Passive and active ways to resolve interpersonal conflicts. Positive Conflict Resolution Techniques

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

Live in modern society full of stress (see “”), and most common cause Conflicts in which you voluntarily or unwittingly become involved become stressful.

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 still maintain good relationships or continue further cooperation.

Psychologists are increasingly saying that conflict is quite normal condition personality. 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, constantly being in a conflict situation can have a destructive effect on a person’s personality, because he may feel oppressed, lose confidence, and his self-esteem will decrease. Therefore, it is necessary to escalate the conflict for a final resolution.

But in order to correctly determine what is better: to avoid conflict or resolve it, it is important to know the methods and styles of conflict resolution.

Conflict resolution styles

Scientists identify 5 main styles:

• rivalry (competition)
• cooperation
• compromise
• avoidance (evasion)
• device

Competition style

If a person is active and intends to resolve a conflict situation to satisfy his own interests, he has to use a competitive style. As a rule, a person, moving towards resolving a conflict in his own favor, sometimes to the detriment of other people, forces them to accept exactly his way of solving the problem.

In this case, when choosing a competition style, 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 can make a tough authoritarian decision, but in the future this will give desired result. This style prepares employees to obey without unnecessary ranting, especially in difficult times for the company.

It happens that such behavior is resorted to due to weakness. If a person is no longer confident in his victory in the current conflict, then he can 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 do something, receives a “bashing” from him and, from the position of the victim, complains to the 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 cooperation style 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, conflict resolution involves searching for an outcome that is beneficial to both parties. The most typical circumstances when this style is used include the following:

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

The style of cooperation is resorted to in cases where each party has time to search for common interests. But such a strategy requires tolerance and is effective if no changes in the balance of power of the warring parties are expected in the future.

Compromise style

Compromise means that opponents are trying to find a solution in which there will be some kind of mutual concessions. Using 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 benefit they will receive will be short-term.

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

Avoidance style

The avoidance style is usually used when the potential loss in a particular conflict is much greater than the moral costs that avoidance will cause. For example, executives very often avoid making a controversial decision, postponing it indefinitely.

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

Fixture style

The adaptation style is manifested in the fact that a person performs some actions, focusing on the behavior of other people, but does not strive to defend his interests. It is as if he recognizes in advance the dominant role of his opponent and concedes to him in their confrontation. Such a model of behavior can be justified only when, by giving in to someone, you lose too much.

• when it is necessary to maintain peaceful relations with another person or even an entire 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 cause harm.

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

Basic methods of conflict resolution

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 by only one of the parties, and then the result of the confrontation will be the destruction of the unity of the parties taking part in the conflict.

Positive methods, on the contrary, help maintain the unity of the conflicting parties. But it is important to understand that such a division is quite 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 the achievement of superiority by one of the opponents.

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

• to influence the opponent and his environment;
• to a change in the balance of forces;
• to false or true information from the enemy about his intentions;
• to obtain a correct assessment of the situation and the enemy’s capabilities.

Negative methods of conflict resolution

1. Restriction of the enemy’s freedom

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

2. Disabling control bodies

During the discussion, the leaders' policies are actively discredited and their positions are refuted. For example, during the election campaign, many people resort to criticizing their opponents and even demonstrating their failure as politicians in favor of his 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 select suitable conditions for the final blow or to create a favorable balance of forces. IN war time actively used to lure enemy soldiers to their side. For peaceful purposes, it is successfully manifested in a discussion if you take the floor last and present 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 advantageous one.

Positive Conflict Resolution Techniques

1. Negotiations

Negotiations are one of the most effective methods in conflict resolution. To achieve a truce, a form of open debate is used, which involves mutual concessions, as well as full or partial satisfaction of the interests of both sides.

2. Method of principled negotiations

Unlike ordinary negotiations, this form of conflict resolution involves following four basic rules (principles) from which one cannot deviate.

Definition of the concepts “negotiator” and “subject of negotiations”. For the first concept, it is not just a person who is important, but someone who has certain character traits: resistance to stress, 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.

Focus on common interests, and not on the position of each party. After all, it is in opposing positions that the difference of interests manifests itself. Search general conditions can reconcile conflicting parties.
Thinking through solutions that are beneficial for both parties. Analysis of options that satisfy both parties leads to 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 to find a way out of a controversial 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, you need to apply maximum efforts to resolve it.

Federal Agency for Education of the Russian Federation

State educational institution higher professional education

Tula State University

Department of Psychology

Discipline "Psychology"

Coursework

Topic: “Interpersonal conflicts: types, methods of resolution”

Completed by: st.gr. 820381an2 *** E.S.

Checked by: Assistant of the Department of Psychology

Borodacheva O.V.

1. Introduction……………………………………………………………………………….3

2. General concept conflicts………………..…………………………………………..4.

3. Interpersonal conflict………………...……………………………………………………………6

3.1 Reasons interpersonal conflicts……………………..…………………..8

3.2 Functions of interpersonal conflict…………………..……………………….9

3.3 Types of interpersonal conflicts………………………….………………….10

3.3.1 Interpersonal conflicts in society………………………….10

3.3.2 Interpersonal conflicts in the organization…………...………11

3.3.3 Interpersonal conflicts in the family………………..……………….12

3.4 Permission…………………...……………………………………………………………….13

4. Conclusion……………..………………………………………………………………..15

5. List of references………………………………………………………………..16

1. Introduction.

We are always surrounded by other people, forming a circle of friends, acquaintances, neighbors, distant and close relatives. We look forward to meeting them, we try to extend the time of communication, but sometimes the presence of other people burdens us. There are times when we ourselves unsuccessfully try to talk to at least someone. We get more or less satisfaction from the time we spend together. Often communication develops into a ritual, a game: relationships acquire a routine character, become stereotypical, schematic. When we feel that contact is uninteresting and gives us nothing, we come to understand the meaninglessness and absurdity of relationships. It also happens that communication with someone is too painful and threatens our mental health. But the reason for dissatisfaction with contacts with people can sometimes be identified by a person’s single complaint about the unfair treatment of other people. Such a reason could be family conflicts, quarrels at work, painful shyness, inability to find a partner, failure in love, problems with children or other family members. All this is interpersonal conflicts. We feel irritated when we lose mutual trust, sometimes our relationships are threatened by despondency and routine.

Conflict is inevitable social life. How to solve the problem of emerging and brewing conflicts, how to prevent them, how to manage them - this is the question facing modern man. People are trying to learn to avoid conflicts and resolve them in the right way. In his course work I will consider what conflicts and interpersonal conflicts are, their types, functions, causes and methods of resolution.

2. General concept of conflicts.

Every person in his life has had to deal with conflict situation. Conflicts take great place in our life. Neither at work, nor at home, nor in any other unit of society, no matter how hard you try, conflicts cannot be avoided. It is impossible for two people to live without quarrels loving friend a friend to people, let alone a team in which someone dislikes someone for something. Psychologists around the world unanimously say: “Conflict is an essential attribute of relationships.” What is conflict?

The word "conflict" in Latin means "clash." Conflict is “a situation in which parties communicate that their potential positions are incompatible beyond the intention of the other party” (Boulding).

A conflict is a clash of opposing interests, goals, positions, opinions of two or more people. In any conflict situation, the participants in the conflict and the object of the conflict are identified. The object of the conflict becomes what each of the conflicting parties claims, what causes their opposition, the subject of their dispute, obtaining by one of the participants, completely or partially depriving the other party of the opportunity to achieve their goals.

Any conflict has time boundaries - the beginning and end of the conflict. The beginning of a conflict is characterized by the emergence of the first acts of counteraction.

You can quite clearly imagine the process of conflict development over time, based on a step-by-step analysis of conflicts. In this regard, we will introduce four stages in the development of an elementary conflict.

The first stage is the beginning of the conflict, when the novice side has taken its step in the conflict, but the second has not yet done so.

The second stage is the height of the conflict, the parties take actions aimed at clarifying the relationship.

The third stage is the final stage, which begins from the moment when one party has taken the first step that objectively contributes to the end of the conflict, while the parties are in a state of direct contact. The final stage lasts until the end of the conflict or until direct contact between the parties is interrupted.

The fourth is the interruption stage, when direct contact between the parties is stopped, but one party, or both, still perform actions that can be attributed to the conflict.

There are 5 types of conflict:

· Intrapersonal conflict (an acute negative experience caused by a protracted struggle between structures inner world personality, reflecting contradictory connections with social environment and delayed decision making).

· Interpersonal conflict (a clash of opposing goals, motives, points of view of interests of the participants in the interaction)

· Intergroup (conflict in which the subjects are groups pursuing goals incompatible with the goals of the opposing group)

· Between an individual and a group (a conflict that arises if an individual takes a position that differs from the position of the group, when the expectations of the group are in conflict with the expectations of the individual)

· Social conflict (conflict, the immediate cause of which is disagreement social groups in motivation labor activity, deterioration of their economic and status position in general or in comparison with other groups, decrease in the degree of satisfaction with joint work)

In my test and coursework, I will examine interpersonal conflict in detail.

3. Interpersonal 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.

Interpersonal conflicts have their own specifics in comparison with other types of conflicts.

1. Each participant strives to prove that he is right, often resorting to blaming the opponent’s opinions, but not to actual argumentation of his views.

2. In a conflict, all parties involved have acute negative emotions that the subjects are no longer able to control.

3. A negative attitude towards the opponent, inadequate emotions and moods prevail even after the conflict is resolved.

The system of interpersonal relations is the main area where interpersonal conflict arises. The system will be disrupted if its participants have opposing opinions or disagreement with already established methods of interaction. Conflict resolution will occur when harmony is restored within the system of interpersonal relations; either by restoring previous attitudes or modified ones, or by creating new views accepted by all.

IN interpersonal relationships often there are contradictions ( conflicts ) , arising between people in connection with the solution of certain issues of social and personal life. Among the many reasons that give rise to conflict, incompatibility in physical, psychological, social and ideological terms occupies a certain place. Contradictions in interpersonal relationships do not always lead to conflicts; many of them are resolved peacefully. Others cause confrontation and are resolved in it.

Conflict management includes interpersonal ways of resolving conflict situations. There are five main styles of conflict resolution, or strategies for behavior in conflict situations: Evasion, Smoothing, Coercion, Compromise, Cooperation.

Conflict– a collision of oppositely directed goals, interests, positions, opinions or views of the subjects of interaction, accompanied by negative emotional states.

Depending on the number of participants, conflicts are divided into intrapersonal, interpersonal, between an individual and a group, and intergroup. .

Intrapersonal conflict. A state of a person’s dissatisfaction with any circumstances of his life, associated with the presence of conflicting interests, aspirations, needs, etc. Personal development is impossible without overcoming internal contradictions and resolving psychological conflicts.

Unresolved intrapersonal conflicts cause frustration and anxiety, hinder personal growth, and make a person more vulnerable.

Interpersonal conflict . This is the most common type of conflict. The conflict is based on contradictions between people, the incompatibility of their views, interests, and needs. IN educational institutions it can arise between participants in the pedagogical process in various options: teacher - student, student - student, teacher - teacher, etc.

Conflict between individual and group. Deviation of a group member from the norms of behavior and communication established by the group can lead to conflict. One of the common conflicts of this type is the conflict between student group and a teacher. Such conflicts occur most severely with an authoritarian style of pedagogical communication.

Conflict interaction can have both negative and positive consequences of resolution. If conflicts contribute to making informed decisions and developing relationships, they are called constructive. Conflicts that prevent effective interaction and decision making are called destructive. To direct conflicts in constructive directions, you need to be able to analyze them, understand their causes and possible consequences.

General characteristics of behavior strategies in conflict :

1. Rivalry. His distinctive feature boils down to the desire to achieve one’s own goal, to defend one’s own position at any cost, to force others to accept precisely this vision of solving the problem. The one who adheres to this strategy tries to force others to accept his point of view; The opinions of others do not interest him.

2. Cooperation. Involves a joint solution to the problem that gave rise to the conflict. With this strategy, participants recognize each other's right to own opinion and are ready to understand it, which gives them the opportunity to analyze the causes of disagreements and find a solution acceptable to everyone. One who relies on cooperation does not try to achieve his goal at the expense of others, but looks for a solution to the problem.

3. Compromise. The resolution of the contradiction is carried out on the basis of mutual concessions. This style is characterized by accepting the other side's point of view, but only to the extent to a certain extent. There is a possibility that after some time, dysfunctional consequences of a compromise solution may appear, for example, dissatisfaction with “half-hearted solutions.” In addition, the conflict in a slightly modified form may arise again, since the problem that gave rise to it remains unresolved.

4 . Avoidance. Those who adhere to this strategy typically avoid resolving the conflict and ignore it. This strategy may be appropriate if the situation can resolve itself (this is rare, but it does happen) and if the conditions for effective conflict resolution are not present now, but they will appear after some time.

5. Device. This style is manifested in unilateral concessions: when acting together with someone, a person gives in to another and, without trying to defend his own interests, sacrifices them for the sake of the interests of the opposite party. The “accommodator” tries to prevent signs of conflict from appearing, calling for solidarity. At the same time, the problem underlying the conflict is often ignored. The result may be temporary peace. Negative emotions do not “spill out”, but they accumulate. Sooner or later, an unresolved problem and accumulated negative emotions will still lead to a conflict, the consequences of which may turn out to be dysfunctional.

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

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

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

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

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

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

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

The work consists of several stages.

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

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

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

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

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

Conflict management is a targeted impact on eliminating (minimizing) the causes that gave rise to the conflict, or on correcting the behavior of the participants in the conflict.

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

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

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

interpersonal methods or styles of behavior in conflicts;

negotiation;

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

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

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

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

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

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

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

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

Clarifying job requirements is one of the effective methods management and conflict prevention. Each specialist must clearly understand what results are required of him, what his duties, responsibilities, limits of authority, and stages of work are. The method is implemented in the form of compiling the corresponding job descriptions(position descriptions), distribution of rights and responsibilities across management levels,

Coordination mechanisms represent the use structural divisions in organizations that, if necessary, can intervene and resolve controversial issues between them.

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

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

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

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

The ability to remember your interests in a conflict situation is important. If "victory" in a conflict has something different great importance Compared to the strength of negative emotions in a conflict situation, one can avoid participating in the conflict.

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

hidden desires and interests of the parties;

what is required to satisfy these hidden desires and interests.

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

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

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

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

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

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

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

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

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

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

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

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

development of alternatives: their joint creative search;

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

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

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

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

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

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

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

The article provides an analysis of such a phenomenon as interpersonal conflict. The most characteristic causes, main signs and features of interpersonal conflict, its varieties, possibilities of prevention and overcoming are considered.

In psychological science, a conflict that arises during the interaction (communication) of one individual (or several) with another (others) is usually called interpersonal.

Interpersonal conflict is a kind of confrontation between participants in a separate situation, when they perceive events as psychological problem, requiring mandatory permission in favor of either all or individual participants in such interaction.

An obligatory phenomenon in interpersonal conflict in society is contradictions between people - obstacles in communication, communication, finding a common language or achieving individual goals, motives and interests.

Causes and signs of occurrence

The concept of interpersonal conflict has a number of features and characteristic features:

• presence of objective contradictions– they must be significant for each conflicting party;
• the need to overcome contradictions as a means of establishing relationships between participants in a conflict situation;
• participant activity– actions (or lack thereof) aimed at achieving one’s interests or reducing contradictions.

The causes of interpersonal conflicts are very diverse and depend on the socio-psychological context of a particular situation, the characteristics of an individual, the nature of relationships between people, etc.

The classification of reasons can be presented as follows:

1. Resource– reasons related to limitations or insufficiency of material and human resources, their quantitative and qualitative indicators.
2. Interdependencies– act as causes of conflicts during the implementation of relationships related to power, authority, performance of common tasks, emotional attachment, including family and sexual.
3. Target differences as causes of conflicts manifest themselves in real or imaginary differences in the goals of the parties to the conflict, which are considered as a threat to the realization of their own results and expectations in a given situation.
4. Value-motivational Differences in the quality of the cause of conflict occur when approaches to assessing the situation, the actions of other people and one’s own, as well as the motives for action are incompatible.
5. Behavioral– the essence of these reasons is manifested in differences life experience participants in the conflict, as well as the manner of behavior in a certain situation.
6. Communication– reasons arising during inappropriate communication.
7. Personal– these reasons appear in the process of conflict between the parties to the conflict, when they show their individual and personal characteristics.

The causes of the conflict may vary depending on the specifics of its participants. Thus, in adolescence, the following become characteristic of a person:

• increased self-esteem (if it is hurt, the teenager is inclined to defend it through conflict interaction);
• unambiguity and ultimatum of moral assessments and criteria (anything and everything that does not correspond to the values ​​of a teenager is criticized);
• biased level of aspirations - overestimated or underestimated (the desire to prove something to the whole world or unfounded pessimism and disbelief in one’s own capabilities);
• maximalism in everything (there is no “golden mean”, which often leads to tension in relationships with others).

In a family, the causes of interpersonal conflicts are also specific: from banal incompatibility of characters or gender-role differences, to discrepancies in understanding family traditions and values ​​(raising children, sharing responsibilities, duties, etc.).

Types and structure

The structure of interpersonal conflict is quite simple and understandable. Conflictologists identify the following elements:

1. Participants– all those who, one way or another, are involved in the conflict process. Types of participants: those who directly entered into conflict, “support groups” of opposing individuals, neutral people (those in conflict are trying to win them over to their side), influential individuals (group leaders, bosses, moral authorities).
2. Item- an imaginary or objectively existing problem, due to which there is a quarrel (discord) between the parties to the conflict.
3. An object– a value of a certain kind (spiritual, material, social), which is in the sphere of interests of the conflicting participants and which they strive to possess or use.
4. Micro and macro environment, in which the conflict occurs at various stages and spheres: at the intrapersonal, personal, social, spatio-temporal level.

The typology and types of interpersonal conflicts have many varieties. Depending on the nature of the issues involved, conflicts can be:

• value(conflicts regarding significant ideas and basic values ​​of the individual);
• interests(conflicts affect incompatible and contradictory interests, aspirations and goals of participants in a certain situation);
• regulatory(conflicts arise when rules and norms of behavior are violated during the interaction of individuals).

Depending on the dynamics of the conflict, they are divided into:

• spicy(occur here and now, affect significant events and values), as an example: deception in a married couple;
• protracted(last for a long period of time with average, but constant, tension, affect problems that are significant to the individual) - conflict of generations, fathers and children;
• sluggish(not intense, flares up from time to time) - a conflict between people working together who are not suitable for each other in character.

Stages and consequences

Each conflict necessarily goes through certain stages and phases, which are characterized by the degree of intensity, duration and consequences:

1. Hidden, implicit stage interpersonal conflict. It is the foundation for the emergence of conflict and is revealed in the individual’s dissatisfaction with something - status in a team, unfair salary, inability to possess something, inadequate assessment of others, etc. If internal displeasure is not overcome, the next stage develops.
2. Tension stage. The conflict breaks out. Here, the positions of the parties to the conflict and the opportunities to reduce confrontation or increase it take place.
3. Confrontation stage. Antagonism intensifies in positions and in conflicting relationships. Active conflict actions are taking place.
4. Completion stage. Either the conflict is completely resolved when the parties are able to reach an agreement. Or partial completion - the conflict is preserved at a certain stage and tension decreases. Or there is a complete break in the conflicting relationships and the emergence of preconditions for conflict at a deeper level.

Resolution methods

Ways to resolve interpersonal conflicts show the intentions of the parties to the conflict, strategies for building relationships in a tense situation:

1. Offensive strategy manifests itself in a forceful conflict resolution scenario. The only winner here is the one who acts in his own interests and imposes them on the other conflicting party. The means to achieve results are dominance over others, emotional pressure, tricks and manipulation.
2. Avoidance and withdrawal strategy. In essence, the conflict is not resolved, but its tension is reduced by ignoring or changing the attitude towards the subject of the conflict. Or, here there are concessions from one of the parties to the conflict, a departure from their interests in order to preserve the relationship.
3. Treaty strategy. A choice is made optimal solution conflict through the negotiation procedure and achieving a mutually beneficial result.

Prevention and principles of behavior in conflict

Avoidance of conflict and its prevention is facilitated by a preliminary assessment of any tense situation in relationships and response to it:

1. Managing a conflict situation should include mandatory meetings of the parties to the conflict, where the causes of the conflict and ways to overcome it are identified.
2. A necessary principle of behavior in conflict is the setting of common goals of the conflicting parties, which are understood and accepted by everyone. This is how cooperation is formed.
3. An important principle of behavior is to agree to invite a mediator to resolve the conflict. This can be one person or a group of people who are equally trusted by both one and the other side of the confrontation. The mediator's decision is unconditional and binding on all parties to the conflict.

Video: How interpersonal conflict arises