How to be who I am. How to accept yourself, osho. The Practice of “Reviving Unconditional Self-Love”

Abstract on academic 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 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 each sphere of human activity, various kinds of tasks are solved. 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 of conflict is more common.
Intra-group conflict - for the most part, this is a confrontation between members or parts of a group that affects the group process of change and the results 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 various points In terms of conflict, group members have the opportunity to work through potential 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 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 in the attempt 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 nutrient medium for the formation of different 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, a limited amount of resources to be shared, differences in goals, educational level, in behavioral manner, 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 on 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 emotional stability personality, available means of protecting 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. arising out of conflict negative emotions quite soon they are 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. The best way to do this is to initial stage formation of a 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;
focusing attention not on the individual features of the 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 is 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 party.

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 your own attitude towards problem situation, behavior in it, and accordingly influencing the behavior and psyche of the opponent.

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 are interconnected with a common source of contradiction, which consists in the mismatch of interests of the parties. A conflict is a natural process, which is a clash of interests of a different nature. Knowledge of constructive ways and reasonable mechanisms for getting out of the state of confrontation between subjects helps to better comprehend one's own personality and understand other individuals, promotes the most effective interaction with the environment, and the discovery of a variety of views and worldviews. A constructive way out of situations of confrontation brings the interaction of subjects and their relations to a higher and more qualitative level, expands the potential of the team as a whole, and unites it.

Conflict management is a meaningful activity in relation to collisions, implemented at all stages of its formation and completion by the participants in the conflict situation or by a third party. Along with this, the core tool for getting out of situations of confrontation is not blocking the development of a contradiction, but striving to resolve it by non-conflict methods.

Ways to prevent and resolve conflicts

In the process of communicative verbal interaction, people conflict with each other. This phenomenon is considered inevitable.

The science that considers the problems of managing situations of confrontation, ways to prevent the emergence of conflicts and their resolution, is called conflictology. Conflictology relies on the fact that the behavioral reactions of individuals are determined not only by expedient, but also by irrational motives, as a result of which it is rather difficult to predict. Such periods of spontaneity are especially prone to increase in circumstances of emotional intensity and stressful situations.

Conflict resolution through scientific methods seems to be quite complicated. However, based on the theoretical findings of the sociological and psychological sciences, management theory and existing methods resolving situations of confrontation, the current conflictology has developed a whole range of techniques that ensure the optimal behavior of individuals in situations of confrontation, the constructive end of such situations, their prevention and prevention.

Any conflict situation is connected with the dissatisfaction of some specific needs or the team. Therefore, measures to prevent the emergence of such situations should initially include methods to identify the causes that potentially contain the likelihood of a conflict. Factors provoking the emergence of situations of confrontation cover the social and psychological levels. The factors of social orientation include economic contradictions, political and spiritual differences. public life. Mechanisms for preventing the influence of causes provoking conflicts of this level are reduced to actions by the state, such as:

— carrying out economic policy based on the principles of equality and social justice;

— strengthening the principles of the rule of law in all spheres of life of the society;

- increasing the education of the population, its cultural level, conflictological literacy.

The implementation of these actions is the most reliable way to exclude destructive conflicts and many other negative factors from public life.

Along with this, every socially dependent conflict always has a psychological background. However high degree The development of the psyche of individuals also determines its comparative autonomy, independence from the social environment. Therefore, it is possible to single out the types of conflicts generated only by psychological factors, in which it is quite difficult to discern the social background. Such conflicts are caused by feelings of deceived trust, doubts about the wisdom of the chosen path, mutual hostility and other purely psychological factors.

Ways to prevent and resolve conflicts psychological level include the neutralization or transformation of aggressive feelings, attitudes and intentions of individuals.

Conflict resolution methods and methods lie in the organization of activities to prevent the emergence of situations and can be implemented by the participants in the social process of interaction themselves.

Such methods and ways of resolving conflicts can be carried out in four main directions. The first direction includes the formation of objective conditions that prevent the emergence and destructive formation of pre-conflict situations. It is impossible to completely exclude the appearance of pre-conflict situations in a team or society, but it is necessary to organize conditions for their minimization and resolution by non-destructive methods. Such conditions include the formation of a favorable environment for the life of specialists in the institution (fair distribution of material goods in the team, the existence of regulatory procedures for solving everyday pre-conflict situations, convenient layout of premises, ergonomic distribution of furniture in offices, the presence of living plants, etc.).

The next direction should include the most important objective-subjective condition for preventing the occurrence of conflict situations - optimization of managerial measures and organizational prerequisites for the effective functioning of the company. Such activities include optimizing the organizational structure and functional relationships of the company, monitoring the compliance of specialists with the requirements for them, competent evaluation of results professional activity workers.

The third direction is the elimination of socio-psychological prerequisites for the development of conflicts. The final direction covers the blocking of personal factors that provoke the development of conflicts.

There are basic ways to resolve conflicts, which include humor, psychological "stroking", compromise, ultimatum, arbitration, suppression.

Humor can be used as a good-natured mocking attitude towards disagreements. However, it is necessary to distinguish between good-natured humor and sarcasm, which can offend the conflicting parties, thereby aggravating the situation. The so-called psychological "stroking" consists in the manifestation of affection, in the allocation positive qualities"opponent". A compromise is reached through an agreement between the parties based on mutual concessions. An ultimatum is a categorical demand, fraught with the threat of using any means of influence, in case of refusal. Arbitration as a method of conflict resolution is distinguished by the fact that a person who does not take part in the conflict can help "opponents" see what they have not noticed before. Suppression can be moral or physical and consists in breaking ties. This method is considered the most unfavorable and is used if the principles or beliefs that the subject of the confrontation is not able to give up are affected.

In connection with the foregoing, it should be concluded that each subject chooses his own line of behavior in situations of confrontation, a personal technique for managing conflict relationships. Only through a lot of trials and on your own mistakes can you choose the right model of behavior for yourself in situations of confrontation. After being convinced of the effectiveness of the chosen model, it needs to be improved based on subjective feelings.

It is also possible to single out strategies of behavior in situations of confrontation: confrontation, cooperation, compromise, avoidance, concession.

At the beginning of a conflict or in situations of confrontation, each participant in such a process should decide on the form and style of further response in order to minimize the impact on their interests. When a conflict situation arises, the subject or group of persons can choose one of the following options for behavior:

- an active battle for their own interests, the elimination or pacification of any resistance;

- avoidance of conflict interaction;

- development of a satisfying agreement for both parties, a compromise;

- using the consequences of the conflict in their own interests.

Confrontation or confrontation is expressed in the active struggle of subjects for their own interests, the absence of elements of cooperation in the search for solutions, the focus only on their own interests to the detriment of the interests of the enemy. The subject uses all the techniques known to him to obtain the results he needs, for example, power, pressure on the opponent, coercion, etc. The situation is perceived by the subject as of particular importance, which provokes him to take a tough stance against the opponent. The conditions for using this model are the perception of the situation as extremely significant for the subject, the presence of power or other opportunities to insist on one's own point of view, the limited time to resolve the situation, the need to act tough.

Cooperation is the active participation of the warring parties in the search for solutions that can satisfy all the subjects of such a confrontation. Here, there is an interest of all opponents in developing a common solution and an open exchange of opinions. This model involves the participation of all members and continuous work. If the parties have time and the solution of the problem is of paramount importance for them, then a comprehensive discussion of disagreements with this approach and the development of a unified solution while respecting the interests of all opponents is acceptable.

The actions of the parties aimed at resolving the situation through mutual concessions, to create an intermediate solution that would suit both parties, is called a compromise. This model is applicable only in conditions of equal status of participants, lack of a lot of time to find the best solution.

Avoidance or evasion (withdrawal) consists in the performance of the actions of an individual. This model is chosen when an individual is unwilling to defend his own position or rights, develop intermediate solutions, and avoid disputes. This model assumes the desire to avoid responsibility for the decisions made. Such a response is possible provided that the outcome of the conflict is not important for the individual, the resolution of the situation requires a lot of strength from the parties, and he does not have enough power to resolve the situation in his favor.

Compliance or adaptation consists in the actions of an individual aimed at maintaining and reviving favorable relationships with a rival by smoothing out differences to the detriment of their own interests. The implementation of this approach is possible provided that the subject’s contribution is not very large, and the probability of losing is obvious, the subject of contradictions is more significant for the opponent than for himself, maintaining good relations with the opponent is more important than resolving the dispute in his own favor, the subject has little power.

Effective ways to resolve conflicts involve not only managing the confrontation that has already arisen, but also organizing the conditions for its prevention. At the same time, preventive methods of conflict resolution are of the greatest importance. It is competent work to prevent conflicts that helps to reduce their number and eliminate the likelihood of destructive situations of confrontation.

Ways to resolve interpersonal conflicts

The clash of individuals with all sorts of goals, different characters, worldviews is called interpersonal conflict. The background for the emergence of a conflict is considered to be a problematic or contradictory situation, which appears when striving to satisfy opposite goals, a mismatch of interests of individuals, etc. A conflict situation is an indispensable condition for the emergence of the conflict itself.

A sudden conflict must be avoided. In cases where it is impossible to avoid it, it is necessary to meet it calmly with the installation of a speedy constructive resolution to the satisfaction of both warring parties. To resolve situations of confrontation, you need to be prepared. You need to clearly understand your goal. For competent and constructive regulation of interpersonal conflict situations, it is important not to forget about one's own position and try to understand the point of view of the opposing party, as well as to be aware of the state of the situation as a whole. A constructive way out of confrontation situations involves a calm statement of one's own interests and a conversation with the enemy about his desire or unwillingness to resolve the conflict. If the opponent does not agree with the presented point of view and is not going to resolve the conflict, then you need to find out from him how he sees the resolution of the situation. After the readiness of both sides to resolve the situation of confrontation, it is necessary to realize one's own state, feelings at a particular moment and understand whose position is closer: one's own or the enemy's.

Reasonable resolution of interpersonal confrontations involves the search for understanding, not personal victory. We must try to calmly discuss the factors that provoked the emergence of the conflict. Therefore, you need to figure out what specifically caused the conflict - the actions of the enemy or a misunderstanding of the situation. One should always assume the best, and not blame until the motives and point of view of the opponent are clarified.

One's own position should be defended, but not through pressure on a partner. Pressure narrows the options of both opponents and does not contribute to resolving the situation of confrontation.

There is a certain model of behavior that contributes to a constructive way out of the current situation of confrontation. First of all, it is necessary to use phrases in speech that will “raise” the opponent, and not “lower” him. You need to be aware that the arguments correspond to reality, and are not the result of exaggeration. It is also necessary to try not to use such adverbs in a dispute, as always or never. The conversation should be friendly, open and honest. You also need to remember the golden rule, which will help you get out of any confrontation with dignity. And the rule is as follows - "sometimes it is better to remain silent." It must be understood that a conflict situation arises as a result of a mismatch of interests, points of view, principles, and not because of personal qualities participants. Therefore, in the course of a dispute, one must attack directly the subject of the conflict, and not a person. It should be specific and reasoned, and not generalize. It is necessary to solve the main problems, and not to find fault with trifles. Don't talk about your opponent, talk about yourself. For example, instead of the phrase: “you are lying”, it is better to say: “I have other information.”

In the process of resolving controversial situations, you need to try to keep your own emotions under strict control. In other words, you shouldn't suppress your emotions, but you shouldn't let them control you either.

It is necessary to learn to feel the atmosphere of the situation as a whole, because each participant in the process plays a certain role in it.

Ways to resolve pedagogical conflicts

In educational institutions, teachers are faced with a variety of situations of confrontation and confrontation, which can be divided into several groups depending on the status of the participants: between a student or a group of students or their parents and a teacher, between students themselves, conflicts in a team of teachers and intra-family conflict situations in separate taken student, the consequences of which affect his school life.

According to their content, the above types of conflicts are business or personal. Conflictology subdivides all pedagogical conflicts according to the content of the situation that provoked their inception into conflicts of relationships, activities and behavior. Today, the number of such conflicts has increased due to the addition of social factor, for example, material problems that cause a decrease in interest in educational activities.

Conflicts of behavior are associated with violations by schoolchildren of the instructions adopted in educational institution. It is easier, faster and more constructive to resolve conflicts caused by connection with activities, a little more difficult - conflicts of behavior, the largest percentage of non-constructively completed situations of confrontation falls on the conflict of relations.

In order to regulate the conflict situation that has arisen, the teacher, first of all, needs to give a correct assessment of the conflict and analyze it. Creation of a sufficient information base for the possibility of making a decision and obtaining the best result of a way out of the conflict will be the key task of such an analysis.

A. Dobrovich proposed ways to resolve conflicts in a team of students of direct action by involving a third party, the so-called arbiter, for example, another teacher or a representative of the administration. The arbitrator must alternately conduct conversations with each of the opposing parties. At the same time, one should listen to their opinions about the nature and causes of the situation, collect objective data about the conflict and about the individuals taking part in it. After that, the arbitrator invites both opponents, gives them the opportunity to speak and proposes his own decision.

Another way to resolve pedagogical conflicts is to provide an opportunity for the arbitrator to the conflicting parties to express the accumulated mutual claims or demands in the team. The decision is made collectively, based on the judgments of each participant.

If these methods do not contribute to the successful completion of pedagogical conflicts, then the task of the leader or teacher will be to apply sanctions against both warring parties or one of them. In cases where even the application of sanctions does not help, it is necessary to use the method of dividing opponents into different classes or schools.

A conflict situation often arises as a result of the teacher's desire to approve his own pedagogical position or the students' protest against undeserved punishment, low marks, etc. By showing the right reaction to the behavior of students, the teacher thereby controls the situation.

Methods for resolving pedagogical conflicts include an arsenal of actions of the following nature: conflictogenic, conflict-tolerant and constructive. Anger, indignation, negative assessment of the student's personality or insult, the application of sanctions against him, etc. are typical actions of a conflictogenic nature. Avoiding the problem, delaying the process of conflict resolution, compromise - these are all conflict-tolerant means. Actions aimed at changing the non-constructive end of the situation, switching attention, "a step forward" are constructive actions.

Therefore, in the constructive resolution of confrontation states, quite a lot depends on the teacher.

Ways to resolve intrapersonal conflicts

Adequate assessment of the situation and the complexity of the problem, self-assessment of the individual is the most effective ways resolving intrapersonal conflicts. Since such conflicts are always due to the individuality of the individual and its characteristics of character, their resolution depends on the gender, age of the subject, his and, social status, moral guidelines and values.

D. Carnegie suggests that in situations of intrapersonal confrontation, in order to prevent the occurrence of stress, do not panic, but try to accept what happened as an accomplished event and act, casting aside emotions. However, despite the need for an individual attitude to overcoming conflicts within the personality, it is necessary to single out the most typical methods and ways of resolving conflicts, which can be used by everyone, taking into account individual characteristics. Below are the most significant ways to resolve intrapersonal conflicts.

First of all, in addition to an adequate assessment of the situation, one should take it under control and try to identify the contradictions that served as a provocateur of the conflict. Then one should comprehend the existential essence of the conflict, analyze the degree of its significance.

The reason that provoked the situation of confrontation should be localized by discovering its very essence, discarding all unimportant and accompanying factors. For a constructive conclusion of conflicts within a person, courage plays an essential role in the analysis of provocateurs of confrontation. One should be able to accept the truth as it is by its nature, without embellishment, even if it is not entirely pleasant. It is also not recommended to forget that accumulated emotions (for example, anger or anxiety) only lead to a breakdown, so you need to learn how to give them an outlet.

These methods are not all the main ways to resolve intrapersonal conflicts.

Modern psychological science and conflictology have developed a whole range of mechanisms, consisting in the psychological protection of the individual, which is a specific system for regulating the stabilization of the individual, aimed at eliminating or reducing anxiety or feelings associated with intrapersonal conflict.

Ways to resolve family conflicts

For any human subject, personal life is of paramount importance. After reaching social adulthood, the strong and weak halves of humanity decide to enter into a marriage union and create a family. Life in it, as a rule, is connected not only exclusively with the personal relations of partners, their parents or children, but also with material and property relations. Any field of relationships between spouses can become the foundation for the emergence of situations of confrontation, leading to protracted conflicts. Any spouses experience difficulties in the processes of family interaction that interfere with their lives, but do not always lead to a feeling of sustained dissatisfaction with the union.

There are rules or ways to resolve family conflicts. And the first such method is to prohibit claims or reproaches against a partner in the presence of third parties, even if they are relatives. Also, do not scold children in front of strangers.

The next way to prevent the development of situations of confrontation or successfully resolve conflicts that have already arisen will be the desire of all participants in family relations to understand the principles or worldviews of each other. No need to immediately reject the position of the other, without even having time to listen. It is in the ability to patiently listen to a partner or other relatives that the culture of communication lies in family relationships, which develops throughout the entire cohabitation.

The next way to resolve family conflicts is the ability to admit your own mistakes or mistakes made as quickly and decisively as possible, overtaking possible hard-hitting statements. The last strategically important way in the arsenal of psychologists is to conduct a conversation in the process of controversial or conflict situations in a friendly tone, but at the same time expressing firmness and calmness. This means that you need to control the manifestation of emotions, monitor your own speech and statements, and never insult your opponent as a person.

Each person wants to get out of an acute situation with dignity, without completely ruining relations with a group of people or with any one person. Often conflict situations begin to take a more critical form and lead to a break in relations. There are 5 ways to resolve conflict that will help you deal with difficult situations less catastrophically.

Method Navigator

1 way. Competition.

One of the 5 ways to resolve conflicts is competition. The competitive style is usually used when a person is quite active and intends to move towards resolving the conflict, wanting to satisfy his own needs and interests first of all, which will be detrimental to the interests of others. Such people may force others to accept their method of solving a problem. This behavior model allows strengths some idea even in that situation, if someone does not like it. Among all methods of resolving conflict situations, this is considered the toughest. The choice of such a style of solving a problem is possible only if a person has all the necessary resources for this.

3 way. Evasion.

The avoidance style is usually used when the potential loss in some conflict is much higher than the moral cost that is associated with "flight". At the same time, flight is not always a physical action. People in leadership positions often evade accepting a dispute, while postponing some meetings or conversations that are undesirable for them for a long time. Often, with such a solution to the conflict, the problem only becomes more complicated, and therefore it is not recommended to avoid conflicts in this way too often.

Any team sooner or later faces conflict situations. In theoretical terms, conflict seems to be the most acute way to resolve disputes between opposing participants. In the ordinary sense, the conflict is the disagreement of the parties with each other and the aggravation of contradictions associated with negative experiences.

Conflicts are caused by many reasons, among which are: the complexity of the labor process; psychological features human relations (sympathy and antipathy); individual characteristics of each employee (inability to control one’s emotional condition, biased attitude, pessimistic attitude). Experts advise not to succumb to emotions and follow a simple algorithm for resolving conflict situations in a team.

1. Apologize. This rule is forgotten by many, but it is an apology that helps to ease tension and put opponents on the path out of the current situation. In this case, it does not actually matter whether it is your fault or not. The interlocutor, having heard such words, will treat you differently.
2. Take responsibility for the problem. Show the other side that you will together take a way out of the situation and you are ready to provide assistance and assistance to resolve it.
3. Make a decision. This stage will help to fully establish certainty in the matter and put an end to disagreements with the opponent. Offer several options for the final result that will have a real impact on the subject of disagreement. Do not get personal and use only phrases that are directly related to the situation.
4. Take action. The transition to real action will help to distract from unnecessary discussions and accusations against both sides and will unite the parties to the conflict with one goal, which will be the most optimal in a particular situation.
5. Check the fulfillment of the conditions for resolving the conflict. Make sure the solution is completed. This is how you prevent new conflicts over this issue and build confidence among colleagues and partners.

Ways to resolve the conflict

To resolve conflict situations, it is necessary to choose the appropriate style of behavior that will help to solve the problem in the most effective way.
Let's consider several ways:

fixture

achieve peace and stability of the situation;
build trust and mutual understanding;
admit your own wrong;
realize the priority of maintaining friendly relations with the opponent, rather than defending one's point of view;
come to understand that winning an argument is more important for your opponent than for you.

Compromise

possible when equally convincing arguments are presented by opponents;
more time is needed to resolve the conflict;
both parties are aimed at making a common decision;
abandoning one's directive point of view;
both parties have equal power;
you can slightly change the goal, since the fulfillment of your conditions is not very important for you;

Cooperation

joint efforts are envisaged to make a decision;
integration of points of view and obtaining common ways to resolve the conflict;
the purpose of the discussion is the acquisition overall result and new information
strengthening personal participation in the project;
the parties are ready to work on developing a new solution suitable for both.

neglect

the source of disagreement is insignificant in comparison with other tasks;
conditions are required for restoring calm and a sober assessment of the situation;
seeking additional information is preferable to making a quick decision;
the subject of the dispute leads away from solving serious problems;
conflict can be resolved by subordinates;
the tension is too great for a decision to be made at the moment;
you are sure that you cannot or do not want to resolve the dispute in your favor;
you do not have enough authority to resolve the conflict.

Rivalry