Possible ways to resolve the conflict. Scientific electronic library
Ways, methods and methods of conflict resolution everyone needs to know, because sooner or later in life one has to face difficult situations of disputes and contradictions. Everyone wants to get out of an acute situation with dignity, while not spoiling relations with another person and a group of people. However, most often the conflict takes a more critical form and leads to a break in relations. How to learn to resolve issues of disagreement, and if possible avoid them altogether?
Conflict is inherently a normal state of human personality. It is collisions with others that indicate that the individual realizes his life activity. At the same time, it is extremely necessary to know the mechanisms for resolving conflict situations, since this knowledge will help strengthen relationships in the social, professional and personal spheres. Skill resolve conflict quickly and competently- a very necessary skill that is useful for organizing a comfortable environment around you and in the team in which you have to be.
Most people are not even aware of what conflicts they are involved in, what events in their lives can be attributed to such acute situations, and what are the reasons for the appearance of disagreements. For a person, discord has an extremely negative effect, since all disagreements with others first of all give rise to an intrapersonal conflict. Which, in turn, leads to poor health, nervousness, changes the character of a person in a negative direction. Have you noticed how a pessimist with an established program of a loser gradually develops from a cheerful acquaintance? The problem of such people is hidden in the wrong communication in society. If you are not happy with such a prospect of metamorphosis, you should find out what are ways and means of conflict resolution.
The term conflict in psychology is defined as a clash of inappropriate and polar aspirations in relationships between people, in social groups and within oneself, which leads to emotional experiences.
Conflicts arise on the subject of contact of ideas, views, interests. The conflict is especially acute when it comes to one's own achievements, goals, desires, ideas and motivations. The mechanism of the influence of the conflict on a person: a collision - an emotional shock - a desire to feel one's significance, to ensure one's safety, to retire.
Ways to resolve conflicts
Options and ways to resolve conflicts are varied. In those situations where the interests and opinions of each other are affected, there are various aspects of people's behavior worked out by specialists. Based on this analysis, main ways to resolve conflict situations:1. Competition.
Such a strong-willed way of resolving a controversial situation is suitable for strong personalities who are active and determined to realize their own interests, first of all, without relying on the interests of other individuals who are in the work process. A distinctive feature of such people is the ability to force others to accept his means of resolving disagreements.This method is the sharpest of all the other conflict resolution options. Suitable for those who have a powerful reserve of internal strength in order to turn the tide and win over others to their side. Most often, such methods of conflict resolution are acceptable for leaders. In this case, it is easiest to achieve the subordination of employees, the positive fulfillment of the tasks set, and set the team up for the success and prosperity of the company. It is strong personalities that are able to lead organizations out of crisis, raise the general spirit and mood of the team for efficient work and achieve positive results.
Competition implies a strong position in the person who resorts to this type of dispute resolution. However, there are often people who use this method of neutralizing the current conflict because of their own weakness. A familiar situation when a person loses hope of resolving the situation in his favor and resorts to inciting a new contradiction with others. So, children often provoke their elders, getting what they deserve, already acting as a victim, complaining to their parents about the behavior of another child, whom he himself pushed to hurt himself or hurt himself. It is not uncommon for people to act as provocateurs solely because of their stupidity. This situation is the most difficult and difficult to resolve in a team, especially if the boss becomes the culprit of the next conflict, which is difficult to resist due to subordination. Ways to resolve the conflict are diverse, however, having decided to resolve the confrontation in this way, you need to be confident in your own abilities and definitely know that the chances of stabilizing the situation in your favor are very high.
2. Evasion.
There are a variety of ways to resolve conflicts, however, it is reasonable to use this method when the advantage of the opposing force becomes obvious."Escape" considered to be cowardice and weakness, but not when it brings an advantage in further work and in relationships. More than once, most likely, you have come across how leaders are playing for time, delaying the adoption of a resolution, and postponing the resolution of issues for an indefinite period. The justifications for this are varied. Remember that there is a risk of a complete fiasco, since it is quite difficult to avert the inevitable, and you should not constantly get carried away in this way of resolving conflict situations.
However, there are situations when it is reasonable to use evasion to buy time. This is a manifestation of the strong and smart side of the personality. True, one should clearly distinguish between the desire to avoid responsibility and be in a wait-and-see position in order to resolve the conflict in one's favor. Luck may not turn around for you, then defeat can be a strong blow and emotional shock (awareness of one's own indecision). Therefore, use this way of resolving contradictions wisely.
3. Fixture.
In this form, you can resolve differences in the case when you recognize the dominance of the opponent. Here you have to neglect your interests for the sake of settling disputes. You can regard adaptation as a manifestation of weakness, or as a reasonable position if:Yielding to your opponent, you do not suffer great losses;
the priority for you is to maintain friendly relations with a colleague or team;
you do not have all the necessary resources and power to suppress differences;
you realize the importance of the opponent's victory over you;
resistance and continuation of the struggle can significantly harm one's own interests, further career and health;
the competitor has too powerful suppression levers, it is necessary to adapt, look for loopholes and other ways to resolve the conflict in order to stay afloat and develop stronger than the rival in the future;
you are aware of the pitfalls behind the decision. By giving an opportunity to an opponent to implement an idea, you gain an advantage in case of confirmation that this decision on the part of the opponent was reckless.
4. Cooperation.
This way of resolving the conflict is based on the fact that both sides find favorable positions for reconciliation and, without resorting to ignoring their own and others' interests, enter into positive interaction. All methods of conflict resolution have their pros and cons, however, this way to resolve disputes is the most favorable.When both parties accept responsibility, have all the necessary resources to reduce or complete elimination of the conflict then they are ready, taking into account mutually beneficial decisions, to continue cooperation. This position is definitely for tactful and strong individuals who are able to express and voice their opinions, goals, desires, intentions and listen to the opponent in order to come to a common conclusion.
As a rule, those organizations that are far-sighted and able to find more global facets of common interests face this form of conflict resolution. Proper prioritization allows later to resolve disputes at intermediate levels of a narrow direction or temporary nature. This is a manifestation of strength.
If the decision is due to weakness, then such cooperation is more likely to take the form of accommodation. However, this option is not negative if there are no sharp changes in the distribution of opposing forces in the near future.
5. Compromise.
When choosing conflict resolution methods, one should not forget about such a way of resolving disagreements as the desire of both parties to compromise solutions. Sometimes this can be the only rational way to suppress the conflict. This method is suitable for those individuals who seek to realize common interests, but believe that their simultaneous achievement is unlikely. This situation often arises when the parties have an excellent margin of opportunity, but have different schemes for winning the result and mutually exclusive interests. In this case, the best option is short-term cooperation on compromise terms and gaining benefits for both parties.Ways to resolve conflicts
All currently existing conflict resolution methods are of two types and carry two results of confrontation settlement:Negative methods;
positive methods.
Negative ways to resolve conflict include obligatory struggle with the subsequent destruction of the unity of relations. Regulating problems with positive methods, both sides either come to an agreement, or subsequently retain the ability to interact, negotiate and constructively dialogue.
In practice, both methods complement each other, since the element of struggle is equally inherent in any method of settling disputes. In order to come to a consensus, it is necessary to defend your own interests, set priorities, put pressure on opponents to incline to your side. Moreover, creative rivalry gives rise to new ideas, gives impetus to the development of technologies, brings to life the innovation necessary for further development. In addition, we remember the saying that " truth is born in a dispute».
Although the types of wrestling are diverse, they all have common features. Purpose of the fight- the direction of the conflict situation in the direction of reconciliation or victory. Nevertheless, each side considers it its duty to remain in a superior position. Fighting is impossible without an awareness of the chances of victory, strategy, the right time and place to strike.
There are the following ways to reverse the situation:
Direct or indirect influence on the opponent;
a change in the balance of opposing forces;
informing the opponent about his intentions both properly and truthfully;
analysis of the capabilities of the enemy and their forces.
Conflict resolution methods
Conflict resolution methods can overlap and be combined with various types fight. You can consider the main ones.1. The desire to achieve victory in order to gain authority and space for the implementation of their further actions.
the main objective- this is the destabilization of the opponent by suggesting to him those in which he is weak. It is important to weaken the position of the opponent, to limit his freedom, to sacrifice one's own benefits in order to obtain better positions and mechanisms for further suppression of the opposing side.2. Using the resources of the opponent to achieve their own benefit.
The main goal is to incline the enemy to those actions that will bring obvious benefits for themselves.3. Criticism of the workflow of rivals.
The purpose of this method of struggle is to reveal, expose and disable the opponent's key control centers. Exposure, discredit, refutation, criticism, disclosure of the negative side helps to gain time and prepare a platform for the realization and promotion of one's own interests.4. Tightening.
Aspects such as the speed and timeliness of striking play a fundamental role in defeating the enemy. To implement such methods of struggle, they resort to deliberately delaying solutions to pressing issues. You can just buy time in order to pick up the right moment, to weaken and crush the enemy.5. "Time works for us."
A way for those players who are confident in their chances of winning and are waiting for the moment when they can strike. During this period, you can arrange forces, collect the necessary resources and prepare. Most a prime example this type of struggle is a statement of one's position at the very end, when there is an opportunity to weigh all the pros and cons, to use the ideas already voiced, while maintaining equanimity and dignity.6. Avoidance of responsibility.
This method of struggle has something in common with the 4th method, it is only used not to get a temporary opportunity to gather forces and wait for the right moment to strike, but is used to completely destabilize the enemy. As a rule, in the end, the decision is not made at all, due to the physical, moral and financial exhaustion of the opponent.7. Complete withdrawal from the conflict.
At first glance, it may seem like a manifestation of weakness, however, it makes it possible to gather strength, study your opponent better, solve a problem or find ways to solve it and deliver an unexpected blow, and then become a winner in a conflict situation.Positive Ways to Resolve Conflict based on constructive negotiations. As a rule, the goal of interaction with an opponent is a unanimous victory over him. However, the variant of achieving one's superiority is chosen to be softer, in comparison with the above described methods of struggle. Negotiations help determine the opponent's position, probe for weaknesses, play on one's own advantages in a particular issue, come to mutual concessions, and make a mutually beneficial decision.
Ways to resolve the conflict through negotiations are based on the basic rules of conduct, which, if observed, bring a positive result and success in confrontation.
1. It is necessary to concentrate on the subject of negotiations, and not on their participants, to refuse criticism of the opponent, as this leads to emotional stress and exacerbation of the communication process.
2. As a rule, rivals emphasize their positions, clearly defending them. However, one should go deeper and return to the question of what interests the opponent is pursuing. Thus, it is possible to find out the sincere intentions of the enemy and come to an open dialogue, resolving all the contradictions between both sides.
3. It is advisable to analyze the benefits that both parties will receive in the event of an agreement. Finding problems and ways to solve them that are based on the interests of both teams will help steer the negotiations towards reconciliation. Being against any common problems is psychologically more correct than being opposed to each other.
4. Objectivity in the analysis of the problem makes it possible to avoid negative attitudes towards the opponent. One way or another, having discarded subjective characteristics, it is much easier to come to a single decision and focus on meeting common interests without prejudice and pretensions.
Ways to resolve conflicts also depend on how they will be regulated. Sometimes a lottery method or the involvement of a third party to resolve disputes is used. This is convenient in the case when negotiations reach an impasse, and it is extremely difficult to come to a common solution.
Speaking of disputes, one cannot ignore such an important indicator as emotionality. In order to successfully solve the problem on the way to mutual understanding, you should have several skills that contribute to the successful completion of conflict situations:
Have peace and. This allows you to more adequately assess the situation and the current situation;
keep your emotions under control and monitor your behavior;
be able to listen to the opponent and not interrupt, monitor the feelings of the people present;
understand that people have different ways of dealing with a particular situation;
try to avoid insults to the opponent.
By sticking to these little rules, you will notice that resolution of interpersonal conflicts will be easy for you, with minimal loss of nerves and with the most favorable outcome.
What else is important to remember about conflict resolution
If conflicts are not finally resolved, the likelihood of their resumption is very high. However, any desire to settle disputed issues has its fruits. First of all, it gives ground for further development. If you are able to resolve the conflict in personal relationships, then you deserve the trust of the opponent. It doesn't matter what conflict resolution methods you use. There is confidence that you will be able to solve even the slightest troubles and problems, while maintaining a solid relationship.If you feel fear when a conflict arises, it means that deep down you are afraid that the chances of a positive resolution for you are minimal. Moreover, if in the past the experience of resolving conflicts is negative, then confidence in a favorable outcome of the dispute is reduced to zero. As a rule, in this case, you will make concessions, flight, which will lead to sharp outbursts of emotions that can only aggravate the situation.
Which ways, methods and methods of resolving conflicts you should use depends on your character and internal qualities, the main thing is to implement your own in the process of resolving the conflict and, if possible, avoid resuming clashes.
Abstract on the discipline "Psychology"
on the topic: "Conflict. Types and methods of conflict resolution".
Plan
1. Introduction.
2. The concept of conflict. Types of conflicts.
3. Causes of conflict situations.
4. Ways to prevent and resolve conflicts.
5. Conflict as a way to manage people.
6. Conclusion.
7. List of references.
1. Introduction.
In every sphere of human activity, a decision is made different kind tasks. In the case of their resolution at work, leisure or at home, conflicts of various strength, manifestation and complexity often arise.
Conflicts are of great importance in human life, because their consequences are often very tangible for many years to come. They eat the life energy of a person, or a group of people, for many days, weeks, months, even years.
Human thoughts about conflict tend to associate it with hostility, aggression, arguments, war, threats. As a result, there is an opinion that the conflict is a permanently undesirable phenomenon, therefore, if possible, it is necessary to bypass it and resolve it without delay, at its slightest manifestation.
As long as there is a person, so many conflicts exist. However, there is no universally recognized paradigm of conflicts that explains their nature, impact on the development of society, collectives, although there are many studies on issues of their formation, functioning and management.
Without a doubt, in the life of any person there was a moment when he wanted to bypass the confrontation and wondered how to resolve the conflict situation. However, there are circumstances when there is a desire to nobly get out of a difficult conflict, at the same time maintaining a relationship. Some people come across the need to aggravate the conflict situation in order to finally resolve it. One way or another, before any person the question arose of how to avoid a conflict situation or how to resolve it.
2 . The concept of conflict. Types of conflicts.
Existing various explanations of the conflict emphasize the fact of contradiction, which takes the form of disagreements, when it comes to human interaction, the conflict can be overt or covert, but its basis is a lack of mutual understanding. Thus, conflict can be defined as a lack of understanding between two or more parties - groups or individuals. Either side does everything to accept its goal or point of view, and builds all sorts of obstacles to the opposite side to do the same.
A conflict is a confrontation of parties, forces, opinions, the transition of a conflict situation into an open confrontation.
A conflict is a confrontation for values, claims for specific resources, power, status, purposeful damage to an opponent, neutralization or destruction.
Types of conflicts for reasons:
- The conflict of goals is a different vision by the parties of the desired state of the object in the future.
- A conflict of views - a divergence of thoughts and ideas of the parties on the issue being resolved - it takes more time to resolve this conflict than to achieve mutual understanding in the conflict of goals.
- The conflict of feelings - the difference in emotions and feelings underlying the relationship between the participants - people are irritants to each other with their own style of behavior.
Types of conflicts by participants:
- An intrapsychic conflict is an internal contradiction in the mental world of a person, often by nature it is a conflict of views or goals.
- Two or more parties are involved in an interpsychic conflict, in case of their perception of themselves, they find themselves in opposition to each other regarding the values, dispositions, behavior, goals of each of the parties. This type conflict is more common.
- intra-group conflict for the most part it is a confrontation between members or parts of a group that affects the group process of change and the outcome of the work of this group.
- Intergroup conflict is an opposition or confrontation between two or more groups in an organization. An emotional or professional-production basis is possible. characterized by intensity.
- The intra-organizational conflict is formed mostly as a result of planning specific work, in establishing an organization and as a result of the formal appointment of power - there is a linear-functional, vertical, role-playing and horizontal.
Types of conflicts by degree of openness:
- Open conflicts mostly arise on a business basis. The disagreement of the parties refers to the sphere of production, and expresses a variety of ways to resolve the problem. These conflicts are harmless to some extent.
- The source of "smoldering" conflicts, hidden, are human relationships. A significant number of conflicts that appear to be businesslike are actually based on feelings and human relationships. These conflicts are difficult to resolve - if the business part of the conflict is settled, the tension is transferred to other problems with the same parties.
Types of conflicts by consequences:
1. Functional conflicts have some positive consequences:
- the solution of the issues under consideration by methods that are more suitable for all parties, and the participants feel their involvement in their solution;
- difficulties in implementing decisions are reduced to the smallest number - the need to act against the will, injustice, hostility;
- in the future, the disposition of the parties will most likely be directed towards cooperation rather than opposition;
- a decrease in the possibility of expressing the syndrome of submissiveness and groupthink;
- improving the quality of decision-making, identifying different points of view, through conflict, group members have the opportunity to work out the likely difficulties before they arise.
2. In the absence of conflict management, it becomes dysfunctional - the existence of negative consequences:
- increased employee turnover, decreased productivity, poor morale, dissatisfaction;
- the formation of a strong devotion of the participants to their group, the idea of \u200b\u200bthe "enemy" of the other side, in the long term, a decrease in cooperation, the curtailment of communication and interaction of the conflicting parties;
- giving the greatest value victory over an opponent, rather than solving an existing problem.
3 . Causes of conflict situations.
Initially, it is necessary to understand that conflict is an absolutely natural state of the individual. Tirelessly, throughout the implementation of a person's conscious life, he is in conflict with himself, groups of individuals, other people. At the same time, if a person masters the skills that help to understand how to resolve a conflict situation, he can significantly develop and strengthen professional and personal relationships. Solving social conflicts is quite a significant, very useful skill.
The basis of each conflict is a situation that covers either a discrepancy between the desires, interests, inclinations of the parties, or opposite means, the goals of achieving them in the existing circumstances, or the conflicting positions of the parties on some issue. At the same time, for the development of the conflict, an incident is needed, as a result of which one side takes action, limiting the interests of the opposite side.
There are quite a few reasons for the formation of conflicts. Without a doubt, I would like to resolve them by organizational forms. Having one idea about them, you can identify them, manage them.
Informational - unreliability of witnesses, experts, distortions, insufficient trust in information, unwitting facts, disinformation.
Structural - clash of traditional values, attitudes, habits; clash as a result of status claims or differences; clashes over technology, the effectiveness of its use; clashes over the price or quality of the purchase; clashes over agreements, contracts, purchase agreements.
Value - infringement of someone's rights, needs, violation ethical standards, violation of accepted organizational or professional norms.
Relationship factors - a violation in the relationship of compatibility, a violation in the relationship of the balance of power.
Social and economic inequality - unfair distribution of power, recognition, rewards, prestige between individual groups, units, members of the organization.
The conflict arises from the time when one of the interacting parties is aware of the difference between its own principles and interests from the principles and interests of the other party and proceeds to unilateral actions to equalize these differences in its favor.
Tension can be considered the first sign of conflict. It manifests itself as a result of a lack of knowledge to overcome difficulties, inconsistencies or lack of information. A real conflict often manifests itself when one tries to convince the opposite side or an indifferent intermediary that one is right.
phases of conflict.
Confrontational or military phase - the desire of the parties to achieve their own interest by eliminating someone else's interest.
Compromise or political phase - the desire of the parties to secure their interest through negotiations, during which the differing interests of each party are replaced by a mutual agreement.
Communicative or managerial phase - creating a line of communication, the parties come to an agreement, which is based on the fact that both the parties to the conflict and their interests are endowed with sovereignty, and also strive for mutual complementation of interests, eliminating only illegal differences.
in conflict driving force- this is the desire or curiosity of a person to win, preserve, improve one's own security, stability, position in a team, or the hope of achieving a goal. Often it is not clear how to act in these situations.
The causes of conflicts lie in the abnormality of society and the shortcomings of the person himself. First of all, among the causes of conflicts, moral, political and socio-economic ones are singled out. These reasons are a breeding ground for the formation of various types of conflicts. The formation of conflicts is influenced by the biological and psychophysical characteristics of a person.
Every conflict has many causes. Significant causes of conflict are differences in values and perceptions, interdependence of tasks, limited quantity resources to be shared, differences in goals, education levels, behavioral patterns, poor communication.
4 . Ways to prevent and resolve conflicts.
You can stay a significant amount of time in the created conflict situation, get used to it as something inevitable. However, one should not forget that an incident will certainly arise, some combination of circumstances that will inevitably lead to an open confrontation of the parties, to the manifestation of incompatible positions.
A conflict situation is an essential condition for the formation of a conflict. For this situation to develop into a dynamic, into a conflict, an external incident, impact or push is required.
In one case, the resolution of the conflict takes place quite professionally competently and correctly, and in the other it happens - illiterate, unprofessional, with a bad outcome, often for all parties to the conflict, where there are only losers and no winners.
To eliminate the causes that led to the conflict, it is necessary to work in several stages.
At the first stage, the description of the problem is carried out in a generalized way. In the event of a conflict as a result of distrust between the group and the individual, the problem is expressed as communication. It is important to determine, at this stage, the nature of the conflict, and at this time it does not matter that this is not a complete reflection of the essence of the problem.
At the second stage, the leading parties to the conflict are identified. You can add single individuals or entire groups, teams, organizations, departments to the list. There is an opportunity to bring together the parties involved in the conflict, having common needs according to this conflict. Liquidation of personal and group contingents is also allowed.
The third stage lists the main concerns and needs of the leading parties to the conflict. It is necessary to determine the motives of behavior that stand behind the positions of the parties in this situation. Human attitudes and actions are determined by motives, needs, desires that need to be established.
Five conflict resolution styles:
- smoothing - behavior, as if there is no need to be annoyed;
- evasion - the desire to avoid a conflict situation;
- coercion - pressure or use of legitimate authority in order to impose one's own view of the situation;
- compromise - loosening to some extent a different view of the situation;
- problem resolution - used in a situation that requires different data and opinions, it is distinguished by a public recognition of differences in views, a confrontation of these views to identify a solution acceptable to both sides of the conflict.
In turn, the choice of a way to overcome difficulties is determined by the emotional stability of the individual, the means available to protect one's own interests, the amount of power available, and many other circumstances.
The psychological protection of the personality is carried out unconsciously, as a procedure for regulating the personality to protect the sphere of human consciousness from negative psychological influences. As a result of the conflict, this order works involuntarily, bypassing human desires and will. The significance of such protection is formed when feelings and thoughts are manifested, embodying a threat to the system of value orientations, self-respect, the formed self - the image of a person, self-respect, which reduce the self-esteem of the individual.
The perception of the situation by a person is sometimes far from the existing state of affairs, however, his reaction to the situation is formed on the basis of what it seems to him, from his perception, and this circumstance greatly complicates the resolution of the conflict situation. The negative emotions arising from the conflict are quickly transferred from the problem to the personality of the opponent - this complements the conflict with personal opposition. As the conflict intensifies, the image of the opponent becomes more unsightly - this, in addition, makes it more difficult to resolve it. A closed ring is formed, which is very difficult to break. It is most reasonable to do this at the initial stage of the formation of the situation, until control over it is lost.
5. Conflict as a way of managing people.
There are three areas in the practice of conflict management: conflict management, conflict suppression and conflict avoidance. These directions are realized thanks to special methods.
Conflict management is a targeted directed influence to eliminate the causes that contribute to the emergence of a conflict, to maintain a controlled level of conflict, to correct the behavior of the parties to the conflict.
The existing numerous methods of conflict management are divided into several groups that have their own separate scope:
- Methods intrapsychic. They affect a specific person, are embodied in the correct coordination of one's own behavior, in the ability to express one's own position, without contributing to the formation of a defensive reaction from the opposite side.
- Structural methods. They mainly affect the parties to organizational conflicts arising from the incorrect distribution of responsibilities, rights and functions, the injustice of the incentive system for employees and motivation, and poor coordination of labor activity. These methods include:
- explanation of job requirements;
- application of management mechanisms;
- clarification or development of general organizational goals;
- building reasoned reward systems.
- Interpsychic methods of modifying behavioral style in conflict. They suggest the need to choose the appropriate form of influence at the stages of the formation of a conflict situation or the development of a conflict in order to adjust the style of the isolated behavior of its parties in order to prevent damage to individual interests.
- personal methods. Coercion is the encroachment of a person to force him to accept his position by any pleasing means. The party trying to do this is not interested in the opinion of the other party. The side using this approach, in most cases, behaves hostilely and uses power to influence. In difficult situations, in which a variety of approaches is a significant feature for making a rational decision, the formation of conflicting opinions must be stimulated and managed by applying the style of problem solving. Conflict management through problem solving is done in the following order:
- identifying the problem in terms of not solutions, but goals;
- determining a solution suitable for both sides of the conflict;
- focus not on individual traits parties to the conflict, but on the problem;
- increasing mutual influence, spreading the exchange of information and providing an environment of trust.
- Negotiation. Carry out the developed functions, including most aspects of the activities of the parties. As a method of conflict resolution, negotiation is a set of tactics aimed at finding acceptable solutions for the parties to the conflict. To organize the negotiation process, it is necessary to guarantee the fulfillment of these conditions:
- the presence of mutual dependence of the parties to the conflict;
- the absence of a significant difference in the capabilities of the conflicting parties;
- similarity of the level of development of the conflict to the potential of negotiations;
- participation of the parties in the negotiations, making a decision in a specific situation of the conflict.
- Methods of influencing personal behavior and normalizing the agreed roles of the parties, taking into account their functional responsibilities.
- Techniques for activating appropriate hostile actions, used in extreme cases - the potentiality of all previous methods has been used. Proper hostile action is highly undesirable. The use of these methods contributes to the resolution of the conflict by force with the use of violence. Be that as it may, there are situations when the conflict can be resolved only by these methods.
The advantage of moving away from the conflict is, as a rule, prompt decision-making.
Waste is used in cases:
- large losses from building a conflict;
- the mediocrity of the problem that is the basis of the conflict;
- the significance of other problems that need to be addressed;
- the essentiality of the cooling of passions;
- the need to gain time to avoid making a momentary decision and collect the necessary information;
- joining other forces to resolve the conflict;
- the presence of fear of an impending conflict or dissimilar side.
Avoiding a conflict should not be used if the problem that is its basis is important, or if the prospect of a sufficiently long course of this conflict is realistic.
The diversity of this method is the method of inactivity. In the case of applying the method of inactivity, the development of events proceeds spontaneously, with the flow.
6 . Conclusion.
The causes of conflicts lie in the abnormality of society and the shortcomings of the person himself.
First of all, among the causes of conflicts, moral, political and socio-economic ones are singled out. These reasons are a breeding ground for the formation of various types of conflicts. The formation of conflicts is influenced by the biological and psychophysical characteristics of a person.
Every conflict has many causes. Significant causes of conflict are differences in values and perceptions, interdependence of tasks, limited resources to be shared, differences in goals, levels of education, demeanor, and poor communication.
Thus, it is better to prevent conflicts by changing one's own attitude to a problem situation, behavior in it, and accordingly influencing the opponent's behavior and psyche.
When preventing interpsychic conflicts, first of all, it is necessary to evaluate what has been done, then - what has not been done - the evaluator himself needs to know enough about the activity; give an assessment of the essence of the matter, and not in form; the evaluator needs to be responsible for the impartiality of the assessment; identify and inform assessed employees about the causes of defects; inspire employees to new work; concretely formulate new tasks and goals.
7 . Bibliography.
1. B.S. Volkov, N.V. Volkova, Conflictology: textbook for university students / B.S. Volkov, N.V. Volkov. - M.: Academic Project; Trista, 2005. - 384 p.
2. AND I. Antsupov, A.I. Shipilov, Conflictology. Textbook. 3rd ed. - St. Petersburg: Peter, 2008. - 496 p.
3. E.N. Bogdanov, V.G. Zazykin, Psychology of personality in conflict: Tutorial. 2nd ed. - St. Petersburg: Peter, 2004. - 224 p.
4. N.V. Grishina, Psychology of conflict. 2nd ed. - St. Petersburg: Peter, 2008. - 544 p.
5. A.P. Egides, Labyrinths of communication, or How to get along with people. - M.: AST-Press Book, 2002. - 368 p.
6. A.K. Zaitsev, Social conflict. 2nd ed. - M.: Academy, 2001. - 464 p.
Ways to resolve conflicts
The topic of conflict has always been relevant. A conflict is a confrontation, a clash of two sides. It can occur both between individuals and between groups of people.
A variety of conflicts accompany our existence at every turn. They entail a waste of time and effort, overwhelm people with the poison of negative emotions, and adversely affect health. Each person in his life repeatedly got into conflict situations.
Often conflicts arise because of the complexity of the nature of some people. There are difficult people; such, communication with which is fraught with conflicts for most people facing them. These include:
1. Demonstrative personalities- characterized by the desire to be always in the spotlight, to enjoy success. Even in the absence of any grounds, they can go to conflict in order to be in the public eye at least in this way.
2. Unruly people- belonging to this category, are impulsive, thoughtless, unpredictable behavior, lack of self-control. Their behavior is aggressive, defiant.
3. Stubborn. People belonging to this type are characterized by high self-esteem, unwillingness and inability to reckon with the opinions of others. They always go to the breach, often they don’t even see you and don’t hear what you say. These are people for whom "if the facts do not suit them, so much the worse for the facts." Their behavior is arrogant.
4. "Ultra-precise"- these are conscientious workers, especially scrupulous, suitable for everyone, including themselves, from the standpoint of excessive demands. Anyone who does not meet these requirements (and most of them) is subjected to sharp criticism. They are highly sensitive to assessments from others.
Over time, irritation can develop in any relationship.
Ways to resolve conflicts:
1. Violence (Suppression)- the desire to achieve satisfaction of their interests to the detriment of the interests of another. At the same time, not only the weak side loses, but also the winning one. have to expend a lot of effort to maintain their superiority.
2. Termination of interaction by rupture of relations- i.e. the departure of one of the parties or the divergence of both.
3. Reconciliation- is carried out through the negotiation process. This is the most effective form of conflict resolution. Those. the final resolution of the conflict is achieved only through negotiations.
There are five basic negotiating styles:
1. Rivalry– i.e. achieving victory by any means, not caring about the interests of the other side. Rivalry is used when:
The outcome is very important to you;
You don't need a good relationship with your opponent;
The balance of power is on your side.
2. Concession Sacrificing one's own interests for the interests of others. It is used when:
Establishing good relations with your opponent is much more important to you than defending your own position;
Participants in the conflict are close people;
By yielding a little, you lose little;
The result is much more important for another than for you.
3. Compromise- i.e. mutual assignment. Used when:
The parties to the conflict have the same authority and power;
A quick or temporary solution is required.
4. Evasion (avoidance)- lack of desire to achieve their own goals. Evasion is used when:
The issue involved is not that important to you;
You feel that you are wrong and that the other is right;
You feel that the balance of power is not on your side;
We need to buy time.
5. Cooperation- the creation by the parties to the conflict of a solution that fully satisfies both parties. Used when:
Solving the problem is very important for both parties;
Code of Conduct in Conflict:
1. Let your opponent blow off some steam. The conversation must be continued only after it has cooled down. During his explosion, you should behave calmly, confidently, but not arrogantly.
2. Ask your opponent to calmly substantiate his claims. But say that you will only consider facts and evidence, not his emotions.
3. Do not make excuses, do not blame the other, do not refer to the circumstances. Speak calmly, as calmly as possible, firmly and confidently. You can not show fear and confusion, as this can increase the aggression directed at you.
4. Confuse possible aggression with unexpected tricks:
Ask for advice;
Remind yourself of what has connected you in the past;
Ask an unexpected question about a completely different, but significant matter for him.
5. Invite the opponent to express their options for solving the problem.
6. Don't get personal. Evaluate only the actions and deeds of a person, and not his personality.
7. Reflect with the help of questions the meaning of his statements. This eliminates misunderstandings and demonstrates attention to the person.
8. If the conflict turns into a scandal, then shut up first. Silence allows you to get out of a quarrel. In every conflict there are two sides, and if one has disappeared, then there is no one to quarrel with.
In conclusion, I would like to add that the conflict in a person's life is not a pathology and anomaly, it is a normal process that serves to preserve the whole. Therefore, in any conflict situation it is necessary:
Show attention, benevolence to the interlocutor;
Be restrained, control your movements, speech, facial expressions;
Let the interlocutor speak out completely, listen carefully to him (a good effect is given by the technique of direct repetition, generalization of what he heard - thereby the person is made to understand that he was heard);
Express to the interlocutor not ready-made assessments, but your feelings and states caused by his words.
Each person has his own interests, which he has the right to defend, and the best way to realize his interests is an open negotiation process.
Any of us, remembering a conflict, experiences discomfort. This event is certainly associated with threats and hostility, misunderstanding and resentment. Moreover, its occurrence is undesirable for each of us.
Types of conflicts
There are many varieties of this negative phenomenon. But the most common ones are:
- Intrapersonal. The source of such a conflict are situations when personal needs, desires of a person are directly opposite to the rules accepted in society.
- Individual-group. These are conflicts of a psychological type, the cause of which lies in the difference in the values of the parties involved.
- Interpersonal. These are the most common conflicts between people.
- Intergroup. The opposing parties in this case may be structural units businesses and various organizations. In social groups, such conflicts are not uncommon between informal and formal communities.
- On a professional basis. They are the cause of industrial conflicts.
Allocate conflicts ideological and economic, social and family-everyday, psychological and pedagogical, etc.
Elimination of intrapersonal conflicts
This problem is solved by applying various methods. One of them is an adequate assessment of the current situation. To resolve a conflict, a person must not only understand the causes of the internal stress but also to determine the complexity of the problem that has arisen.
Methods for resolving intrapersonal conflicts are offered by many psychotherapists. The most optimal of them are the following:
Creation of the correct image of one's own "I";
Reaction only to facts;
Postponement of irritation without unnecessary emotions;
The ability to forgive both yourself and others;
The ability to prohibit the cultivation of such feelings as self-pity and various grievances;
The ability to cope with aggression, directing it in the right direction;
A sober assessment of the current situation.
These, as well as many other methods of resolving interpersonal conflicts, allow you to throw off a burdensome and unnecessary burden of resentment. At the same time, they set up to control their emotions, liberation from hatred and fear, anger, etc.
Ways to resolve conflicts of this nature also include such techniques as offering to speak out in a circle of close people, getting relaxation while playing sports, blowing off steam by tearing up old magazines, etc.
Elimination of individual-group conflicts
The negative phenomenon arising from the incorrect distribution of duties and rights, poor organization of the labor process, injustice in the incentive system for employees of the enterprise, etc., can be eliminated by structural methods. Conflict resolution in an organization is possible if:
An explanation of the requirements that apply to the results of the work of the employee and the entire unit;
There are clearly defined rights and rules for each member of the team;
Observe the principle of unity of command, etc.
All these methods of conflict resolution will eliminate clashes between individual employees and entire departments. To use one of these methods, the manager will need to analyze the situation and establish criteria that play an important role in the effectiveness of the entire team.
The identified conflicts and ways to resolve them should not lead to an aggravation of the existing situation. For example, rewarding only those employees who are responsible for safety for identifying labor protection violations will certainly cause negative feedback from the operational and production services. But monetary incentives for all employees for the same actions will reduce conflict. In addition, this method will be an effective measure to improve labor safety.
Elimination of interpersonal conflicts
Negative phenomena can be the result of a clash of individuals with different views, characters and goals. Ways to resolve interpersonal conflicts can be different. The very first of them is the departure of a person from the aggravation of the situation that has arisen. However, this will not solve the problem. Avoiding a showdown will only delay the conflict. But in this case, there will be some pause, which will allow the parties to fully analyze the situation, while postponing an open clash. The strategy of resolving conflicts with the use of avoiding an open manifestation of aggression has its drawbacks: the conflicting parties accumulate spiritual discontent.
There are various ways to resolve interpersonal conflicts, and smoothing is one of them. This method consists in demonstrating humility and agreement with the claim being made. Anyone who follows the path of this strategy for resolving interpersonal conflicts either does not try to understand the essence of the subject of the dispute, or simply does not consider it necessary to fulfill their own promises. Harmony and peace in relationships come with this method only for a while. The problem itself remains and, in the end, will certainly worsen.
Methods for resolving conflicts of this nature contain compromises in their list. This is the agreement that the parties seek in mutual concessions. This method allows you to completely solve the urgent problem. Each of the parties partially receives what it aspired to. Examples of conflict resolution through compromise can be given in a variety of ways. This is both an open discussion of positions and opinions, and a voluntary decision in the process of active participation of all parties.
Ways to resolve interpersonal conflicts can be more stringent. One such example is coercion. This method is often used by the initiator of the conflict. He suppresses his partner, while completely ignoring his opinion. Using his power, he subjugates another person to his will. Such ways of resolving conflicts, when one of the parties has a single argument (“I said!”), Are effective only from the point of view of the initiator. The defendant is humiliated, he has a desire to take revenge. Coercion can be justified only if:
lack of time;
Subordination;
emergency situations.
It is worth remembering that this way of resolving conflicts will never save friendly relations. One such method is confrontation. This is one of the methods for resolving unpleasant situations when neither side makes any concessions. Only a mediator who has made an attempt to achieve reconciliation can suggest a way out of this impasse. Confrontation can only be justified in cases where people do not even try to maintain a relationship with each other.
Conflicts and ways to resolve them can end in a win for both parties. Cooperation is one such way out of unpleasant situations. This method is the most difficult, but at the same time the most optimal. The strategy for its implementation lies in an open discussion of positions and a further choice of alternatives.
As you can see, the methods of resolving interpersonal conflicts are different, and everyone is free to choose for himself the one that corresponds to the current situation and the position occupied by a person.
Management of intergroup conflicts
Situations of misunderstanding arise in any society. At the same time, they appear, as a rule, between various formal and informal groups. Such conflicts are much deeper and more complex than intra-group and interpersonal ones.
Intergroup conflicts can be ethnic and class, age and socio-cultural, professional, regional, etc. When determining methods for resolving situations that have arisen, it is important to determine all the weaknesses and strengths of opponents, to correlate their capabilities and resources.
There are the following types of conflict resolution of this typology:
Offensive;
Defense;
Evasion;
Retreat.
When choosing an offensive strategy, changes occur that are undesirable for the enemy. If a party chooses to defend itself in the course of a conflict, this only means that it actively opposes the aggression directed against it. When choosing an evasion strategy, no collisions with the enemy occur. Each of the parties seeks to prevent any changes for itself.
Under certain conditions of the course of intergroup conflicts, which include the superiority of the resources, means and forces of the enemy, the retreat method may turn out to be the most effective. There are widely known cases when teams of hockey players and football players won the world championships using defensive tactics.
The retreat method is often intertwined with evasion. This tactic allows you to get away in an organized manner from a major collision with the enemy, achieving his physical and psychological exhaustion.
Elimination of social conflicts
These contradictions are intergroup. The resolution of social conflicts can be carried out either by the parties themselves, or with the involvement of an intermediary.
There are the following models for exiting this state:
One-sided dominance (power);
Integral model;
Compromise;
A symbiotic way that uses side separation.
Force method
With unilateral dominance, one of the conflicting parties decides its own interests by suppressing the interests of the enemy. In this case, a wide variety of means can be used. This is coercion, and psychological, and physical pressure. Often the forceful method involves the transfer of responsibility and guilt to a weaker side. In this case, the true cause of the conflict is replaced by the one that is more beneficial to the dominant side. A forceful way of resolving a conflict can be observed in cases where a person intends to achieve victory at any cost. Typically, this dispute resolution model is used by those people who largely overestimate their own strengths.
integral method
This method of conflict resolution allows to satisfy the interests of all parties. At the same time, the positions previously formulated by opponents are subject to a thorough revision. This model integrates the interests of all parties involved in the conflict. Its use enables each opponent to satisfy their interests. This allows all parties to feel like a winner. But in order to come to such an outcome, the conflicters must reconsider their goals and abandon their original positions.
Compromise
This is a peaceful solution to the problem. It lies in the implementation of mutual concessions by each of the warring parties. Its main advantage is the translation of a negative situation into a constructive channel, as well as the establishment of a process of communication links between the parties. Such a strategy for resolving the conflict is much more civilized than the use of force. However, it has its limits of application, and it can not be used in every intergroup confrontation.
Separation of the conflicting parties
With this method, a strategy is chosen to break all relations between opponents and isolate them from each other. An example is the separation of neighbors, the divorce of spouses, etc. Separation of conflicting groups can be accomplished by their withdrawal from the "battlefield". This, for example, is the end of a skirmish between passengers public transport, one of which got off at the bus stop.
With the help of such a model, a negative situation is resolved effectively and dramatically. However, upon occurrence social conflicts this method does not always lead to their repayment. For example, if after a divorce, the spouses cannot leave and continue to quarrel with each other.
Elimination of international conflicts
This problem is especially relevant in today's world. Prevention and resolution of international conflicts is an activity whose main focus is the peaceful settlement of differences. In the process, special mechanisms are developed that guarantee the observance of certain norms of behavior by the warring parties.
The causes and resolution of conflicts are investigated and are in the sphere of interests of the activities of specially created structures responsible for collective security. In addition, in order to eliminate contradictions between states, various measures. These include the following:
Blockades of an economic nature;
Warnings;
Military actions.
The resolution of international conflicts with the help of measures of economic influence is most common. Even with the threat of a confrontation, the collective security organs send messages to the heads of the opposing countries. They put forward demands for an end to the brewing conflict, and certainly mention the inadmissibility of violating the norms established by the international community. It also indicates the sanctions that will be applied to violators.
If the conflict is of a regional nature, then the parties receive an appeal to end it. At the same time, the prosecutor's office initiates a criminal case to establish, as well as punish the instigator of the confrontation that has arisen.
The main objective of the conflict resolution strategy is to conclude a truce and stop hostilities. And only after that, the opposing sides should be withdrawn and separated with the creation of a special security corridor.
The third party does the following:
Control measures to comply with established boundaries;
Patrolling the established security zone;
The functions of a mediator in reconciliation of the parties and the provision of humanitarian assistance.
On the final stage resolution of an international conflict must be signed agreement agreement.
Conflicts can perform positive and negative functions.
To positive functions conflicts include:
Discharge of tension between the conflicting parties (the conflict contributes to the establishment of a better mutual understanding between people, but this is possible only if social control over the course of the conflict).
Informational and connecting functions (people can check and get to know each other better);
Cohesion and structuring of organizations (confrontation with an external enemy, overcoming common difficulties supports the organization of joint actions of people in a group);
Stimulation for changes and development (conflicts can force people to look for new ways and arguments in defending their positions, achieving better results in interaction);
Removal of the submissive syndrome (with the development of a conflict, people begin to express ideas that they previously concealed, which allows you to better understand the situation, work out options for solving problems);
Diagnostic function (when actions are activated, each side rallies around common interests, opponents are identified, and the conflict can be resolved faster).
To negative functions conflicts include:
Large emotional and material costs for conflict resolution;
Exclusion from the team, group, dismissal of employees, decrease in labor productivity or training, deterioration of the socio-psychological climate in the team, group;
Reducing the degree of cooperation between the parties in the future or its complete cessation;
Inadequate (overestimated) perception of one's group, the collective in relation to other groups, the idea of other groups as enemies;
The assertion of a spirit of confrontation in an organization, group or society as a whole, attaching more importance to the struggle and victory in the conflict than solving real problems.
Conflicts can be classified in different ways.
I. Depending on the method of resolving conflicts, there are:
a) antagonistic(they suggest ways to resolve them in the form of the destruction of the structures of all conflicting parties, except for one, or the complete refusal of all conflicting parties, except for one, from striving to achieve their goals);
b) compromise(they allow several options for resolving due to the mutual change in the goals of the participants in the conflict, the choice of solutions, the change in the timing of the implementation of the tasks set, the change in the conditions of interaction, etc.).
II. Depending on the nature of the occurrence, conflicts are divided into:
a) social(the highest stage of development of contradictions in the system of relations between people, social groups, social institutions, characterized by the strengthening of opposing tendencies and interests of social communities and individuals), which are divided into: interstate, national, ethnic, international;
b) organizational(occurring within the framework of enterprises, organizations and their divisions and resulting from the organizational regulation of the activities of the individual: the functional assignment of rights and obligations to employees, the introduction of formal management structures, distribution relations in organizations, etc.);
in) emotional or personal(these conflicts are caused by a feeling of envy, antipathy, due to the quick reaction of the individual to the infringement of his interests).
III. Depending on the direction of impact, conflicts are divided into:
a) vertical(they involve the interaction of subjects of vertical subordination: the head is a subordinate, the enterprise is a higher organization);
b) horizontal(assume the interaction of subjects equal in hierarchical power).
IV. Depending on the predominance of consequences for the participants, conflicts are:
a) constructive(as their consequences they have predominantly positive functions for the group, the individual: team building, development of new solutions to complex problems, etc.);
b) destructive(lead mainly to the destruction of the organizations in which they occur).
V. Depending on the severity, they are divided into:
a) open(characterized by an open clash of opponents);
b) hidden(in such conflicts there are no aggressive actions between the conflicting parties, but indirect methods of influence are used);
in) potential(they assume the presence of a conflict situation, but there is no open clash, there is a hidden opposition).
VI. Depending on the number of participants, conflicts are:
a) intrapersonal(a clash within the personality of equal in strength, but oppositely directed motives, needs, interests);
b) interpersonal(assume the collision of individuals among themselves);
in) between the individual and the group(occur when the behavior of the individual does not correspond to the norms of the group, its expectations);
G) intergroup(in which the conflicting parties are social groups pursuing incompatible goals and preventing the implementation of their intentions).
The structure and content of the conflict.
The structure of the conflict can be expressed by the formula: Conflict = Conflict + Incident.
Conflict situation characterized by the presence of a contradiction in the interests and needs of the parties and may not be recognized for a long time. It reflects the totality of the causes and conditions that precede the conflict and cause it.
The conflict situation is usually influenced: the object of the conflict, its subjects (sides), the positions (motivation) of the parties, the image of the situation presented in the minds of each of the parties.
object conflict is the real or ideal object that causes the conflict. The object of the conflict is very difficult, sometimes impossible to determine. In addition, there is a danger that in the process of conflict interaction one object of the conflict can be replaced by another, which often happens unconsciously and complicates conflict resolution. Taking into account the subject of our study, it should be emphasized that the participation in the conflict of representatives of different ethnic groups often leads to the fact that their behavior and actions are mediated by the difference in their views and motivations for actions and actions, differences in the specifics of relationships and even the culture of the people as a whole.
Subjects(parties) of the conflict are the direct participants. Some scholars propose to separate the parties and participants in the conflict, arguing that during development it may turn out to be random people (participants in the conflict), whose interests do not coincide with the interests of the parties (subjects) of the conflict, but who find themselves in the zone of action of the latter.
The goals, motives and tasks of the conflicting parties determine positions subjects - internal and external. The first are openly presented demands to the opponent. The second contain the true motives for entering the conflict. The inner position may not match the outer one. In addition, it can be unconscious and the subject himself. For a constructive resolution of the conflict, it is necessary to correctly comprehend one's internal position.
The conflict situation is greatly influenced by image of the situation opponent, his vision of the prevailing conditions. Often the images of the situations of both sides are directly opposite, and in order to resolve the conflict it is important to be able to look at the problem through the eyes of the opponent. With the participation of representatives of different ethnic groups, this is practically impossible, especially if they do not know each other's national psychology.
The structure of the conflict also includes ranks opponents. An opponent of the first rank is an individual who acts in a conflict on his own behalf and defends his own interests and goals. The opponent of the second rank is an individual (or group) who speaks on behalf of the group and pursues its goals. An opponent of the third rank is an individual (or a structure) acting on behalf of a structure that consists of interacting simple groups. The ranks can go on and on. An opponent of zero rank is also singled out. This is a person who is in a dispute with himself and only develops his position, his decision. In a mono-ethnic group, as shown by the study, the values of the group (national) always come first and significantly affect the content and development of the conflict.
The dynamics of the conflict.
The beginning of the conflict is incident, those. actions of the opposition parties aimed at achieving their goals. The incident is characterized by awareness of the conflict situation and the transition to direct activity.
Developing according to certain patterns, the conflict has its own dynamics, in which four main stages are distinguished.
1. The emergence of an objective conflict situation. This situation - the so-called stage of potential conflict - is not immediately perceived adequately by people.
2. Awareness of an objective conflict situation or awareness of the conflict (all participants in the conflict perceive the situation as intractable). At this time, there is an awareness of contradictions. Moreover, the latter can be not only objective, really existing, but also subjective, i.e. imaginary, not really present.
3. Conflict actions or transition to conflict behavior. At this stage, conflict behavior is aimed at blocking the achievements of the opposite side, its aspirations, goals, intentions. At the same time, a destructive conflict is characterized by the desire of participants to humiliate each other, while a constructive conflict is characterized by conflict actions that do not go beyond business contact, as well as the search for possible ways out of the conflict.
This is the most acute, dynamic stage, which is full of conflict content: the conflict is aggravated by the emotional background, i.e. feelings, which in turn push people to conflict actions - the opposite action. Thus, a chain reaction occurs. The mutual manifestation of confrontation that has begun often changes the conflict situation that arose from the very beginning. It brings in new incentives for further action.
A chain reaction that occurs under the influence of emotional and cognitive factors leads to an escalation of the conflict and turns it into a protracted clash. This is the negative aspect of the chain reaction; the positive one lies in the fact that in this chain reaction tendencies of the opposite nature appear, i.e. its resolution: conflict actions fully explain the true state of affairs, real relations between the parties to the conflict (opponents) and thus perform a cognitive function.
When entering into a conflict, each of the parties has a hypothesis about the interests of the opponent, the reasons for his entry into the conflict. Then, in the course of the conflict itself, these interests and causes are finally clarified, the forces of the enemy and the possible consequences of the conflict become obvious. In this phase, the cognitive function sobers up the opponent, calls into question the legitimacy of the conflict; and then the prerequisites for its resolution appear.
4. Resolution of the conflict. It is possible by changing the objective conflict situation or by transforming the images of this conflict situation that the opponents have. Conflict resolution can be partial (the exclusion of conflict actions, but the urge to conflict still remains) and complete (the conflict is eliminated at the level of external behavior and at the level of internal urges).
Behavior in a conflict.
Any conflict causes and is accompanied by a certain behavior of its participants. It represents the interaction of a person with the environment in the form of external (motor, expressive) and internal (mental) activity.
The general formula of behavior was once proposed by K. Levin: B = f(P, E), where AT- behavior, R - personality, E - Wednesday. The meaning of the equation is quite simple - behavior is a function of the interaction of personality traits and environment. The term "behavior" at the same time highlights the internal relationships of human interaction, as well as their relationship to each other and to various groups in society.
Behavior includes: activity in all its forms - cognition, communication and consumption (consumer behavior, leisure). An important feature of behavior is its observability, i.e. those forms of activity that can be observed from outside or registered by appropriate instruments and which have certain external consequences.
The socio-psychological content of behavior is a change (reinforcement or termination) of the activity of the interacting parties. The mechanisms by which the mutual behavior of the latter is realized are imitation and compensation for the actions of partners. The very specificity of behavior is especially affected by the manifestation of such psychological phenomena as perception, thinking, memory, motivation, public opinion, interpersonal communications, diverse individual and group features of human interaction.
There are many types of behavior which are classified according to different criteria.
According to psychological mechanisms, it is divided into:
a) formal - corresponding to the rules, regulations ("correct");
b) informal, which is not directly related to the implementation of the goals of joint activities (for example, friendly relations between people) and which can be both useful and harmful to it;
c) anti-formal, contrary to the rules established in society (for example, indiscipline);
d) informal, realizing the goals of the group, but not keeping within the established rules (creative).
The behavior of people in a conflict is expressed mainly in an accentuated form and is the result of the manifestation of the psyche of conflicting people and the result of their activities.
Internal content conflict behavior act:
The goal that generates the image of its result and provides the basis for managing it;
A number of thoughtful and properly organized mental actions aimed at activating in memory past experience associated with similar situations and their assessment;
Choice standard plan achieving the goal;
Volitional control, which ensures the start and stop of behavior;
Feedback, which is realized in the control over the execution of the plan and the achievement of the intended goal.
An external manifestation of conflict behavior is its strategy, consisting in the choice and implementation of specific tactics of interpersonal interaction.
These, according to the American psychologist K. Thomas, should include:
Rivalry (opposition), i.e. the desire to achieve satisfaction of their interests to the detriment of other people;
Cooperation, when the parties to the conflict come to an alternative that fully satisfies the interests of both parties;
Avoidance, which is characterized by both the lack of desire for cooperation and the lack of tendencies to achieve one's own goals;
Adaptation, meaning compliance as opposed to cooperation, sacrificing one's own interests for the sake of another;
Compromise, realized in the private achievement of the goals of partners for the sake of conditional equality.
It is impossible to say unequivocally which strategy of behavior is better. It is important to take into account the peculiarities of the situation: what works in one case may not work in another.
The strategy of cooperation seems to be the most promising, but it requires a lot of time to resolve the conflict and is unacceptable in conditions of strictly limited time. The advantages of cooperation are that it allows you to fully resolve the problem, deal with all the needs of all participants in the conflict and choose the best solution that completely suits all parties. disadvantages this method are large time costs and the impossibility in some cases to find a solution that fully satisfies all parties to the conflict.
Rivalry involves the maximum consideration of one's interests and needs and is used when it is necessary to quickly resolve the problem in one's favor. The advantage of this strategy is to identify the most dynamic participant. Various contests and competitions serve as examples of such a strategy. The disadvantages of rivalry include the loss of one or more, and sometimes all parties to the conflict, high level tension and a possible rupture of any relationship between the parties to the conflict.
Avoidance is useful when there is no time or opportunity to resolve the conflict immediately. The negative side of this strategy is that the conflict in the application of this strategy is not resolved.
The advantage of adaptation is the preservation of relations with the opponent. The disadvantages are the refusal to satisfy their interests and needs. This strategy is used when the individual has little chance of winning, or when the situation is insignificant to the individual and it is important to maintain the relationship.
A compromise requires much less time and less effort to resolve an issue that generally suits the parties to the conflict. This is the advantage of compromise. Its disadvantages include the residual dissatisfaction of the parties who have sacrificed any of their interests.
The correct interpretation of the features of behavior can be supplemented by using the main provisions of the concept of the American psychologist T. Leary about the styles of interpersonal relationships of people and their correlation with the specific characteristics of their conflict behavior (Table 4).
In the process of conflict interaction with other people, a person realizes himself in a certain style of interpersonal relations, which fills his behavior with certain characteristics.
End of the conflict is the end of the conflict, regardless of the reasons for which it arose.
The end of the conflict can occur in several ways, among which the following are usually distinguished:
1) complete cessation of the conflict by mutual reconciliation of the parties on any basis;
2) termination of the conflict due to the victory of one of the parties;
3) weakening the conflict almost to the point of complete reconciliation on the basis of mutual concessions or concessions by one of the parties;
4) transformation of the conflict by developing it into new conflict, which overshadows the first, or develops into a permanent conflict situation;
5) the gradual attenuation of the conflict on the basis of a spontaneous flow;
6) mechanical destruction of the conflict;
7) the main forms of the end of the conflict are: resolution, settlement, attenuation, elimination, development into another conflict.
1. Conflict resolution.
2. Settlement of the conflict.
3. Management of pedagogical conflicts.
Conflict Resolution- this is Team work of its participants, aimed at stopping opposition and solving the problem that led to the collision. Conflict resolution involves the activity of both parties to transform the conditions in which they interact, to eliminate the causes of the conflict.
To resolve the conflict, it is necessary to change the parties themselves (or at least one of them), their positions, which they defended in the conflict. Often conflict resolution is based on a change in the attitude of opponents to its object or to each other.
Conflict resolution does not necessarily follow the incident. The conflict can be resolved at any stage, and the matter may not come to conflict actions. This is due to the fact that the duration of any stage of the conflict is indefinite and some stages may fall out. The conflict may remain unresolved, it may remain at the stage of a conflict situation, i.e. the conflict will not arise, you can get away from the conflict immediately after its realization, leaving it unresolved.
There are several stages of conflict resolution:
1) identification of actual participants in the conflict situation;
2) identification of motives, goals, abilities, character traits, professional competence of the participants in the conflict;
3) the study of the interpersonal relations of the participants in the conflict that existed before the conflict;
4) determination of the true cause of the conflict;
5) study of the intentions, ideas of the conflicting parties on ways to resolve the conflict;
6) identification of attitudes towards the conflict of persons not participating in the conflict situation, but interested in its positive resolution;
7) identification and application of ways to resolve a conflict situation that would be adequate to the nature of its causes, would take into account the characteristics of the persons involved in the conflict, would be constructive, would correspond to the goals of improving interpersonal relations and would contribute to the development of the team.
Conflict resolution differs from its resolution in that a third party takes part in the elimination of the contradiction between its parties. Its participation is possible both with the consent of the warring parties, and without it.
To resolve the conflict, it is necessary, first of all, to analyze the conflict situation, and then take the necessary actions:
a) find out the causes, not the causes of the conflict;
b) identify zones of conflict, i.e. the inclusion of certain forces (it is necessary to distinguish between the business sides of the conflict from the interpersonal sides);
c) find out the motives for people to enter into a conflict (motivations, explanations of the reasons may not coincide with the true state of affairs, and the inability to find out the motives leads to the impossibility of resolving the conflict);
d) when analyzing conflict situations, impartiality is necessary.
Conflict resolution involves:
Increasing openness and mutual trust of the conflicting parties;
Establishing their direct contacts with each other;
Organization of an open, unbiased discussion and joint analysis of the current situation, or (in extreme cases) the termination of all contacts of opponents with each other;
Impact on the conflicting parties in the interests of conflict resolution.
Conflict fading — this is a temporary cessation of opposition while maintaining the main signs of the conflict and tense relations between its participants. The conflict moves from an "obvious" form to a hidden one.
Conflict fading usually occurs as a result of:
Depletion of the resources of both sides necessary for the struggle;
Loss of motive to fight, decrease in the importance of the object of the conflict;
Reorientation of the motivation of the parties (the emergence of new problems, more significant than the struggle in the conflict).
Under elimination of the conflict is understood as such an impact on it, as a result of which the main structural elements of the conflict are eliminated. Despite the “non-constructive” elimination, there are situations that require quick and decisive action on the conflict (threat of violence, loss of life, lack of time or material resources).
Escalation into another conflict happens when a new, more significant contradiction arises in the relations of the parties and there is a change in the object of the conflict.
Criteria constructive resolution of the conflict are the degree of resolution of the contradiction underlying the conflict, and the victory of the right opponent in it.
It is important that when resolving a conflict, a solution is found to the problem that caused it. The more completely the contradiction is resolved, the more chances there are for the normalization of relations between the participants, the less the likelihood of the conflict escalating into a new confrontation.
Management of pedagogical conflicts implies the settlement, resolution, or even the initiation of some conflict in order to achieve the goals of the educational process. Properly organized management is aimed at reducing the destructive and strengthening the constructive consequences of the conflict.
In conditions educational process, both the teacher and the student can take on the burden of managing conflict interaction, based on two basic principles for the constructive completion of a pedagogical conflict:
1) exclude violence as a possible way to overcome the conflict;
2) conflict resolution should contribute to personal growth each of its members.
The psychological foundations of conflict resolution are that conflict resolution should contribute to the personal growth of each of its participants.
Among the methods of managing pedagogical conflicts, there are:
Methods of situation analysis (conflict cartography, method of questions to an expert, creative visualization method);
Methods for predicting possible results and choosing an interaction strategy (“brainstorming”, pie chart, NAOS);
Methods of persuading conflicting in common goals, mutual benefit of joint work;
The method of separating the object of the dispute, clarifying the boundaries of authority, responsibility;
The method of eliminating the deficit of the object of the conflict;
Methods of organizing the negotiation process, mediation;
Methods for monitoring the implementation of the agreement.