicting parties.

However, not in all cases it is possible to reach a compromise. Very often the outcome of the conflict is coercion. This version of the outcome of the conflict is most typical if one of the participants occupies a dominant position. For example, a leader forces a subordinate to do as he pleases, or a parent tells his child to do as he sees fit.

In order to prevent the conflict from gaining strength, you can try to smooth it out. In this case, the person who is accused of something agrees with the reproaches and claims, tries to explain the reason for his actions and deeds. The use of this method of getting out of the dispute does not mean that the essence of the conflict is understood, and mistakes are recognized. Just at the moment the accused does not want to enter into a conflict.

Admitting your mistakes and repenting for what you have done is another way to resolve interpersonal conflict. An example of such a situation: the child regrets that he did not prepare the lessons and received a deuce, and promises his parents to continue to do homework.

How to prevent interpersonal conflicts

Each person should always remember that absolutely any dispute is better to prevent than to deal with its consequences later and repair damaged relationships. What is the prevention of interpersonal conflicts?

First you need to limit your communication with the potential to the maximum. These can be arrogant, aggressive, secretive personalities. If it is not possible to completely stop communicating with such people, try to ignore their provocations and always remain calm.

To prevent conflict situations, you need to learn how to negotiate with the interlocutor, try to find an approach to any person, respect your opponent and clearly formulate your positions.

In what situations should you not fight?

Before entering into a conflict, you need to think carefully about whether you really need it. Very often people begin to sort things out in cases where it does not make sense at all.

If your interests are not directly affected, and during the dispute you will not achieve your goals, most likely it makes no sense to enter into an interpersonal conflict. An example of a similar situation: on the bus, the conductor starts arguing with the passenger. Even if you support the position of one of the disputants, you should not get involved in their conflict without a good reason.

If you see that the level of your opponent is radically different from yours, there is no point in entering into an argument and discussion with such people. You will never prove to a stupid person that you are right.

Before getting involved in a conflict, you need to evaluate all the pros and cons, think about what consequences it can lead to, how your relationship with your opponent will change, and whether you want it, how likely it is that during the dispute you will be able to achieve your goals. Also, great attention should be paid to your emotions at the time of the threat of a quarrel. Perhaps you should use the tactics of avoiding the conflict, cool down a little and think carefully about the current situation.

Ways to resolve conflicts:

1. ignoring - an attempt to get out of the situation without resolving it

2. adaptation - change in property. positions

3. compromise - mutual concessions

4. confrontation - open struggle

5. cooperation

Practice shows that there are no unsolvable conflicts that could not be resolved without the use of force. Therefore, any attempt to resolve the conflict situation "peacefully" must be used. However, the approaches here are different. Such approaches that determine the style of behavior in a conflict situation are: 1) adaptation; 2) compromise; 3) cooperation; 4) ignoring; 5) rivalry. Consider these approaches and list the situations in which this approach is most appropriate.

Adaptation is a change in one's position, a restructuring of behavior, smoothing out contradictions, sometimes to the detriment of one's interests. This approach should be applied in the following cases:

You have to admit that you are wrong.

When it is more important to restore calm, rather than resolve the conflict;

Standing up for one's point of view takes time and considerable effort;

You don't particularly care what happened;

Compromise means accepting to some extent the position of the other side. An agreement is reached when both parties consider the chosen option to be fair, although it is not necessarily the best. A compromise approach involves giving in to the other side, which reduces mutual hostility and helps to relieve, at least temporarily, the accumulated tension. However, compromise prevents the actual resolution of the conflict, as it does not eliminate the causes that gave rise to it.

Cooperation as an approach to conflict resolution involves the joint development of a solution that satisfies the interests of all parties. This approach is preferred in cases where:

Integration of points of view and convergence of opinions of the parties is necessary;

It is required to find a common solution if each of the proposed solutions to the problem is too important and does not allow for compromise;

The main purpose of the discussion is to obtain broad information;

You have a long-term and mutually beneficial relationship with the other party. Rivalry as an approach in a conflict situation is used when:

The outcome is very important to you, and you make a big bet on your solution to the problem that has arisen;

You feel that you have no other choice, you have nothing to lose;

If the approaches discussed above allow conflict resolution with varying degrees of efficiency, then rivalry as an approach to resolving a conflict situation is completely unacceptable. The most effective way to resolve any conflict is to eliminate or change the causes that give rise to it in such a way that it automatically disappears.

Conflict, like a disease, is easier to prevent than to cure. There are quite a lot of means for the prevention of pre-conflict and conflict situations. Let's consider some of them.

The most effective means should be recognized as the elimination from business communication of judgments and assessments that could infringe on the honor and dignity of the interlocutor. Very undesirable and patronizing judgments and assessments, expressed with a sense of ill-concealed superiority or neglect. Of course, it is practically impossible to completely eliminate the evaluative approach to the subjects of conversation from business communication. Therefore, one should try to focus on positive judgments and assessments, remembering that all people more favorably accept positive information, and not negative, which often leads to conflict situations. Assessments should be as tactful as possible and not touch the interlocutor himself.

A good means of preventing conflicts is the ability to listen to the interlocutor, since it is a criterion for sociability. The extent to which the interlocutor is given the opportunity to speak largely depends on his disposition and confidence.

However, the most reliable means of preventing a conflict situation is a conscious rejection of any conflict. To do this, you need to learn how to avoid them. To begin with, consciously refuse to participate in quarrels. This refusal must be translated into the subconscious, that is, it must become a principle in your behavior, your psychological attitude.

In any conflict, no one can ever prove anything to anyone. Even by force. Negative emotional impacts block the ability to understand, take into account and agree with the opponent. The work of thought stops. And if a person is not able to think, the rational part of the brain is turned off, then there is no need to try to prove something. It just doesn't make sense.

If you still lost control of yourself and did not notice how you were drawn into the conflict, try to do the only right thing in this case, shut up. Your silence will allow you to get out of the quarrel and stop it. Indeed, two parties usually participate in any conflict, and if one of them has disappeared, then there will simply be no one to quarrel with.

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There are three ways out of the conflict: violence, separation, reconciliation.

Prerequisites for conflict resolution:

Sufficient maturity of the conflict;

The need of the subjects of the conflict to resolve it and the ability to do so;

Availability of the necessary means and resources (material, political, human) to resolve the conflict.

The process of resolving any conflict consists of three stages:

A) preparatory (diagnostics of the conflict);

B) development of a resolution strategy and choice of technology;

C) direct practical activities to resolve the conflict, the implementation of a set of methods and means.

Conflict resolution methods: negative (victory of one over the other) and positive (unity).

Negative methods include all types of struggle aimed at achieving victory by one side over the other: obtaining the necessary freedom of action, the method of using one side in its own interests of the enemy’s reserves, disabling the enemy’s control centers, the procrastination method (choosing a place and time for inflicting a decisive hit).

Positive methods: negotiations.

Conflict management there is a purposeful influence on the conflict process, which ensures the solution of socially significant tasks.

Conflict management is its translation into a rational channel of people's activities, a meaningful impact on the conflict behavior of social actors in order to achieve the desired results; this is the limitation of the confrontation within the framework of a constructive influence on the social process.

Conflict management includes:

Conflict prediction;

Prevention of some and at the same time stimulation of others;

Termination and suppression of conflicts;

regulation and permission.

Active intervention in the emerging conflict process can take various forms: conflict regulation, suppression and resolution.

Conflict regulation is the action of a controlling subject with the aim of mitigating, weakening or transferring it to a different direction and to a different level of relations. The problem of conflict regulation is the problem of limiting its negative impact on social relations and transferring it to socially acceptable forms of development and resolution.

Stages of conflict management:

Recognition and identification as a reality;

Legitimization of the conflict;

Institutionalization and rationalization of the conflict;

Weakening it and transferring it to another channel and to another stage.

Suppression of a conflict is the forcible elimination of one or both sides without eliminating the causes and subject of the confrontation. The most unacceptable method of dealing with conflict.

Compromise is the best way to resolve conflict. It means that all conflicting parties are looking for a solution to the problem based on mutual concessions. This style is most effective in situations where both opposing subjects want the same thing, but are sure that at the same time their desires are impossible to fulfill.

A positive method of conflict resolution is negotiation.

Negotiations are a joint discussion by the conflicting parties with the possible involvement of a mediator of disputed

s in order to reach an agreement. They act as a kind of continuation of the conflict and at the same time serve as a means of overcoming it. In the event that the emphasis is on negotiations as part of the conflict, they tend to be conducted from a position of strength. If negotiations are understood precisely as a means of resolving the conflict, then they take the form of honest, open debates, calculated on mutual concessions.

1. Recognize the existence of conflict, i.e. to recognize the existence of opposite goals, methods of opponents, to identify these participants themselves.

2. Determine Negotiation Opportunity, it is advisable to agree on the possibility of holding negotiations and clarify with or without a mediator which mediator.

3. Agree on the structure of negotiations. Determine where, when and how negotiations will begin.

4. Reveal circle

s that are the subject of the conflict. The main problem is to define, in shared terms, what is in conflict and what is not.

5. Develop solutions. The parties, when working together, offer several solutions with the calculation of the costs for each of them, taking into account the possible consequences.

6. Make an agreed decision.

7. Put the decision into practice. If the process of joint action ends only with the adoption of a well-thought-out and agreed-upon decision, and then nothing happens or changes, then such a situation can be the detonator of other, stronger and more prolonged conflicts.