Interpersonal conflict: an example. types of conflicts. ways to resolve interpersonal conflicts

One of the most common types of confrontation in society is interpersonal conflict. It has different forms of manifestation and causes of occurrence. Each confrontation can be divided into stages, each of which has its own resolution paths.

The emergence of interpersonal conflict as a stage of its development

Conflicts often accompany people, in their minds they are identified with a certain threat, aggression, contradiction, even war, which may arise at a given moment in a society or group.
This gives rise to the idea that any conflict is undesirable and must be prevented. Thus, if conflicts arise in any area, it affects the productivity of a person. For example, if an employee is in a conflict situation, this automatically affects his performance, since he tries to find a way out of the current situation and switches his energy to fighting the conflict, that is, real or imagined obstacles that haunt him. At the same time, he falls into a special psychological state called frustration.

Interpersonal conflicts can arise during direct communication between people, expressing the contradictions that arise between them. For example, if the interests of employers and subordinates do not correspond to each other, a special, tense situation arises between them, during which they cannot satisfy each other’s interests and needs. Due to this, the social connections that have arisen are disrupted, which, in turn, violates the stability of the social system.

However, the conditions for the emergence of interpersonal conflicts are determined, among other things, by individual characteristics. Every organization has employees who have specific characteristics, including psychological ones. For example, many have a high tendency to dominate, compete with each other, strive to gain social recognition and leadership, and earn authority. Such people tend to subjectively evaluate the actions of others.

For example, a salesperson, finding himself in a conflict situation, finds himself under strong emotional stress and strives to find a way out of it, experiencing a nervous breakdown, anxiety, and stress. He switches his activities to fighting the conflict, even if it is imaginary. This is how frustration manifests itself. A person strives by any means to win his case, to take revenge on the person who caused the conflict, in an active or passive form.

Conflicts between an individual and a group arise when an individual takes a position that differs for some reason from the position of the group. For example, an employer takes disciplinary action against its employees, in which case the group may change its attitude towards him and reduce performance in response to the measures taken.

According to the degree of openness, interpersonal conflicts are divided into several categories: open, hidden and potential

• The first group is pronounced clashes, accompanied by quarrels, disputes, etc.
• The second group does not involve strong expression; indirect methods of interaction are often used. This position is typical of individuals when they do not have the strength and resources to conduct an open struggle.
• The third group assumes the presence of a conflict situation, but there is no clash between people. There is only open confrontation, the events of which develop slowly until one of the parties to the conflict initiates an open clash.

Figure 2. Structure of interpersonal conflicts. Author24 - online exchange of student work

Examples from history, literature, life

Interpersonal conflicts have plagued humanity since its origins. The Bible also tells about two brothers Cain and Abel. Cain was jealous of his brother and killed him.

1. History knows many examples. Starting from everyday conflicts among ordinary people, ending with different ideas about the future of the state among leaders. History knows the conflict between Ivan the Terrible and his son, during which the king killed his son.
2. In literature, the narrative is often based on a conflict between two sides . In Russian classical literature, the conflict between Onegin and Lensky is known, during which one kills the other. In Pushkin's story "The Undertaker", a conflict occurs between a group of artisans and an undertaker, who is laughed at because of his type of activity. Turgenev also has a conflict in his novel “Fathers and Sons,” where there is a clash between the old attitudes of one generation and the more innovative views of another.
3. In life, interpersonal conflicts are found everywhere, starting in kindergarten .
   You can get into an altercation on public transport, or participate in a conflict with a colleague at work. Many can remember how they could not get along with a classmate or teacher; no one is immune from this.

Causes and prerequisites for the emergence of interpersonal conflicts in an organization

When characterizing the interpersonal conflicts that develop in an organization, it seems appropriate to analyze the issue of those causes and prerequisites that contribute to their emergence and development in the conditions of the work collective.

Thus, in general terms, the relevant reasons are divided into objective and subjective. The first of these categories includes the circumstances and features of the interaction of people in a team that exist in objective reality, leading to open opposition and collision of their ideas, interests and needs.

In turn, subjective reasons are factors associated with the individual psychological characteristics of opponents, as a result of which they choose a conflict method for resolving a particular situation that arises in the process of joint work.

Finally, speaking about the prerequisites for interpersonal conflicts in an organization, we note that the following are generally considered to be among these in the specialized literature:

• Imperfect organization of the labor process, poor working conditions, lack of tools to stimulate self-development and improve the quality of activities;
• Ineffective and irrational management decisions;
• The impossibility of fulfilling the requirements imposed on employees by management, which leads to a decrease in motivation for effective work;
• General unfavorable psycho-emotional situation in the work team, etc.

Resolution Methods

From a scientific point of view, there are specific methods for resolving conflict:

Structural

Most often used in the professional field. These include:

1. Clarification of requirements. Participants in the confrontation receive clear instructions as to whose competence this or that issue is. The possibility of a conflict is excluded due to the absence of common interests between which a clash could occur.
2. Use of special control mechanisms. A clear system of actions is developed and applied in practice when a negative situation arises that can turn into a conflict. The system allows you to identify an emerging dispute at an early stage and eliminate it before moving on to the next stage.
3. Setting goals.
   Bringing parties together to achieve a common goal will require complete reconciliation and the elimination of any differences. The desire for such a union for the sake of a common goal is observed only with a high level of motivation. That is, the goal must be of high significance for all parties to the conflict.
4. Application of rewards. The absence of conflicts, the ability to find a common language and reach compromises can be encouraged by a specially designed reward system.

Constructive

How to resist aggression and successfully resolve conflict? Similar methods of conflict resolution are more used in interpersonal communication.

To successfully resolve the situation using constructive methods, it is necessary to form an adequate perception of the situation among the participants, to dispose them to open interaction, to create an atmosphere of goodwill and trust, and to jointly determine the root of the problem.

Construction styles include:

1. Liberation from negative emotions. You can free yourself from a negative attitude by using various relaxation techniques, briefly leaving the room, openly expressing your experiences, calmly listening to the opinions of third parties, etc.
2. Building a dialogue. Calmed interlocutors share their experiences. Everyone calmly listens to the opponent’s position and then retells in his own words what he heard. This is how a person tries to objectively assess the position of the other side and look at the situation from a different angle.
3. Demonstrating a positive attitude. It is necessary to show the other party that, despite the situation that has arisen, there is respect for the opinion of the other person and acceptance of his point of view.
4. Analysis of your behavior.
   You should frankly evaluate the motives of your own behavior, and adequately determine the degree of significance of your own position for yourself. Often such an analysis leads a person to the conclusion that the essence of the conflict is not so significant for him, and he can easily abandon the dispute that has begun without suffering any losses.
5. Joint resolution of the situation. The parties together decide to end the dispute (come to a compromise, find ways to solve the problem, etc.).

Integral

Allows each side to feel like a winner. A similar effect is achieved when the parties agree to abandon their original positions, reconsider the situation and find a solution that satisfies everyone.

The method can only be used if the parties to the dispute demonstrate flexibility of thinking and the ability to adapt to new circumstances.

Compromise

The most peaceful, mature way to resolve the situation.

The parties decide on mutual concessions in order to eliminate the negative factors that caused the dispute.

Such behavior of people allows not only to peacefully resolve emerging contradictions without harm to anyone, but also to build long-term communication ties.

Classification of conflicts by impact on the activities of a group or organization

In terms of their impact on the activities of a group or organization, conflicts can be constructive or destructive.

Constructive (functional) conflicts are conflicts that lead to the adoption of informed decisions and contribute to the development of relations between the subjects of the conflict. As a rule, the following several functional consequences of conflicts are identified:

• The conflict is resolved in a way that suits all parties to the conflict; each party feels involved in resolving the problem;
• A decision made jointly is implemented as quickly and easily as possible;
• The parties involved in the conflict master the skill of effective cooperation when resolving problematic issues;
• If a conflict has arisen between subordinates and managers, then the practice of conflict resolution makes it possible to destroy the “submissive syndrome”, when a person occupying a lower position has a fear of expressing his point of view if it differs from that of people with a higher status;
• Relationships between people become better;
• Participants in the conflict no longer view disagreements as something negative and leading to negative consequences.

EXAMPLE: An excellent example of constructive conflict is a common work situation: a manager and a subordinate cannot come to an agreement on any issue regarding their joint activities. After a conversation and each participant expressing their opinion, a compromise is found, and the manager and subordinate find a common language, and their relationship acquires a positive tone.

Destructive (dysfunctional) conflicts are conflicts that impede the making of competent decisions and effective interaction between the subjects of the conflict. The dysfunctional consequences of conflicts are the following:

• Competitive, adversarial relationships between people;
• Lack of desire for positive relationships and cooperation;
• Perception of the opponent as an enemy, his position - exclusively as incorrect, and one’s own - exclusively as correct;
• The desire to reduce and even completely stop any interaction with the opponent’s side;
• The belief that winning a conflict is more important than finding a common solution;
• Bad mood, negative emotions, feeling of dissatisfaction.

EXAMPLE: Examples of unconstructive conflict include war, any manifestations of physical violence, family quarrels, etc.

Strategies for dealing with conflict

Kenneth Thomas identifies the following effective strategies for human behavior in conflict:

• rivalry;
• device;
• evasion;
• compromise;
• cooperation.

Some scholars also identify two additional effective conflict resolution strategies: suppression and negotiation.

Rivalry is the main strategy that most people choose when conflict arises. When competing, a person assumes that he is obliged to defend his point of view, but if he takes into account the point of view of another person, he has the opportunity to lose

The opposite position is not taken into account by him

Advantages of the “Rivalry” strategy:

• Establishing strict control over the development of the conflict and the actions of the opponent.
• Rigidly defending your position, taking into account your own interests.
• Improving the quality of your personal performance through the use of a competitive strategy.

Disadvantages of the “Rivalry” strategy:

• The possibility of using deception, cunning in order to create an advantage in one’s favor, provoking an opponent, which can lead to negative consequences.
• The use of this strategy is impossible in cases where long-term relationships, friendship, love are implied between the subjects; it is necessary to take into account the interests of the other person.
• Rivalry indicates a party’s reluctance to enter into a constructive dialogue due to their own insecurity.

Adaptation characterizes a special way of human behavior in a conflict, when the subject puts his personal needs and interests into the background, makes concessions to the opponent, and aims to prevent further development of the conflict.

Advantages of the “Adaptation” strategy:

• The ability to save personal resources.
• Due to the content of victory, the opportunity to gain the upper hand, to assert oneself, in the absence of claims to victory and resistance.

Disadvantages of the “Accommodation” strategy:

• The subject is forced to constantly agree with the opponent’s demands, please him, and demonstrate a passive position in active ways.
• The subject is forced to take and indulge the opponent.
• Due to the subjective side, the use of this strategy is impossible in cases where the cause of conflicts is something significant. Otherwise, the conflict will not be resolved; negative emotions arise, which again lead to conflict.

The avoidance strategy is that a person tries in any way to postpone the conflict and making important decisions until “later.”

Advantages of the Avoidance strategy:

This strategy is useful when no further relations with the opponent are planned or the essence of the conflict is not particularly important for the parties. It implies a refusal to use force and a denial of the importance of the conflict.

Disadvantages of the Avoidance strategy:

• Demonstrates the opponent's fear of making a counter move.
• It is not applicable in cases where the relationship with a person is important for the opponent; the avoidance strategy in this case will only worsen the situation, leading to a break in the relationship.

Compromise acts as a partial way to satisfy the needs of the parties.

Advantages of the “Compromise” strategy:

• The parties occupy equal positions.
• The parties can offer their options for resolving the conflict.
• Opponents strive to find a mutually beneficial solution that takes into account the interests of both parties. The decision must comply with the principle of fairness.

Disadvantages of the Compromise strategy:

• Compromise is an intermediate stage of conflict resolution that does not exhaust all problems.
• Sometimes parties use cunning or flattery to induce good intentions in the other party.

The cooperation strategy provides for resolving the conflict in a way beneficial to both parties

Moreover, it is important not only to take into account the opponent’s position, but also to strive to be as satisfied as possible with the results of conflict resolution

Advantages of the “Collaboration” strategy:

• Complete collection of information about the subjects of the conflict, the causes and conditions of the conflict.
• Using sufficient resources to resolve the conflict between the parties:
• The opportunity to openly discuss the conflict and objectify it

Disadvantages of the Collaboration strategy:

• It is not applicable when the essence of the conflict is not important for the parties, the parties measure their strength.
• It is not applicable if one of the opponents is not inclined to cooperate, in which case the conflict will not be resolved, at best, its resolution will be delayed for an indefinite period.

Figure 1. Options for behavior in conflict situations. Author24 - online exchange of student work

The main causes of interpersonal conflicts

1. Dissatisfaction with material and spiritual benefits
   . If a person lacks the necessary resources in quantitative or qualitative terms, he tries to make up for them in another way, where there is a high risk of developing interpersonal conflict.
2. Mutual interests
   . In a group where the goals of the participants converge, but the methods of achieving the task have some differences, a number of confrontations may arise. The person is unable to fulfill some of his needs in work or personal relationships. This should include conflict situations at work, problems with subordination of subordinates and mentors, family disagreements, and family quarrels.
3. Individual interests
   . Opponents have personal goals, the fulfillment of one of them excludes the other. The developing conflict raises the question of the differences that exist at the moment and requires a compromise solution.
4. Value features of the issue
   . This type of confrontation is based on dissimilar motivational approaches to the same issue due to different psychological attitudes and priorities.
5. Course of action
   . Develops due to the absence of stereotypes and manners of certain behavior in one of the opponents. This may be due to lack of experience or inability to perform the necessary actions. Often causes conflicts at work or school.
6. Communication
   . Inconsistency between the communication abilities of one person and another, non-compliance with the rules of dialogue, subordination and tact.
7. Character
   . The cause of the conflict is specific personal characteristics that the other individual dislikes.

Man against himself

This conflict in literature occurs when the hero is struggling with some internal problem. A conflict situation can be created by an identity crisis, a mental disorder, a moral dilemma, or simply a choice of life path.

Examples of a person’s conflict with himself can be found in the novel “Requiem for a Dream,” which raises issues of internal struggle with addiction. For example, the main character of Crime and Punishment experiences a similar type of conflict.

Approaches to Understanding Interpersonal Conflict

Definition 1

In modern psychological literature, interpersonal conflict is understood as an open clash between individuals caused by incompatibility, inconsistency of their goals at a specific time period in a specific situation; a situation based on a contradiction perceived by opponents as a significant psychological problem that provokes the activity of the parties and requires resolution.

The object of the conflict is what the opponents claim, what they are fighting for. The subject of interpersonal conflict is the emergence of opposing interests, views, opinions and the contradiction caused by them.

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Causes of interpersonal conflicts
In society, millions of interpersonal conflicts flare up every day, there is no person who has not participated in them at least once. If an individual is not the instigator of the confrontation, then he can be drawn into it even against his will. This is facilitated by various causes of interpersonal conflicts, which can be divided into five groups:

1. Information reasons, which are based on information unacceptable to one of the parties. These may include incomplete or inaccurate facts, rumors, misinformation, the release of unsolicited or confidential communications, misinterpretations, or controversial issues in existing laws or regulations.
2. Confrontation between people often arises against the background of behavioral factors. Rudeness, aggression or selfishness of one of the parties.
3. Dissatisfaction with the relationship between the parties. This can be either dissatisfaction with the existing interaction, or a proposal for its development or continuation.
4. Value reasons. This may include those personal attitudes and beliefs that are accepted by one side but rejected by the other.
5. Structural factors or stable circumstances that exist regardless of the will of a particular individual, that is, those that he cannot change. System of government or justice, gender, age, etc.

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Sources used:

• https://dic.academic.ru/dic.nsf/ruwiki/1828732
• https://srazu.pro/socializacia/mezhlichnostnyj-konflikt-v-psixologii.html
• https://womanadvice.ru/mezhlichnostnyy-konflikt-chto-eto-takoe-prichiny-primery-osnovnye-vidy

What is conflictology?

Conflictology is a discipline that studies the patterns of processes such as the emergence, development, resolution and completion of conflict.

One of the people who laid the foundations of the general theory of conflict was Karl Marx. He developed the doctrine of contradiction and developed a model of social change. After him, the foundations of the doctrine of conflict were formulated by the American sociologist Jonathan Turner. In addition, the American sociologist Lewis Coser and the German sociologist and philosopher Georg Simmel made a huge contribution to the development of conflictology science. If we study other sources, we can conclude that mainly sociologists, psychologists and political scientists took part in the development of conflictology in general, both in our country and abroad.

However, several significant circumstances allow us to draw a line between domestic and foreign conflictology:

• Abroad, attempts to create a theory of conflict were made back in the 19th century.
• Abroad, more approaches are used to study conflicts
• Abroad, conflictology is taught at the largest universities
• Bachelor's and Master's degrees in conflict management are available abroad
• Abroad, conflictology is a science, mainly of an applied nature.

As for domestic conflictology, the first publications on this topic appeared only in the 20s of the 20th century (the first work dates back to 1924; its authors are M. I. Mogilevsky and P. O. Griffin). In these works, the problem of conflicts was first identified as an independent one, and the term “conflict” already appears in the titles themselves. And as a separate science, conflictology took shape in Russia in the early 90s. At present, Russian researchers are paying more and more attention to conflictology and the problem of conflict.

Now the time has come to say a few words about the central concept of conflictology - conflict.

Conflict in its general understanding is the most acute way to resolve contradictions in views, goals, and interests that arise during social interaction. The essence of the conflict lies in the confrontation between its participants, accompanied by negative emotions. Often this confrontation goes beyond social norms and rules.

But conflictology distinguishes between two main types of conflicts - social conflict and intrapersonal conflict.

Social conflict is the most acute way of developing and resolving contradictions that are important for people that arise during their interaction. The essence of such a conflict is similar to the essence expressed in the above definition of conflict.

Intrapersonal conflict is an acute negative experience caused by a long-term struggle of the internal psychological structures of the individual, reflecting the contradictory connections of a person with the social environment, and also complicating and delaying decision-making.

The ability to recognize and prevent the occurrence of conflict, as well as to manage and neutralize it, opens up enormous opportunities for a person. It allows any person not only to effectively resolve problematic situations and successfully get out of difficult situations associated with conflicts, but also to anticipate potentially dangerous situations and take appropriate actions to suppress them. By and large, such a skill can make a person’s life more harmonious, painted in brighter colors and filled with predominantly positive emotions. Of course, we should not idealize, but if all people on the planet applied the principles of effective conflict prevention and resolution in their lives, then, for sure, there would be less disagreement, hatred, and wars in the world.

Here is a simple example at the everyday level: if, for example, two family members do not know conflict resolution skills, then if a dispute, misunderstanding, or disagreement arises, the situation with a high degree of probability can develop into a serious family scandal, the result of which can simply be negative emotions of people towards to each other, and complete discord and even a break in family relationships. But when at least one person has the skills of conflict management, he is able, firstly, to prevent the situation from getting out of control and leading to devastating consequences, and secondly, to make sure that it does not appear at all, because he can recognize it before it even appears. And this can be applied not only to the area of ​​family relationships, but also to any other.

Man vs God or Fate

This type of conflict is not always easy to separate from the “person-society” or “person-versus-person” conflict, but it is usually associated with the presence in the work of a religious component or an external force that directs the fate of the character.

For example, in the Harry Potter books, the main character, whose fate was predicted even before his birth, grows up and tries to come to terms with the responsibility entrusted to him since childhood. In Greek mythology, the gods themselves often became the characters, setting tests for the main character, as for example in the Odyssey.

Managing Emotions

When you are overwhelmed with emotions, it is better to restrain them rather than be led by them. If they do come out, let go of your fears and resentments. Have your say. If awkwardness appears after an emotional outburst, then it is better to leave. But this does not mean that admitting defeat is just a reason to continue to establish dialogue. A creative and flexible view of the situation is one of the methods of managing a collision.

When the conflict situation subsides, then when leaving it, ask for forgiveness. It will help restore relationships and extinguish negative emotions. Words that correctly reflect the situation will not humiliate you or your partner. When joint actions have not resolved the conflict situation, all that remains is to move on to independent actions.

In order to effectively manage and maneuver in controversial situations, you need to develop understanding. This will allow you to think and discuss problems more constructively. But only if a person lives in the present, is calm and knows how to clearly respond to changing situations. You can learn to manage conflict only with personal experience and constant internal growth.

Man vs. Supernatural

This conflict in literature occurs between the hero and some supernatural force or creature. Such conflicts, based on the manifestation of mystical forces and paranormal phenomena, are common in magical realism. They are also often found in the works of Stephen King: for example, in The Shining, the heroes encounter the dark essence of the hotel, and in the novel It, the antagonist is an ancient evil that feeds on fear and can take different forms.

The supernatural is also contrasted with man in Gothic novels, where ghosts (“The Turn of the Screw” by Henry James), vampires (“Dracula” by Bram Stoker) and other fantastic creatures act.

When is it better to avoid conflict situations?

If the prerequisites for a controversial situation to arise, it is worth thinking about whether it is really necessary to go into conflict in interpersonal relationships? Briefly: if your own benefit is not affected and it is difficult to prove that you are right, then there is no point in starting to argue. You should not argue with a person if it is clear that his mental potential is inferior to yours. "Don't argue with a fool." It is useless to prove anything to such a person.

Before entering into conflict, you should think about what you will get in the end? How does conflict occur in interpersonal relationships? What consequences can it lead to and what will it result in? And will you be able to defend your position and point of view? Therefore, it is worth bringing the emotional outburst back to normal and, with calm thoughts and a sober approach to assessing the current situation.

The conflict involves people who simply need a correct understanding of each other. But they are hampered by a lack of trust in each other. Therefore, it is so necessary to create an atmosphere of fruitful communication. And it is useful to adopt this law of communication: competition leads to the birth of competition. The method of managing and completing collisions comes down to following some rules.

Identifying the problem. An attempt to find a solution mutually acceptable to the conflicting participants. Listen to the parties, paying attention to what is said, and not focusing on personal characteristics. Clarify the correctness of the understanding of what the interlocutor said. Convey to the other side in paraphrased form the meaning of the information heard. When receiving information, do not interrupt the speaker, exclude criticism and recommendations. Clarify the information received, its accuracy and do not proceed to new messages. It is important to maintain a trusting atmosphere and sincerity. Actively involve nonverbal communication: eye contact, nodding your head as a sign of approval.

Types and types of conflict situations in the business environment

The most common are clashes of interests in organized groups, namely in workers' collectives, among teachers in schools, in organizations made up of individuals of different ethnic backgrounds. In this case, the following types of conflicts are considered:

• Intrapersonal. It is formed in connection with the dissatisfaction of an individual with the requirements imposed on his activities. That is, if a person is forced to do something against his will, or the fulfillment of a given task contradicts the foundations and values ​​of the individual, an intrapersonal conflict situation arises.
• Interpersonal. Most often, interpersonal conflicts arise in groups. Their manifestation is directly related to the lack of any resources to achieve set goals, the desire to “curry favor” with superiors (higher positions), as well as to the character traits of each group member. Basically, “friction” in a team arises due to the radical dissimilarity of individuals, the difference in their worldview and different temperaments.
• Between the individual and the group. The emergence of a conflict of this kind is caused by defending the opinion of one individual in front of a group. That is, a person who disagrees with the opinion of the majority tries to defend his idea, while creating a conflict situation.
• Intergroup. Any team consists of at least 2 groups: formal and informal, between which conflicts periodically arise. Basically, the basis for this is the unfair attitude of the authorities towards the informal group that unites to protect and defend its interests.
• Managerial. It develops during the work process, during the distribution of resources. Managerial conflict arises due to a mismatch in the temperament of subordinates, divergence of values ​​and goals.

Ways to resolve interpersonal conflicts

Resolution of any conflict is possible thanks to one of the following strategies of the participants:

Evasion and avoidance. The method presupposes the absence of both concessions and insistence on being right. Doesn't help resolve the situation well. Aggressive interpersonal methods of conflict resolution are coercive and confrontational. When used, the defeated party will feel dissatisfied after the conflict subsides. Smoothing and compliance

In such a situation, it is important for partners to preserve the existing relationship to the detriment of a real solution to the problem. Compromise or cooperation. This is the most optimal option for interaction, in which the parties try to find a way out through mutual concessions. The solution to the problem is an ideal scenario that does not involve sacrifices on the part of all participants

Rarely occurs in real life.

Constructive and destructive conflict - difficulties of assessment

It is worth noting that the confrontation between individuals or their groups is quite difficult to assess. It is not always possible to determine the variety due to the following objective factors:

There are no clear criteria according to which constructive and destructive conflict are distinguished. Most often, this can only be done after the confrontation is over, when the consequences can be assessed (and even then the answer may not be clear-cut). Most conflicts, regardless of the environment in which they arise, are characterized by both constructive and destructive functions simultaneously. The characteristics of the confrontation can vary significantly depending on what stage it is at. A constructive conflict can become such only after an acute phase or, conversely, move into the realm of destruction. When assessing a conflict, it is always worth considering the subjective side. So, one side may consider it constructive, but for the other it will be destructive.

In addition, it is important to take into account the interests of third parties who may initiate confrontation

Coping with stress

Stress is one of the main catalysts for conflict, so working to minimize it can significantly improve the atmosphere in the team. There are many known ways to relieve stress; methods for overcoming it have long been studied and have proven themselves to be excellent. This, in turn, makes it possible to consider various options that take into account the personal qualities of each person.

In order to maintain a high level of stress resistance, you should lead a healthy and sporty lifestyle. Don’t forget about your body after physical and mental stress and restore it, try to prevent stressful situations from occurring.

In this way, a healthy psyche is maintained for living in a social environment. Fresh air, exercise, good sleep, proper organization of the workspace, useful literature, balanced nutrition - all this plays an important role in strengthening and maintaining a healthy lifestyle. A good attitude in life helps a person not to cave in under the pressure of stressful situations, and also to react less painfully to conflict situations and find the right ways to resolve them.

Complications

Each conflict will have its own unique characteristics. In some situations it can develop into a serious confrontation. This happens because people want to fight openly; they do not want to make concessions.

Important! Individuals may be determined to continue the confrontation.

Due to emotional tension, conflict resolution is impossible. Things get worse when the confrontation is part of the rejection of the subjects.

There are several concepts of conflict in psychology and philosophy. Such situations arise in the life of every person, so you need to know how to solve them.

Coordinating a conflict situation

Every clash that could turn into confrontation can be extinguished. If it is no longer possible to stop, then you should treat it as evenly as possible and try to come to a denominator that satisfies both opponents.

When starting to resolve tensions, it is necessary to do preparatory work and identify your tasks. When you plan to resolve the situation through negotiations, you should choose the right time for the meeting.

For sound conflict management, it is necessary not to forget about your interests and understand the benefits of your opponent. During the meeting, calmly voice your interests and clarify whether your opponent is ready to make efforts to resolve the conflict. Offer several options. And if they deviate, then you will have to work on resolving the confrontation on your own.

When the conflicting party is ready to resolve everything peacefully, decide which side you are on, yours or your opponent’s. The main thing is to understand, not to win at any cost.

The reasons that caused the clash should be calmly discussed and identified what led to the conflict:

By offering the best, there is no need to blame and attack. When defending your judgment, you should not put pressure on your opponent

Pressure is not the right behavior; it only leads to limiting the capabilities of those in conflict. It is important to watch your speech. And do not use words that humiliate a person. Avoid using the words “never” and “no way”

And remember the proverb “the word is silver, but silence is gold.” Sometimes it’s easier to leave things unsaid than to launch into a tirade that could escalate the conflict. When discussing a situation, there is no need to attack a person. You need to talk about the problem, not about personality traits. Do not cling to trifles, but solve the main issues. It is better to express your thoughts and feelings openly. Honesty and sincerity will enable your opponent to better understand and, perhaps, accept your point of view. Tell us what worries and worries you. Voiced concern is one of the stages of defending your views.

How to behave in different situations

In a conflict situation, you should avoid excessive emotionality - this can complicate it. It is necessary to remain calm and restrained, to maintain respect for the opponent. Mutual negativity will make it impossible to resolve controversial issues.

There are certain strategies for human behavior in a conflict situation:

1. Rivalry. A tough strategy when you need to win by any means in an open struggle for your interests. There is a dangerous “who will win” principle at work here.
2. Cooperation. Joint decision making that satisfies both parties.
3. Compromise. Between the parties to the conflict, in the form of a discussion, a compromise solution is sought by analyzing disagreements and mutual concessions.
4. Avoidance. Participants in the conflict ignore its danger, do not want to take responsibility for making decisions, and want to quietly get out of the situation. With this strategy, the solution to the problem can be postponed to another time.
5. Device. This is a method of smoothing out disagreements by neglecting one’s own interests and completely accepting all the demands of the opposite side.

Each confrontation has its own characteristics, and there are no identical ways out of it. To avoid stress, you need to adhere to certain rules of behavior and response. Psychologists give the following recommendations to simplify the resolution of all types of conflicts:

1. Behave with restraint, watch your movements, speech and facial expressions, avoid closed poses.
2. You cannot immediately and sharply deny someone else’s opinion, interrupt, or raise your voice.
3. Listen carefully and tolerantly to the interlocutor, repeat his words to confirm that he has been heard.
4. After listening to the opposite side, present your arguments in a soft, friendly manner. This will disarm a negative opponent.
5. You should not take verbal abuse seriously and take it personally.
6. During a developing conflict, restrain the response, be sure that you have understood your opponent correctly.
7. It is necessary to beware of entering into disagreements with individuals who have mental disabilities or a low level of intelligence. A reasonable ending is excluded in this case.

Additional Information. Distracting your opponent with questions on other topics will help buy time to think about further behavior.

Table with main types

Since the classification of conflicts into types is rather arbitrary, without clear boundaries, other types periodically arise against the background of complex social relationships. Unsatisfied human needs make life unthinkable without disagreements and contradictions. The ability to resolve conflict situations makes life easier in many ways.

Classification of conflicts

Constructive (functional) conflicts

lead to informed decision making and promote relationship development.

The following main functional

consequences of conflicts for the organization:

1. The problem is solved in a way that suits all parties, and everyone feels involved in its solution.
2. A jointly made decision is implemented faster and better.
3. The parties gain experience in cooperation in resolving controversial issues.
4. The practice of resolving conflicts between a manager and subordinates destroys the so-called “submission syndrome” - the fear of openly expressing one’s opinion that differs from the opinion of one’s seniors.
5. Relationships between people improve.
6. People stop viewing the presence of disagreements as an “evil” that always leads to bad consequences.

Destructive (dysfunctional) conflicts

hinder effective interaction and decision making.

Major dysfunctional

the consequences of conflicts are:

1. Unproductive, competitive relationships between people.
2. Lack of desire for cooperation and good relationships.
3. The idea of ​​the opponent as an “enemy”, his position as only negative, and his position as exclusively positive.
4. Reducing or completely stopping interaction with the opposite party.
5. The belief that “winning” a conflict is more important than solving the real problem.
6. Feeling resentful, dissatisfied, bad mood.

Realistic conflicts

are caused by the failure to satisfy certain demands of the participants or the unfair, in the opinion of one or both parties, distribution of any advantages between them.

Unrealistic conflicts

have as their goal the open expression of accumulated negative emotions, grievances, and hostility, that is, acute conflict interaction here becomes not a means of achieving a specific result, but an end in itself.

Intrapersonal conflict

occurs when there is no agreement between various psychological factors of the individual’s inner world: needs, motives, values, feelings, etc. Such conflicts associated with work in an organization can take various forms, but most often it is a role conflict, when different A person's roles place different demands on him. For example, being a good family man (the role of father, mother, wife, husband, etc.), a person should spend evenings at home, and his position as a manager may oblige him to stay late at work. Here the cause of the conflict is the mismatch between personal needs and production requirements.

Interpersonal conflict

- This is the most common type of conflict. It manifests itself in different ways in organizations. However, the cause of the conflict is not only differences in the characters, views, and behavior patterns of people (that is, subjective reasons); most often, such conflicts are based on objective reasons. Most often, this is a struggle for limited resources (materials, equipment, production space, labor, etc.). Everyone believes that it is he, and not someone else, who needs resources. Conflicts also arise between a manager and a subordinate, for example, when a subordinate is convinced that the manager makes unreasonable demands on him, and the manager believes that the subordinate does not want to work to his full potential.

Conflict between individual and group

occurs when one of the members of the organization violates the norms of behavior or communication that have developed in informal groups. This type also includes conflicts between the group and the leader, which are most difficult with an authoritarian leadership style.

Intergroup conflict

is a conflict between the formal and (or) informal groups that make up the organization. For example, between the administration and ordinary employees, between employees of various departments, between the administration and the trade union.

Social conflict

- this is the emergence of a contradiction between any components of the social structure (people, social groups) or a clash due to the similarity of the desire to possess something valuable for the conflicting parties. Subjects of the conflict (participants): Instigators.

Kinds

There are several types of conflicts. Each of them has its own characteristics and consequences.

Motivational

This group includes confrontations that affect interests. For example, a husband and wife have different views on creating a common budget.

Disputes may also concern who will watch TV.

In severe cases, this type of conflict leads to separation. Its main symptom is the reluctance to make concessions and the desire to defend one’s interests at all costs.

Cognitive

It begins when the sphere of values ​​is affected. Different views on life do not always lead to conflicts.

Important! Problems begin when one person decides to infringe on the values ​​of another.

For example, a husband and wife do not have the same views on family life. The husband sees himself as the head of the family, and the wife at this time wants to build a career. If they start forcing each other to change their beliefs, then conflict is inevitable.

Role-playing

Occurs when a person violates accepted standards of decency. For example, rules of behavior may be established in a team. If an individual begins to consciously violate them, this will lead to confrontation.

Signs and forms of conflict between an individual and a group ↑

Like any conflict, the confrontation between an individual and a group has certain signs, the most striking ones, oppression can be distinguished:

• following and attacks from group members;
• personal violation of space;
• aggressive behavior;
• refusal to interact and communicate;
• assigning responsibility for failures.

The forms in which the conflict between an individual and a group manifest itself are very diverse, including the use of:

• the following sanctions within a specific group;
• complete cessation of communication between group members and the individual;
• harsh expression of criticism;
• significant restriction of communication;
• manifested euphoria on the part of the conflicting party.

Peculiarities

The first side of an interpersonal conflict is the object of the dispute .

The second side is the psychological part (the level of intelligence of the participants, upbringing).

This is what distinguishes interpersonal conflicts from political ones .

This makes conflicts between individuals so different and different from each other. People are drawn into the conflict completely, showing all their characteristics in it.

Quite often, the psychological side obscures the subject of the dispute, it becomes less important, everything turns into mutual reproaches. In a conflict, neither side tries to understand the opposite , transferring all responsibility to the opponent, removing it from themselves.

Signs and forms of conflict between an individual and a group ↑

Like any conflict, the confrontation between an individual and a group has certain signs, among the most striking are the following:

• harassment and attacks by group members;
• violation of personal space;
• aggressive behavior;
• refusal of communication and interaction;
• assigning responsibility for failures.

The forms in which the conflict between an individual and a group manifest itself are very diverse, including the following:

• the use of sanctions within a specific group;
• absolute cessation of communication between group members and the individual;
• expressing harsh criticism;
• significant restriction of communication;
• euphoria shown on the part of the conflicting party.