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 the 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. Distinctive feature such people - the ability to force others to accept his means of resolving differences.

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 effective work and achieving positive results.

Competition means strong position in a 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 intractable in a team, especially if the boss becomes the culprit of the next conflict, which is difficult to resist because of subordination. Ways to resolve the conflict diverse, however, having decided to resolve the confrontation in this way, you need to be sure of own forces 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" It is considered a manifestation of 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 varied, they all have common signs. 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

Methods of conflict resolution can overlap and be combined with different types of struggle. 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 goal is to destabilize 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. The most striking example of this type of struggle is the expression 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. be against anyone common problems psychologically 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 permission 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 its positive resolution are minimal for you. 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 conflict resolution you should use depends on your character and internal qualities, the main thing is to implement your own in the process of conflict resolution and, if possible, avoid the resumption of clashes.

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 with 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 maintains organization joint action people in the 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 establishment of a spirit of confrontation in an organization, group or society as a whole, giving 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 situations on 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 strength of the enemy becomes obvious and possible consequences conflict. 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 is the interaction of a person with 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 recorded 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 characteristics of people's 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.

The internal content of conflict behavior is:

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 the use of the main provisions of the concept of the American psychologist T. Leary about styles interpersonal relationships 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 a new conflict that overshadows the first one, or by developing 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 is a joint activity 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 fully resolved the contradiction, the greater the chances 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 the personal growth of each of its participants.

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);

Forecasting methods possible outcomes 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.

Undoubtedly, in the life of every person there was a moment when he wanted to avoid confrontation and asked himself the question of how to resolve the conflict. But there are also circumstances when there is a desire to adequately get out of a difficult conflict situation, while maintaining relationships. Some people are faced with the need to escalate the conflict in order to finally resolve it. In any case, each of us faced the question of how to resolve the conflict or how to avoid it.

First of all, you need to understand that conflict is a completely normal state of the individual. All the time while a person realizes conscious life activity, he is in conflict with other people, groups of individuals or with himself. However, if you learn the skills that will help you understand how to resolve conflict, you can significantly develop and strengthen personal and professional relationships. The resolution of social conflicts is a rather serious skill that can be very useful.

Many people have no idea what specific conflicts they are involved in, much less realize the true causes of conflicts. As a result, they cannot effectively manage them. Timely unresolved conflicts between personalities will one day lead to intrapersonal conflicts and rather undesirable consequences. Unfulfilled desires and eternal experiences can cause health problems. In addition, they often spoil the character and turn a person into a loser dissatisfied with everything in the world, pushing a person down the social ladder. If such a prospect is far from attractive to you, you should carefully figure out how to resolve the conflict if it occurs. There are many ways to resolve conflicts, so you can easily master the most necessary skills.

Let's take a look at what conflict is. In psychology, this term is defined as a collision of incompatible and oppositely directed tendencies in relationships between individuals, groups of people or in the mind of an individual, leading to negative emotional experiences.

Based on this definition, the foundation of a conflict situation is a clash of interests, goals and ideas. Quite clearly, conflict manifests itself when people do not agree on their values, motivations, ideas, desires or perceptions. Often such differences look rather trivial. However, when the conflict involves strong feelings, basic needs become the basis of the problem. These include the need for security, solitude, closeness, awareness of one's own value or significance. correct resolving interpersonal conflicts primarily focuses on the primary needs of people.

Specialists have developed a variety of ways to resolve conflicts and recommendations regarding various aspects of the behavior of individuals in situations of conflict of interest or opinion. Based on the possible models of conflict resolution, the goals and interests of the parties, there are the following styles of conflict resolution.

• The competitive style is used when a person is quite active and intends to move towards resolving a conflict situation, wanting to satisfy his own interests first of all, often to the detriment of the interests of other people. Such a person forces others to accept his way of solving the problem. This behavior model gives a chance to implement strengths any ideas even if they are not to their liking. Among all methods of conflict resolution, this one is one of the most severe. You should choose this style only in the situation when you have all the necessary resources to resolve the conflict in your favor, and also when you are sure that your decision is correct. If speak about leadership roles, then it is periodically useful for him to make tough authoritarian decisions, which in the future give a positive result. Of all conflict resolution methods, this style of behavior most effectively teaches employees to obey without undue ranting, and also helps restore faith in success in difficult situations for the company.

In most cases, rivalry implies a fairly strong position. But it happens that such a model of behavior is resorted to due to weakness. Often this happens when a person loses hope of winning the current conflict, and he seeks to prepare the ground for inciting another. As an example, consider the situation where youngest child deliberately provokes the elder, receives a well-deserved “reward”, and then immediately complains to his parents from the position of the victim. In addition, there are situations in which a person enters into a confrontation solely because of his stupidity, without realizing what consequences this or that conflict will have for him. However, most likely, if a person reads this article, he is unlikely to intentionally fall into such a disadvantageous situation for himself and will choose this particular one among all in special situations.

• The evasion due to weakness style is often used when the potential loss in a particular conflict is much higher than the moral cost associated with "flight". At the same time, flight may not always be some kind of physical action. It is not uncommon for people in leadership positions to evade a controversial decision by postponing or rescheduling an unwanted meeting or conversation indefinitely. As excuses, the manager may talk about the loss of documents or give useless tasks regarding the collection additional information on some issue. Often the problem just gets more complicated, so don't avoid conflicts this way too often. Try your best ways to resolve conflicts choose this one when it really suits you.

It is a completely different matter when such a style of behavior is resorted to because of strength. It is then that such a method is absolutely justified. A strong personality can use time to his advantage in order to gather the necessary resources in order to win the conflict. At the same time, you should not deceive yourself and convince yourself that you are not really afraid of an aggravation of the conflict, but are only waiting for the right moment to resolve the situation in your favor. Remember that this moment may never come. Therefore, this style of conflict resolution should be used wisely.

• The style of adaptation lies in the fact that a person acts, focusing on the behavior of other people, while not striving to defend his own interests. In such a situation, he recognizes the dominance of the opponent and concedes victory to him in the conflict. This model of behavior can be justified when you understand that by giving in to someone, you do not lose much. It is recommended to choose from all ways of conflict resolution the style of accommodation when you are trying to maintain relationships and peace with another person or group of people, or if you realize that you were still wrong. You can use this pattern of behavior when you don't have enough power or other resources to win a particular conflict, or when you realize that winning is much more important to your opponent than to you. In this case, the subject practicing the accommodation style seeks to find a solution that will satisfy both conflicting parties.

The use of this strategy due to weakness is used when it is impossible to avoid conflict for some reason, and resistance can potentially significantly harm the individual. As an example, consider the situation when you meet a company of arrogant hooligans at night in a deserted place. In this situation, it is much more reasonable to choose the above-described method of resolving interpersonal conflicts and part with the phone, rather than join a fight and still lose your property. However, in the second case, serious harm can be done to your health.

Considering this style of behavior in the context of a business, you can analyze the situation when a new company enters the market with much more powerful financial, technical and administrative resources than your company has. In such a situation, of course, you can put all your strength and capabilities into an active fight against a competitor, but the probability of losing remains very high. In this situation, it would be more rational to try to adapt by finding a new market niche or, in extreme cases, by selling the company to a stronger player in the market.

The accommodating due to strength strategy is used when you are aware of the pitfalls your opponent will face if he sticks to it. In this situation, you allow the other person to "enjoy" the consequences of his actions.

• The style of cooperation implies that the subject seeks to resolve the conflict for the sake of his own interests, but at the same time does not ignore the interests of the opponent and tries together with him to find ways for the outcome of the situation to be beneficial to both. Among the typical circumstances in which this style is used, we can mention the following: both parties have the same opportunities and resources to resolve any problem; conflict resolution is beneficial to both parties and no one wants to get away from it; the presence of interdependent and long-term relationships between opponents; each of the conflicting parties is able to clearly explain their goals, express their thoughts and come up with alternative ways out of the situation. The resolution of social conflicts in this way may be the most acceptable.

Cooperation due to strength takes place when each side has enough time and energy to find more significant common interests than those that caused the conflict. After the opponents come to an understanding of global interests, you can start looking for a way to jointly realize the interests of a lower level. Unfortunately, in practice, this method of conflict resolution is not always effective due to its complexity. . The process of resolving the conflict in this way requires tolerance on both sides.

Cooperation due to weakness is like accommodation. However, those who practice this style are often called collaborators or traitors. Such a strategy can be effective if no obvious changes in the alignment of forces of the conflicting parties are foreseen in the future.

• The compromise style implies that the opponents seek to find a solution based on mutual concessions. Such a strategy of behavior of the conflicting parties is appropriate when they want the same thing, but at the same time they believe that it is impossible to achieve this at the same time. As an example, consider the following situations: the parties have equal resources, but there is a mutually exclusive interest; a temporary solution can suit each of the conflicting parties; both opponents will be satisfied with a short-term gain. The style of compromise often becomes the best or even the last possible method of resolving conflicts.

The main ways to resolve the conflict

All existing methods conflict resolution can be divided into two groups: negative methods (types of struggle, the purpose of which is to achieve victory for one side) and positive methods. The term "negative methods" is used in the sense that the result of the conflict will be the destruction of the relationship of unity of the parties participating in the confrontation. result positive methods should be the preservation of unity between the conflicting parties. This includes various types of constructive competition and negotiations.

It should be understood that conflict resolution methods are divided into positive and negative conditionally. In practice, both methodologies can harmoniously complement each other. Moreover, the term "struggle" in the context of conflict resolution is quite general in terms of its content. It is no secret that the negotiation process often includes elements of a struggle on some issues. In the same way, the tough struggle of the conflicting parties in no way precludes negotiations on specific rules. It is impossible to imagine progress without creative rivalry between old and new ideas. At the same time, both conflicting parties pursue one goal - the development of a certain area.

Despite the fact that there are many types of struggle, each of them has common features, since any struggle involves the interaction of two subjects, in which one interferes with the other.

The main condition for victory in the event of an armed struggle is the achievement of unambiguous superiority and the concentration of forces at the point of the main battle. A similar technique characterizes the basic strategy of other types of struggle, which, for example, is a game of chess. The winner is the one who can concentrate the pieces in the place where the decisive line of attack on the opponent's king is located.

In any struggle, one should be able to correctly choose the field of the decisive battle, concentrate forces in this place and choose the moment to attack. Any method of struggle involves a certain combination of these basic components.

The main goal of the struggle is to change the conflict situation. This can be achieved in the following ways:

• Impact on the opponent, his defense and the situation;
• Change in the balance of power;
• False or true information of the enemy about his intentions;
• Obtaining a correct assessment of the situation and the capabilities of the enemy.

Different methods of struggle use all these methods in different combinations.

Let's look at some of the methods that are used in the fight. One of them is the achievement of victory by obtaining the necessary freedom of action. This method can be implemented by the following methods: the formation of freedom of action for oneself; restriction of freedom of the opponent; the acquisition of more advantageous positions in the confrontation, even at the cost of losing certain benefits, etc. For example, in the process of a dispute, the method of imposing on the opponent those in which he is incompetent can be very effective. Thus, a person can compromise himself.

Quite effective is the method of using the opponent's reserves by one conflicting party for its own benefit. An excellent technique that demonstrates the effectiveness of the method can be forcing the enemy to take actions that are useful to the other side.

An important method of struggle is the primary incapacitation of the main control centers of the conflicting complexes. They can be leading individuals or institutions, as well as the main elements of the opponent's position. During the discussion (here without the art of public speaking it is difficult to manage), discrediting the leading representatives of the enemy side and refuting the theses of their position is actively practiced. For example, in the process of political struggle, a fairly effective method is to criticize the negative traits of leaders, as well as to demonstrate their failure.

The main principle of resolving any conflict is efficiency and timeliness. However, in the process of struggle, the method of dragging out the case, which is also called the "delay method", can be used quite successfully. This technique is a special case when the right time and place for the final blow is chosen, as well as the creation of a favorable balance of power.

A slow transition to decisive action may be appropriate when it is necessary to concentrate significant resources to win a victory. The aphorism “time works for us” clearly describes the main essence of this method. If we talk about the discussion, then this method implies the desire to take the floor last, when all the opponents have spoken. In such a situation, there is a chance to make arguments that have not been seriously attacked in previous speeches.

The wire method has been used for a long time. Plutarch described the case when this style was applied by the Roman dictator Sulla. When he realized that he was surrounded by significant enemy forces, he called the second consul, Scipio, to his negotiations. After that, lengthy meetings and meetings began, in which Sulla each time postponed the adoption of a final decision. At the same time, he corrupted the morale of the enemy soldiers with the help of his cunning assistants. Scipio's warriors were bribed with money and other valuables. As a result, when the troops of Sulla approached the camp of Scipio, the soldiers went over to the side of the dictator, and the second consul was captured in his camp.

Avoiding a fight is also quite effective method, which is partially related to the previous one. In this case, the process of conflict resolution occurs in the style of evasion. It is used in a number of cases: when the task of mobilizing resources and forces for victory remains unresolved; to lure an opponent into a trap prepared in advance in order to buy time and change the situation to a more profitable one.

positive conflict resolution methods primarily includes negotiations. When there is a special emphasis on negotiations as part of the conflict, the parties tend to conduct them from a position of strength in order to achieve a unilateral victory. It goes without saying that this nature of the negotiations leads only to a partial resolution of the conflict. At the same time, negotiations are only an addition on the way to victory over the opponent. When negotiation is seen as a method of conflict resolution, it takes the form of an open debate that involves mutual concessions and partial satisfaction of the interests of both parties.

The method of negotiations based on certain principles can be characterized by four fundamental rules, each of which constitutes an element of negotiations and is a recommendation for their conduct.

• Separate the concepts of "participant in negotiations" and "subject of negotiations". Since any person who participates in negotiations has certain character traits, it is not worth discussing an individual person, as this will introduce a number of emotional barriers. AT the process of criticism participants in the negotiations themselves only escalate.
• Focus on interests, not positions, since the latter can hide the true goals of the negotiators. At the same time, conflicting positions are often based on interests. That is why it is worth focusing on the latter. It is worth remembering that opposing positions always hide more interests than those reflected in the positions themselves.
• Consider conflict resolution options that are beneficial to both parties. Interest-based bargaining encourages participants to find a win-win solution by looking at options that will satisfy both parties. Thus, the debate takes on the character of a dialogue “we against the problem” instead of a discussion in the format “me against you”.
• Look for objective criteria. Consent must be based on neutral criteria in relation to opponents. Only in this case, the consensus will be fair and lasting. Subjective criteria lead to the infringement of one of the parties and the complete destruction of agreement. Objective criteria are formed on the basis of a clear understanding of the essence of the problems.

Justice decisions taken directly depends on conflict resolution procedures, such as the elimination of disputes by drawing lots, delegating decision making to a third party, etc. Variations on the latter style of conflict resolution are numerous.

Remember that high emotionality in the process of conflict resolution is a barrier to its successful resolution. The ability to conduct effective social conflict resolution directly depends on your skills, such as:

• Calmness and stress resistance. Such personal qualities will allow a more cool assessment of verbal and non-verbal communications.
• The ability to control your behavior and emotions. If you know how to do this, you will always convey your needs to your opponent without undue annoyance or intimidation.
• The ability to listen and pay attention to the words and expression of feelings of other people.
• Understanding that everyone deals with situations differently.
• The ability to avoid offensive actions and words.

To acquire such skills, you need to develop stress resistance and the ability to control your emotions. So you will feel comfortable ways to resolve conflicts difficult level.

What else you need to know about conflict resolution

Incomplete resolution of interpersonal conflicts leads to their renewal. However, you should not take it as a flawed action, since not every conflict can be resolved the first time. For example, political parties are in constant battles that do not stop for many years throughout the entire period of their existence.

Conflict can be viewed as an opportunity for development. If you can resolve conflict in a relationship, you will be rewarded with trust. You have confidence that your relationship will not collapse from various troubles.

If a conflict looks intimidating in your eyes, it means that you subconsciously expect that it will not be resolved mutually beneficially. For many, conflict in a relationship looks like something dangerous and frightening. In some cases, it can actually be traumatic, especially if the experience has left you feeling powerless and out of control. In this case, you come into conflict with a sense of threat and, accordingly, cannot resolve it qualitatively. In most cases, you will make concessions or, conversely, become angry.

Everyone, if desired, can effectively use these conflict resolution methods. However, an individual may have one most commonly used style of conflict resolution. Depending on how assertive and active a person is, he chooses one strategy or another. You can choose the best conflict resolution styles that are right for you.

If you find an error, please highlight a piece of text and click Ctrl+Enter.

Each person is an individual who has his own opinion. Therefore, there are disagreements between people due to differences in views on certain things or circumstances that occur both in everyday life and at work. Conflict resolution is a science main goal which is the search for the most appropriate ways to solve the problem between the warring parties.

The value of studying conflictology

A conflict is a clash of opposing opinions or interests of individuals or groups of people. Such situations are not only negative character. The "center of gravity" of the conflict lies precisely in the incompatibility of interests, preferences and outlooks on life. In most cases, such disagreements are trivial.

Not only balanced and morally strong individuals can deal with conflict resolution. Anyone can develop this ability. This practice is especially useful for future managers, who must be able to properly manage their thoughts, actions, decisions and actions of their subordinates. It is worth noting that conflict situations are not only negative: in some cases they bring positive results.

Types and style of problem solving

Specialists in the field of psychology, psychotherapy, conflictology have developed several effective ways conflict resolution, and also explained the main aspects of reaching consensus. Depending on the nature of the defended interests, goals and motivations of the parties, there are such ways to resolve disagreements, namely:

• competition)
• evasion)
• fixture)
• cooperation)
• compromise.

In a professional team, there are always opposing sides. Conflicts can arise both between employees and between managers and subordinates. Clashes between the formal and informal leader are possible. You should become more familiar with each type of conflict resolution.

Competition

This style is most often applicable when the subject is very active and intends to suppress opposition in his favorite ways to the detriment of the interests of others around him. Basically, it's a selfish way. A person forcibly forces others to accept precisely his idea of ​​​​suppressing confrontation.

This behavioral model shows that anyone can get a chance to solve this or that problematic task, even if his opinion is radically different from the opinion of other people. Of all the above methods, this one is the most totalitarian. You need to choose this style only if you have all the necessary material resources, mental strength, and are 100% sure that your opinion is really correct.

Peculiarities:

1. Regarding the behavior of the leader in such a situation, it is worth saying that he must be able to periodically make rather tough decisions that subordinates must reckon with. However, he must remember that these decisions should only bear positive character for the outcome of the common cause of the organization.
2. This form of labor conflict resolution very quickly accustoms employees to unconditional submission to management and leads to the solution of even the most complex organizational problems of the company.

Competition involves serious rivalry. Struggle is an absolutely normal phenomenon in the life of any team. Most often, competition takes on a negative connotation when one of the opposing sides resorts to "black" methods of warfare, trying to outwit the opponent. Remember that competition must be fair and open. This method of conflict resolution should be used only in special cases and with great care.

Evasion

This method is most appropriate in situations where one of the conflicting parties understands that the moment of loss is not terrible for her. She either has nothing to lose in this dispute of interests, or the price of winning is so small that it is simply not worth wasting her time and nerves. In fact, this is not even a way of reconciliation, but a banal delay in the moment when it will really be necessary to make such an important decision for the organization.

A manager who does not want to take responsibility for making one or another solution to a problem can find all sorts of excuses for a long time in order to stall for as long as possible. Remember that all problems need only be solved. “Shelving” most often leads not to an improvement in the situation, but to its aggravation, therefore, this method of resolving conflicts should be resorted to as rarely as possible and in exceptional cases.

If this form of solving the problem is due to the strength of one of the rivals, then in this case it can be absolutely rational. Why? Yes, because the side that decided to retreat can use precious time in their own interests:

• find like-minded people)
• collect the necessary resources for the final and unconditional victory over the enemy.

If you have chosen this path, then do not engage in self-deception. Don't make excuses for supposedly delaying the "moment of truth." This “moment” may never come, so you need to apply this style very carefully.

fixture

The given conflict resolution strategies are different from each other. But this does not prevent people using them from effectively coping with any conflict situations in society. The style of opportunism, for example, is based on the fact that the conflicting party simply makes concessions, thereby damaging its own interests in the course of the conflict that has arisen. This is the most altruistic way.

This course of events can take place when:

• one of the conflicting parties is very strong morally and is ready to give in)
• the side simply does not care what the outcome of the confrontation will be, if only it ends sooner)
• the subject of the dispute is quite insignificant for one of the parties.

A person accepts the opinion of the opponent and does not defend his own. Such behavior can only be justified if the loss does not cost you too much. Roughly speaking, it is acceptable if a person has nothing to lose in a dispute or he does not want to spoil relations with an employee dear to him. Also, adaptation, as a way to resolve the conflict, should be resorted to by the side that understands that it is wrong and it will not receive victory in the confrontation.

Cooperation

This style of resolving interpersonal confrontation is based on the fact that a person wants to resolve the conflict in his favor, but at the same time he does not forget about the interests of the opponent, in every possible way trying together with him to find the most painless "way out" of the circumstances. Negotiation and conflict resolution are the keys to a successful outcome of a common cause. This form is most often used in cases of:

• when both parties have full equality and the same resources to correct the situation)
• when the decision itself becomes beneficial for all parties to the conflict)
• when there is a long and fairly close relationship between opponents.

Note that this method is the most beneficial for resolving conflicts in society.

Compromise

This style is based on finding mutually beneficial solutions for both parties. This strategy for finding a solution to the problem is most effective when the parties have equal opportunity but limited in time. The method often becomes the only true one in this case, if the previous four did not fit the conflicting subjects or entire social groups.

Often a compromise becomes inevitable when opponents:

• severely limited in time,
• agreed to a short-term "truce".

A compromise solution can not only maintain current business relationships, but also easily form and consolidate new ones.

Main Ways to Suppress Conflicts

Conflicts at work and how to resolve them affect all employees at various stages of their professional development. The existing means of resolving disagreements between the opposing sides can be divided into two groups:

• negative)
• positive.

The first group was so named because the outcome of the case implies the victory of one of the parties, but the complete destruction of any partnership between them. A positive way to resolve conflicts is that the parties maintain good relations with each other. That is, the business relationship does not disappear, but only strengthens. Prominent examples of a positive outcome of a conflict are negotiation and rational competition.

In theory, there are two separate directions for resolving disagreements, but in practice it turns out that they cannot exist without each other, but work together. Negotiations can also be attributed to the tools of struggle. In the course of the negotiation process, each of the parties lobbies its own interests. It must be understood that without a struggle of opinions, worldviews, ideas, there can be no progress in the development of science and society. From this point of view, the ways of resolving labor conflicts should also be considered as irreplaceable levers of influence on the development of business relations within the company and beyond.

Principles of conflict suppression

Some of the most important principles of conflict simplification are:

• timeliness of resource use)
• efficiency in making important decisions.

To effectively reduce tension between opponents, the following methods of conflict suppression are used:

• delay in decision making
• escaping confrontation)
• negotiation.

A Party may use methods of delay. Postponing the moment of making a final decision is an exception to the rule. This principle of conflict resolution is aimed at ensuring that the subject can, at the expense of an additional period of time, receive a kind of delay, during which he will be able to accumulate a sufficient amount of the missing resources.

An effective way to resolve a dispute of interests was the method of avoiding direct confrontation, which is very similar to the previous one. It is also similar to the dodge style. Used in cases where one of the opponents is building up strength for the final "battle".

The negotiation method can rightly be called the central method. And all because since ancient times, the bulk of disagreements between people have been eliminated after constructive negotiations. Positive methods of conflict resolution always involve diplomatic negotiations. Debates lead to partial, and sometimes complete satisfaction of the requirements of one or both parties.

Requirements for a manager

Any conflict must be resolved fairly. For this:

1. Only an honest decision and minimal emotionality. Excessive emissions of negative energy will negatively affect not only the opponent, but also their "producer".
2. High degree of stress resistance and suppression negative emotions must be possessed by every manager who sincerely desires to take his or her organization to the highest level.
3. The manager must be able to listen. Often, the right one turns out to be the one who listened to the opinions of his rivals with restraint and modesty, and only then expressed his personal opinion.

If you understand that this stage If you do not possess these qualities in your professional life, then you need to start developing them in yourself.

Conflict - coercion or choice?

The conflict and its consequences leave few pleasant moments in a person’s memory, but for the most part they bring great life and professional experience, which helps to cope with many problems in the future. In order to correctly resolve conflicts, it is necessary to get acquainted with the main meaning of the word "conflict".

According to scientific terminology, given word means the most acute solution to the problem that has arisen between rivals, which most often has a negative character. But this does not mean that conflict situations should be avoided in every possible way. Throughout life, a person is faced with situations when it is necessary to resolve a certain conflict with other subjects of society.

If a person has the ability to effectively resolve conflicts, then he will certainly reach heights in family and professional relationships. So how do you develop this ability in yourself? How to learn to avoid conflict situations and easily cope with them? To do this, you must follow simple rules:

Unresolved conflict situations can lead not only to external disagreements of the individual with strangers(family members or professional team), but also to internal (mental) trauma. Therefore, you need to understand how important it is to be able to correctly resolve emerging conflicts.

Key questions on the topic:

The concept of conflict

Types of conflict and conflict situations

Phases of conflict development

Strategy and tactics of conflict resolution

Negotiations as a way to resolve the conflict

1. The concept of conflict

The conflict is determined by the fact that the conscious behavior of one of the parties (individual, group or organization as a whole) causes disorder of interests of the other party, which generates a responsenew opposition.

Cause of conflicts lies, first of all, in the fact that each employee has his own goals, aspirations and interests, just like the organization. At the same time, the achievement of individual goals has to be linked and coordinated with the goals of the entire organization (especially if the organization is corporate). In the process of achieving the goals of the organization and solving individual problems by employees, conflicts may arise between them.

Disorder of the interests of one side is often caused by the exercise of power by the other side. Non-recognition of power is one of the most important features of the conflict. For example, the manager informs the employee about the need to go to work on a day off, which violates his plans. If the subordinate does not comply with the order given to him, a situation may arise that negatively affects the effectiveness of joint activities, which will lead to a conflict.

A strong conflict is usually accompanied by the development of stress among its participants, a decrease in the level of cohesion and unity in the team, the destruction of the communication network, etc.

Causes of conflicts. In the very general view these causes can be divided into three groups: 1) arising in the labor process; 2) caused by the psychological characteristics of human relationships; 3) due to the personal characteristics of the employees of the organization.

The main source of conflict situations for many organizations is causes generated by the labor process . Among them are the factors that prevent people from fulfilling their duties. For example, the direct relationship of workers that negatively affect each other in the technological chain; non-fulfillment of functional duties in the "head - subordinate" system, which does not provide the proper conditions for the successful activities of subordinates, etc.

Conflicts in the process of labor activity are also caused by factors that impede the achievement of such goals as high earnings, favorable working and rest conditions. For example, unresolved organizational issues, in which the system of resource allocation is violated; the relationship of people in which the earnings of some depend on the effective work of others.

Finally, conflicts are often generated by the inconsistency of the actions of one of the employees with the norms accepted in the team and life values. For example, the discrepancy between the expectations of subordinates regarding the behavior of their leader in the distribution of authority or remuneration based on the results of work.

In the second group of reasons that give rise to conflicts and reflect psychological features of human relations , one should include the mutual likes and dislikes of people leading to their compatibility and incompatibility. According to these reasons, an unfavorable psychological atmosphere, called the "atmosphere of intolerance", may develop in the team.

The third group includes the causes of conflicts, rooted in the originality of the personality of the members of the team. In this case, we mean not only a person's inability to control their emotions, aggressiveness, excessive anxiety, etc., but also socio-demographic characteristics. For example, women are characterized by a tendency to a greater frequency of conflicts related to their personal consumption (vacation, bonuses, wages, etc.), while, as for men, it is directly related to labor activity. With an increase in the age of workers, the proportion of conflicts related to organizational problems of activity (violations of labor discipline, inconsistency in the quality of work with the requirements, etc.) decreases.