Interpersonal conflict. Conflicts in interpersonal relationships: stages and preventive measures

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

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

Interpersonal conflict is a kind of confrontation between participants in a particular situation, when they perceive events as a psychological problem that requires mandatory resolution in favor of either all or individual participants in such an interaction.

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

Causes and signs of occurrence

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

• the presence of objective contradictions- they must be significant for each conflicting person;
• the need to overcome contradictions as a means of establishing relationships between the participants in a conflict situation;
• participants activity- actions (or lack of them) aimed at achieving their interests, or reducing contradictions.

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

The classification of causes can be represented as follows:

1. Resource- reasons associated with limitations or insufficiency of material, human resources, their quantitative and qualitative indicators.
2. Interdependencies- act as the causes of conflicts in the course of the implementation of relations related to power, authority, the fulfillment of common tasks, emotional attachment, including kinship, sexual.
3. Target differences as the causes of conflicts are manifested in real or imaginary differences in the goals of the participants in the conflict, which are seen as a threat to the realization of their own results and expectations in a given situation.
4. Value-motivational differences as the cause of the conflict take place with incompatibility of approaches to assessing the situation, the actions of other people and their own, as well as motives for actions.
5. Behavioral- the essence of these reasons is manifested in the differences in the life experience of the participants in the conflict, as well as in the manner of behaving in a certain situation.
6. Communication- Causes that arise in the course of improper communication.
7. Personal- these causes appear in the process of conflict participants in the conflict, when they show their individual and personal (personal) characteristics.

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

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

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

Types and structure

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

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

Typology and types of interpersonal conflicts have many varieties. Depending on the nature of the problems that are affected, conflicts are:

• valuable(conflicts over meaningful ideas and basic values ​​of the individual);
• interests(conflicts affect incompatible and conflicting interests, aspirations and goals of participants in a particular situation);
• normative(conflicts arise when rules and norms of behavior are violated in the course of interaction between individuals).

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

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

Stages and consequences

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

1. Hidden, implicit stage interpersonal conflict. It is the foundation for the emergence of conflict and is found in the dissatisfaction of the individual with something - status in the team, unfair wages, the inability to possess something, inadequate assessment of others, etc. If the overcoming of internal displeasure is not carried out, the next stage develops.
2. Stage of tension. The conflict breaks out. This is where the positions of the participants in the conflict are formed and the opportunities to reduce the confrontation or increase it.
3. Confrontation stage. Antagonism intensifies in positions in conflicting relationships. There are active conflicts.
4. Completion stage. There is either a complete resolution of the conflict, when the parties were able to agree. Or partial completion - the conflict is preserved at a certain stage and tension is reduced. Or there is a complete break in the relations of the conflicting parties and the emergence of prerequisites for conflict at a deeper level.

Resolution methods

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

1. offensive strategy manifests itself in the forceful scenario of conflict resolution. Only those who act in their own interests and impose them on the other conflicting side will win here. The means to achieve the result are dominance over others, emotional pressure, cunning and manipulation.
2. Avoidance and withdrawal strategy. In fact, the conflict is not resolved, but its tension is reduced by ignoring or changing the attitude towards the subject of the conflict. Or, here there are concessions by one of the parties to the conflict, a departure from their interests in order to maintain relationships.
3. Contract strategy. There is a choice of the optimal solution to the conflict through the procedure of negotiations and the achievement of a mutually beneficial result.

Prevention and principles of behavior in conflict

Conflict prevention and prevention is facilitated by a preliminary assessment of any tense situation in the relationship and response to it:

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

Video: How Interpersonal Conflict Occurs

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INTERPERSONAL CONFLICTS

AND THEIR SOLUTION.

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O.Kh.Davletshina

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Introduction

1. The concept of conflict

2. Types of conflict

2.1 Intrapersonal conflict

2.2 Interpersonal conflict

2.3 Conflict between the individual and the group

2.4 Intergroup conflict

3. Causes of the conflict

3.1 Causes generated by the labor process

3.2 Causes caused by the psychological characteristics of human relations

3.3 Causes rooted in the personal identity of team members

4. Consequences of the conflict

4.1 Functional implications

4.2 Dysfunctional consequences

5. Conflict management

5.1 Structural methods of conflict resolution

5.1.1 Clarification of job requirements

5.1.2 Coordination and integration mechanisms

5.1.3 Corporate overarching goals

5.1.4 Structure of the reward system

5.2 Interpersonal conflict resolution styles

5.2.1 Evasion

5.2.2 Smoothing

5.2.3 Coercion

5.2.4 Compromise

5.2.5 Troubleshooting

Conclusion or how to use conflict

List of sources used

INTRODUCTION

Conflicts are the eternal companion of our life. And therefore, even the most consistent policy of humanization in enterprises and institutions and the best methods of management will not protect against the need to live in conflict conditions.

The word “conflict” is of Latin origin and literally means “collision”. At the heart of any conflict is a contradiction, which usually leads either to constructive (for example, to strengthening group dynamics, development of the team) or to destructive (for example, to the collapse of the team) consequences. Thus, conflicts in the most general form can be qualified as constructive - with a positive sign and destructive - with a negative sign.

Some authors, in particular W. Kreidler, divide conflicts into functional (leading to the optimization of intra-group relations, a deeper understanding of people) and dysfunctional (resulting in deterioration, hardening of intra-group relations).

1 . THE CONCEPT OF CONFLICT

Like many concepts, conflict has many definitions and interpretations. One of them defines conflict as a lack of agreement between two or more parties, which may be specific individuals or groups. Each side does everything to get its point of view or goal accepted, and prevents the other side from doing the same.

When people think of conflict, they most often associate it with aggression, threats, arguments, hostility, war, and so on. As a result, there is an opinion that conflict is always undesirable, that it should be avoided if possible, and that it should be resolved immediately as soon as it arises. This attitude is clearly seen in the works of authors belonging to the school of scientific management, the administrative school and sharing the concept of bureaucracy according to Weber. These approaches to organizational effectiveness relied more on the definition of tasks, procedures, rules, interactions between officials and the development of a rational organizational structure. It was believed that such mechanisms would, in general, remove the conditions conducive to the emergence of conflict, and could be used to solve emerging problems.

The writers belonging to the school of "human relations" also tended to believe that conflict could and should be avoided. They recognized the possibility of contradictions between the goals of an individual and the goals of the organization as a whole, between line and staff personnel, between the powers and capabilities of one person, and between different groups of leaders. However, they generally viewed conflict as a sign of organizational inefficiency and poor management. In their view, good relationships within an organization can prevent conflict from arising.

The modern point of view is that even in well-managed organizations, some conflicts are not only possible, but may even be desirable. Of course, conflict is not always positive. In some cases, it can interfere with the satisfaction of the needs of an individual and the achievement of the goals of the organization as a whole. For example, a person who argues in a committee meeting just because he or she cannot help but argue is likely to reduce the satisfaction of the need for belonging and respect, and possibly reduce the group's ability to make effective decisions. Group members may take the point of view of the disputant only in order to avoid conflict and all the troubles associated with it, even without being sure that they are doing the right thing. But in many situations, conflict helps bring out a variety of points of view, provides additional information, helps bring out more alternatives or problems, and so on. This makes the decision-making process of the group more efficient, and also gives people the opportunity to express their thoughts and thereby satisfy their personal needs for respect and power. It can also lead to more efficient implementation of plans, strategies and projects, as discussion of different points of view on these documents takes place before they are actually implemented.

Thus, the conflict can be functional and lead to an increase in the effectiveness of the organization. Or it may be dysfunctional and result in decreased personal satisfaction, group collaboration, and organizational effectiveness. The role of conflict mainly depends on how effectively it is managed. To manage a conflict, it is necessary to know the causes of its occurrence, the type, the possible consequences in order to choose the most effective method of resolving it.

The source of any development, including the development of the labor collective, is contradiction, the clash of the new with the old, the clash of opposing tendencies and forces. The conflict is an extreme case of exacerbation of contradictions and, therefore, is one of the factors in the development of the team. Any conflict is not just a contradiction that has arisen between certain social subjects, but a contradiction that is somehow recognized and appreciated by them. Conflict is a mistake of antagonistic contradictions that has received an open form.

However, contradiction and conflict should not be identified. We can talk about conflict when the contradictions between the members of the team become so aggravated that they begin to interfere with their normal interaction in solving collective problems.

Relations between members of the team are very different, their interests are diverse. In this regard, the causes of contradictions have a very wide range.

Some contradictions are born in the collective itself, others may reflect deeper contradictions existing in society. However, any contradiction acquires the character of a conflict only on condition that it draws into the psychological sphere, affects the motivation of people's behavior. The degree of involvement of people in the conflict, its severity does not necessarily reflect the depth of objective contradictions. Some conflicts have no external causes at all and are generated by factors of a purely psychological nature.

At the same time, a production or labor conflict is a clash of participants in economic relations as a subsystem of a wider system of social conflicts, it mainly affects the sphere of distribution of managerial functions and income, although both the system and the subsystem show conflict most often in the form of a struggle between institutionally formalized and unformed interest groups.

One of the features of a labor conflict is that such conflict is somehow colored by psychological emotionality, the ethical predestination of the struggle, in which the participants strive to satisfy the "sense of justice".

The term "production conflict" implies a clash of systems, norms of behavior, power functions of participants in any economic processes. This means that labor conflict exists both in the immediate sphere of production and in the spheres of exchange, distribution, and consumption. Such conflicts are aimed at changing the existing schemes of division of labor, power structures, principles of distribution and consumption of manufactured products and services.

There are four main types of conflict: intrapersonal conflict, interpersonal conflict, conflict between an individual and a group, and intergroup conflict. In this essay, I will try to dwell in more detail on interpersonal conflicts and ways to resolve them.

2 TYPES OF CONFLICT

Conflicts in labor collectives are classified according to various criteria:

By the nature of occurrence - business and emotional. Business conflicts have a production basis and arise in connection with the search for ways to solve complex problems, with an attitude to existing shortcomings, the choice of a manager's style, etc. They are inevitable. Emotional conflicts are purely personal in nature. The source of these conflicts lies either in the personal qualities of the opponents, or in their psychological incompatibility;

According to the direction of interaction - vertical and horizontal, that is, between opponents of different ranks and the same rank;

In terms of influence on the development of the labor collective - destructive and constructive. Constructive ones are useful and find expression in disputes and discussions; destructive ones hinder the development of the labor collective;

By the number of participants - intrapersonal, interpersonal, intergroup, between individuals and a group, interorganizational. These are, respectively, conflicts in the interests of one person, conflicts between individuals, conflicts between different production groups. Let's consider them in more detail.

2 .1 intrapersonal conflict

This type of conflict does not meet the definition given above. However, its possible dysfunctional consequences are similar to those of other types of conflict. It can take many forms, and of these, the most common form is role conflict, when conflicting demands are made to one person about what the result of his work should be, or, for example, when production requirements are not consistent with personal needs or values. Research shows that such conflict can occur with low job satisfaction, low self-confidence and organization, and stress.

2 .2 interpersonal conflict

This is the most common type of conflict. It manifests itself in organizations in different ways. More often than not, it's a struggle between executives for limited resources, capital or labor, equipment usage time, or project approval. Each of them believes that since resources are limited, he must convince upper management to allocate these resources to him, and not to another manager.

Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, attitudes and values ​​are sometimes just not able to get along with each other. As a rule, the views and goals of such people differ radically.

2 .3 Conflict between the individual and the group

A conflict can arise between an individual and a group if this individual takes a position that differs from those of the group. For example, when discussing ways to increase sales in a meeting, most will assume that this can be achieved by lowering the price. And someone alone will be convinced that such tactics will lead to a decrease in profits. Although this person, whose opinion differs from that of the group, may take the interests of the company to heart, he can still be seen as a source of conflict because he goes against the opinion of the group.

2 .4 Intergroup conflict

Organizations are made up of many formal and informal groups. Even in the best organizations, conflicts can arise between such groups. Informal groups that feel they are being treated unfairly by a leader can rally tighter and try to “pay off” with reduced productivity. A striking example of intergroup conflict is the conflict between the trade union and the administration.

We continue the classification of conflicts.

According to the degree of organizational formalization - spontaneous and institutionalized. Spontaneous conflicts arise by themselves, without appropriate preparatory activity on the part of individual subjects or groups of subjects; institutionalized conflicts are carefully and well prepared in advance. The subjects of the future conflict develop a strategy of action, assess their ability to achieve the goal. There is a formation of groups, supporters. To successfully resolve a business conflict, it is necessary not only to establish the nature, object and participants of the conflict, but also to find out the dynamics of its development. It consists in the fact that any business conflict, whose opponents are constant, tends to turn into an emotional conflict. A protracted business conflict can lead to the loss of the object of the conflict and the object itself will lose its significance for opponents, and a negative attitude of opponents towards each other will also form. An attempt by managers to drag out the process of the conflict only leads to an aggravation of the business conflict, stabilization of tense relations between the participants in the conflict and the formation of an emotional conflict.

All conflicts, without exception, negatively affect the neuropsychological state of people. A person experiencing nervous tension is constantly in tension. His body at this time is very weakened, which can lead to various diseases. It can be both aggressiveness, characterized by anger, malice and rudeness, and depression, in which a person is seized by a feeling of sadness, powerlessness, and sometimes despair. Depression is typical for people with a weakened nervous system.

However, many people are able to be indifferent to ongoing conflict situations. Tensions in the team with other subjects cannot lead them out of their normal psychological state.

3 . CAUSES OF THE CONFLICT

It is very important to determine the causes of the conflict, since, knowing the causes of a particular phenomenon, it is easier to take some specific steps to block their (causes) of action, thereby preventing the negative effect they cause.

Consider the list of causes of the conflict, proposed by a specialist in the field of personnel management Krichevsky R.L.

Quite conditionally, it can be represented in the form of three main groups of causes: first, the causes generated by the labor process; secondly, the reasons caused by the psychological characteristics of human relationships; thirdly, rooted in the personal identity of the members of the collective. There are also reasons for the conflict, due to the economic state of life in our country, which cannot be ignored.

3 .1 Group of causes generated by the labor process

For many work collectives, they are the main source of conflict situations.

N. V. Grishina, studying interpersonal conflicts at a number of enterprises, identified and systematized their causes:

1. Conflicts are caused by factors that prevent people from achieving the main goal of labor activity - obtaining certain products. These factors can be:

a) direct technological interconnection of workers, when the actions of one of them affect (in this case negatively) the effectiveness of the actions of the other (for example, when working on a conveyor);

b) the transfer of problems, the solution of which had to go vertically, to the horizontal level of relations (for example, the lack of equipment and tools often leads to conflicts between ordinary workers, although this problem should not be solved by them, but by their leaders);

c) non-fulfillment of functional duties in the “leadership-subordination” system (for example, the leader does not provide the appropriate conditions for the successful activity of subordinates, or, conversely, the subordinates do not fulfill the corresponding leader.

2. Conflicts in the workplace are caused by factors that prevent people from achieving the secondary goals of labor activity - sufficiently high earnings, favorable working conditions and recreation. This group of factors includes:

a) again, the relationship of people, with the achievement of goals by one of them, it also depends on other members of the team;

b) the indecision of a number of organizational issues “along the vertical” (i.e., leadership), which may result in an aggravation of relations between people located on the organizational horizontal;

c) functional violations in the "management-subordination" system that prevent the achievement of personal goals by both the leader and subordinates.

3. Conflicts that arise in the process of implementing labor activity are often generated by a discrepancy between a person’s actions and the norms and life values ​​accepted in his team. Or another, similar, conflictogenic reason: role inconsistencies in the system of “leadership-subordination” relations when, for example, there is a discrepancy between the expectations common to the team regarding the behavior of people holding certain official positions, with their real actions.

The latter reason is due mainly to the poor job descriptions of staff in many of our institutions. As a result, people have a misconception about who is responsible for what and does what.

There is no exhaustive list of reasons causing conflicts, including in labor activity. And to the reasons just named, one can add many more others generated by organizational practice. For example, noted by L. Yakkoka and typical for the vertical managerial cut of the organization: “The employees of the company's headquarters carry out the general planning of their activities. It is they who bring all the work of operational employees into a single interacting system.

In essence, an employee of the central office can be effective only if he has accumulated experience in operational activities. However, the prevailing trend, especially in companies like Ford Motor, is to take a Harvard Business School graduate who knows nothing about a particular business and put him in a position at the firm's headquarters. The person still has no practical experience in managing an enterprise, but already indicates to the operational worker, who has already 30 years of work behind him, that he, they say, is doing everything wrong. Over the course of my career, I have had to spend too much time dealing with such conflicts between central office managers and operational leaders - conflicts that should not have arisen at all.”

We should also mention all sorts of communication obstacles and barriers that are often encountered in the organizational process and cause the strongest “climatic disturbances” in it.

3 .2 Groupreasons, incalledXpsychological personshuman relations

The most striking example of this kind of features is the mutual likes and dislikes of people, leading to their compatibility or incompatibility.

It would seem that the rather innocuous “like-dislike” factor concerns not only two or more people, but can also have more serious consequences for the entire team. After all, all sorts of personnel appointments in institutions and enterprises are often based on this principle. In turn, injustice in official appointments, as a rule, results in an aggravation of interpersonal relations.

There are several more causes of conflict related to the one just given:

1. Unfavorable psychological atmosphere in the team (it can be caused by the formation of opposing factions, cultural, aesthetic differences of people, the actions of the leader, etc.);

2. Poor psychological communication (i.e. people do not understand, do not take into account the intentions, states of each other, do not take into account the needs of each).

Klyuchevsky identifies another reason for the conflict, which belongs to the category of psychological. Here's what it's about. In environmental psychology, the concept of territoriality is used, which implies the occupation by a person or group of a certain space and the establishment of control over it and the objects (objects) located in it. Moreover, it is customary to single out group and individual territoriality.

We often encounter the manifestation of territoriality in everyday life, including at work. People belonging to one or another working group “settle down” a certain territory (work space or rest room) and its occupation by members of another group often turns into intergroup clashes. In the same way, each member of the group occupies a part of the common space, along with the objects located there, and is not enthusiastic about invading it. For example, having our own desk, we are unlikely to experience joy when we find another person behind it during a department meeting. If this situation happens again, it can cause irritation.

3 .3 Groupreasonsconflicts rooted in personalitym originality of team members

In this case, we mean possible personal characteristics, sometimes “driving” us into conflict situations. Inability to control one's emotional state, low level of self-esteem, aggressiveness, increased anxiety, lack of communication skills, excessive adherence to principles. The list of personal causes of conflict is not limited to a set of relevant traits. Demographic characteristics are also not neutral on this issue. So, according to N.V. Grishina, a woman is characterized by a tendency to a greater frequency of conflicts related to their personal needs (salary, distribution of holidays), men are more prone to conflicts related directly to the labor activity itself (organization of labor, certainty of labor functions) .

With the increase in the age of workers, conflicts related to the target characteristics of their activities begin to occupy a larger share, while the number of conflicts caused by problems of adaptation of workers in the work collective (violations of labor discipline, non-compliance with requirements) is simultaneously reduced.

Next, let's focus on a very important point. We often see conflicts where there really are none, and, on the contrary, we sometimes evaluate relationships with others as cloudless when the conflict is already ripe. L.A. Petrovskaya drew attention to this human feature.

In the scheme of analysis of interpersonal conflict developed by her, it is well shown that the conflict can be adequately, or inadequately, or falsely understood.

In the first case (adequacy), this means that the conflict situation exists objectively, i.e. the desire of party A to achieve some desired state C objectively prevents party B from achieving some desired state D. And vice versa. Moreover, the parties rightly believe that the structure of their goals and interests is conflicting, and they correctly perceive the essence of a real conflict, i.e. give an adequate interpretation of what is happening.

In the second case (inadequacy), the conflict situation really exists and the parties are aware of this, but their understanding of the situation does not fully correspond to reality.

In the third case (falsely understood conflict), the situation is such that objectively there is no conflict situation, but the parties tend to consider their relationship as a conflict.

L.A. Petrovskaya has two more realistically admissible situations: firstly, when the conflict exists objectively, but the parties as such are not identified, and, secondly, when there is no conflict both objectively and at the level of consciousness.

4 . CONSEQUENCES OF THE CONFLICT

4 .1 Functional implications

Several functional consequences of the conflict are possible. One of them is that the problem can be solved in a way that is acceptable to all parties, and as a result, people will feel more involved in solving this problem. This, in turn, minimizes or completely eliminates the difficulties in implementing decisions - hostility, injustice and compulsion to act against the will. Another functional consequence is that the parties will be more willing to cooperate rather than antagonize in future situations that may be fraught with conflict.

In addition, conflict can reduce the possibility of groupthink and submissiveness syndrome, when subordinates do not express ideas that they believe do not correspond to the ideas of their leaders. Through conflicts, team members can work through performance issues before the solution is even implemented.

4 .2 Dysfunctional Consequences

If the conflict is not managed or managed ineffectively, then the following dysfunctional consequences can be formed, i.e. conditions that hinder the achievement of goals:

Dissatisfaction, poor morale, increased employee turnover and decreased productivity;

Less cooperation in the future;

Strong commitment to one's own group and more unproductive competition with other groups in the organization;

Presentation of the other side as an "enemy"; perception of their own goals as positive, and the goals of the other side as negative;

Curtailment of interaction and communication between the conflicting parties;

Increase in hostility between conflicting parties as interaction and communication decreases;

Shift in emphasis: making "winning" the conflict more important than solving the real problem.

5 . CONFLICT MANAGEMENT

There are several effective ways to manage a conflict situation. They can be divided into two categories: structural and interpersonal.

Leaders should not read the cause of conflict situations as a simple difference in character. Of course, this difference may cause conflict in any particular case, but it is only one of the factors that can cause conflict. The manager must start by analyzing the actual causes and then use the appropriate methodology. You can reduce the possibility of conflict by applying conflict resolution techniques.

5 .1 STRUCTURALMETHODSCONFLICT RESOLUTION

These are the clarification of job requirements, the use of coordination and integration mechanisms, the establishment of corporate overarching goals, and the use of a reward system.

5 .1.1 EXPLANATION OF WORK REQUIREMENTS

One of the best management practices to prevent dysfunctional conflict is to clarify what results are expected of each person and department. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, as well as clearly defined policies, procedures and rules, should be mentioned here. Moreover, the leader clarifies all these issues not for himself, but so that his subordinates understand well what is expected of them and in what situation.

5 .1.2 COORDINZIONNINTEGRATION AND INTEGRATION MECHANISMS

Another method of managing a conflict situation is the use of a coordination mechanism. One of the most common mechanisms is the command chain. As Weber and representatives of the administrative school noted long ago, the establishment of a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. If two or more subordinates have disagreements on some issue, the conflict can be avoided by contacting their common boss, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows perfectly well whose decisions he should obey.

In conflict management, integration tools are very useful, such as management hierarchy, the use of services that communicate between functions, cross-functional teams, task forces and inter-departmental meetings. Research has shown that organizations that maintained the level of integration they needed were more effective than those that did not.

For example, a company where there was a conflict between interdependent divisions - the sales department and the production department - managed to solve the problem by creating an intermediate service that coordinates the volume of orders and sales. This service was the link between sales and production and dealt with issues such as sales requirements, capacity utilization, pricing, and delivery schedules.

5 .1.3 COMPREHENSIVE COMPREHENSIVE OBJECTIVES

Establishing corporate-wide complex goals is another structural method for managing a structural situation. The effective implementation of these goals requires the joint efforts of two or more employees, groups or departments. The idea that is embedded in these higher goals will direct the efforts of all participants to achieve a common goal.

For example, if three shifts in a production department conflict with each other, you should formulate goals for your department, and not for each shift individually. similarly, setting clear goals for the entire organization will also encourage department heads to make decisions that benefit the entire organization, not just their own functional area. The presentation of the highest principles (values) of the organization reveals the content of complex goals. The company seeks to reduce the potential for conflict by setting out company-wide, overarching goals in order to achieve greater coherence and performance across all staff.

Citing McDonald's as an example of an organization that has formulated comprehensive goals for all employees, Professors Pascal and Athos say:

“Starting to build its empire of fast food restaurants, McDonald's focused on more than just price, quality and market share. The company's management believed that they were really providing a service to Americans with limited funds. This social “mission” gave great weight to operational goals. The chefs and waiters at McDonald's-branded establishments have seen these higher-order goals as a useful tool to help them meet the company's stringent quality control system. It was easier to meet high standards when they were presented in the context of helping the community.”

5 .1.4 STRUCTURE OF THE REMUNERATION SYSTEM

Rewards can be used as a method of managing conflict by influencing people's behavior to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of a problem in a complex way, should be rewarded with commendation, bonus, recognition or promotion. It is equally important that the reward system does not encourage non-constructive behavior of individuals or groups.

For example, if sales managers are rewarded solely on the basis of an increase in the volume of goods sold, this may conflict with the intended level of profit. The heads of these departments may increase sales by unnecessarily offering more discounts and thereby reduce the average profit level of the company, or there may be a conflict between the sales department and the firm's credit department. In trying to increase sales, the sales department may not be able to meet the limits set by the credit department. This leads to a reduction in the possibility of obtaining loans and, consequently, to a decrease in the credibility of the credit department. In such a situation, the credit department can exacerbate the conflict by not agreeing to an extraordinary transaction and depriving the sales department of the corresponding commission.

The systematic, coordinated use of a system of rewards and rewards for those who contribute to the achievement of corporate goals, helping people understand how they should act in a conflict situation so that it is in line with the desires of management.

5 .2 . INTERPERSONALESTEELAndCONFLICT RESOLUTION

5 .2.1 EVASION

This style implies that the person is trying to get away from the conflict. One of the ways to resolve the conflict is not to get into situations that provoke the emergence of contradictions, not to enter into discussions of issues that are fraught with disagreements. Then you do not have to come into an excited state, even if you are solving the problem.

5 .2.2 SMOOTHING

This style is characterized by behavior that is dictated by the belief that it is not worth getting angry, because "we are all one happy team, and we should not rock the boat." The Smoother tries not to let out signs of conflict and bitterness, appealing to the need for solidarity. Unfortunately, they completely forget about the problem underlying the conflict. You can extinguish the desire for conflict in another person by repeating: “It does not matter much. Think of the good things that have manifested here today.” As a result, peace, harmony and warmth may come, but the problem will remain. There is no more room for emotions to show, but they live inside and accumulate. A general unease is becoming apparent, and the likelihood is growing that an explosion will eventually occur.

5 .2.3 COMPULSION

Within this style, attempts to force people to accept their point of view at any cost prevail. The one who tries to do this is not interested in the opinions of others. A person who uses this style usually behaves aggressively, and usually uses power through coercion to influence others. The conflict can be brought under control by showing that you have the strongest power, suppressing your opponent, wresting a concession from him by right of the boss. This style of coercion can be effective in situations where the leader has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creates a greater likelihood that not all important factors will be taken into account, since only one point of view is presented. It can cause resentment, especially among younger and more educated staff.

5 .2.4 COMPROMISE

This style is characterized by taking the other side's point of view, but only to some extent. The ability to compromise is highly valued in managerial situations, as it minimizes ill will and often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, using compromise early on in a conflict over an important decision can interfere with the diagnosis of the problem and shorten the time it takes to find an alternative. Such a compromise means agreement only to avoid a quarrel, even if prudent action is abandoned. Such a trade-off is one of being satisfied with what is available, rather than a persistent search for what is logical in the light of the facts and data available.

5 .2.5 PROBLEM SOLVING

This style is an acknowledgment of differences of opinion and a willingness to get acquainted with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style does not try to achieve his goal at the expense of others, but rather looks for the best way to resolve the conflict situation. Differences of opinion are seen as the inevitable result of smart people having their own ideas about what is right and wrong. Emotions can only be eliminated through direct dialogue with a person who has a different view from yours. Deep analysis and resolution of the conflict is possible, only this requires maturity and the art of working with people ... Such constructiveness in resolving the conflict (by solving the problem) contributes to the creation of an atmosphere of sincerity, which is so necessary for the success of the individual and the company as a whole.

Thus, in complex situations where a variety of approaches and accurate information are essential to making a sound decision, the emergence of conflicting opinions should even be encouraged and managed using a problem-solving style. Other styles may also be successful in limiting or preventing conflict situations, but they will not lead to an optimal solution to the issue, because not all points of view have been studied equally carefully. Studies show that high-performing companies used problem-solving style more than low-performing companies in conflict situations. In these high-performing organizations, leaders openly discussed their differences of opinion, neither emphasizing the differences nor pretending they didn't exist. They searched for a solution until they finally found one. They also tried to prevent or reduce the brewing of a conflict by concentrating real decision-making authority in those departments and levels of the managerial hierarchy where the greatest values ​​and information about the factors influencing the decision are concentrated. Although there is still not much research in this area, a number of works confirm the effectiveness of this approach to managing a conflict situation.

Table 1 contains some suggestions for using this style of conflict resolution.

Table 1. Technique of conflict resolution through problem solving.

CONCLUSION OR HOW TO USE CONFLICT

Due to existing attitudes towards conflict as a negative phenomenon, most people believe that they cannot control them and try to avoid them whenever possible. But the conflict is difficult to correct when it has already acquired destructive power. This needs to be known, and managers and employees need to understand that conflict is an enriching life if it is properly managed.

The conflict helps a separate work team and the organization as a whole to be in line with ongoing events, it allows you to determine what is needed for the development and improvement of all areas. The ability to manage conflict can be decisive for the survival of the team as a whole.

Conflict also forces employees to constantly communicate with each other and know a little more about each other. Team members begin to better understand their colleagues, become more sensitive to the problems of other people. People finally appreciate the need to understand the norms and desires of the other and the impossibility of being free from society while living in it.

Living and working together is not easy, and this needs special training. The conflict, giving rise to disputes, checks both the entire team and each employee individually, and can significantly help both in the process of analyzing the problem and developing a solution.

Conflict itself does not strengthen or weaken an organization. Both employees and managers must manage it, making it as useful as possible. If they avoid discussing their difficulties and fears, they can neither understand the real state, nor the ways of development, nor draw lessons for themselves and for others.

If you skillfully manage the conflict, it strengthens both the team and the organization as a whole.

LIST OF USED SOURCES

1. Zieger V., Lang L. “Lead without conflicts”, M, 1990

2. Goncharov V. “Guidelines for senior management personnel”

3. “Conflict with the “plus” zank” magazine “Business” No. 3,4, 1994

4. “Conflict Resolution” magazine “Centaur” No. 4, 1994

5. Borodkin F.M. Koryak N.M. Attention: conflict. - M., 1989.

6. M.H.Mescon, M.Albert, F.Hedouri. “Fundamentals of Management”, M.: Delo, 1992.

7. Grishina N.V. "Me and Others: Communication in the Labor Collective". L., 1990.

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4.1. Interpersonal conflicts

Interpersonal conflicts can be viewed as a clash of personalities in the process of their relationship. Such clashes can occur in various spheres and areas (economic, political, industrial, socio-cultural, domestic, etc.). The reasons for such clashes are infinitely varied (from a convenient place in public transport to the presidential chair in government structures). As in other social conflicts, here we can talk about objectively and subjectively incompatible, or opposite (mutually exclusive) interests, needs, goals, values, attitudes, perceptions, assessments, opinions, behaviors, etc.

Objective factors create a potential opportunity for conflict. For example, a vacant position for the head of a department may become a cause of conflict between two employees if both apply for this position. The public (impersonal) relations between potential participants in the conflict, for example, their status-role positions, that have developed at the time of the beginning of the conflict, can also be considered conditionally objective.

Subjective factors in interpersonal conflict are formed on the basis of individual (social-psychological, physiological, worldview, etc.) characteristics of individuals. These factors largely determine the dynamics of development and resolution of interpersonal conflict and its consequences.

Interpersonal conflicts arise both between people who meet for the first time and between constantly communicating people. In both cases, an important role in the relationship is played by the personal perception of a partner or opponent. The process of interpersonal perception has a complex structure. In social psychology, the process of reflection involves at least three positions that characterize the mutual reflection of subjects:

1) the subject itself, what it is in reality;

2) the subject as he sees himself;

3) the subject as it is seen by another.

In the relationship of subjects, we have the same three positions on the part of another subject of reflection. The result is a process of doubled, mirror mutual reflection by the subjects of each other (Fig. 1).

Similar in structure to the reflexive, but somewhat different in content, scheme for the interaction of subjects was proposed by the American psychotherapist Eric Berne (Fig. 2).

In this scheme, the basis of the conflict is the various states of the subjects of interaction, and the “provocation” of the conflict is the intersecting transactions. Combinations "a" and "b" are conflicting. In the combination “c”, one of the subjects of interaction clearly dominates the other or takes the position of a patron, the other subject is content with the role of a “child”. In this combination, conflicts do not arise because both subjects take their positions for granted. The most productive in communication between people is the position "g" (B * ^ B). This is a communication of equal people, which does not infringe on the dignity of any of the parties.

An adequate perception of a person by others is often hindered by already established stereotypes. For example, a person has a preconceived notion of an official as a soulless bureaucrat, red tape, etc. In turn, an official may also form a negative image of a petitioner who undeservedly seeks special benefits for himself. In the communication of these personalities, not real people will interact, but stereotypes - simplified images of certain social types. Stereotypes are formed in conditions of lack of information, as a generalization of personal experience and preconceived notions accepted in society or in a certain social environment. Examples of stereotypes can be statements like: “all salesmen…”, “all men…”, “all women…”, etc.

The formed, possibly false, image of the other can seriously deform the process of interpersonal interaction and contribute to the emergence of conflict.

An obstacle to finding agreement between individuals can be a negative attitude that has been formed by one opponent in relation to another. Attitude - readiness, predisposition of the subject to act in a certain way. This is a certain direction of manifestation of the psyche and behavior of the subject, readiness for the perception of future events. It is formed under the influence of rumors, opinions, judgments about a given individual (group, phenomenon, etc.). For example, an entrepreneur has previously arranged a meeting with his colleague from another firm to conclude an important business agreement. In preparation for the meeting, he heard negative comments from third parties about the business and ethical qualities of the prospective partner. Based on these reviews, the entrepreneur has formed a negative attitude and the meeting may either not take place or not give the expected results.

In conflict situations, a negative attitude deepens the split between opponents and makes it difficult to resolve and resolve interpersonal conflicts.

Often the causes of interpersonal conflicts are misunderstandings (misunderstanding of one person by another). This is due to different ideas about the subject, fact, phenomenon, etc. “We often expect,” Maxwell Maltz writes, “that others will react to the same facts or circumstances in the same way as we do, doing the same the most conclusions. We forget that a person does not react to real facts, but to his ideas about them. People have different ideas, sometimes diametrically opposed, and this fact must be accepted as a completely natural phenomenon, not to conflict, but to try to understand others.

Interacting with people, a person protects, first of all, his personal interests, and this is quite normal. The resulting conflicts are a reaction to obstacles to achieving goals. And how significant the subject of the conflict seems to be for a particular individual will largely depend on his conflict setting- predisposition and willingness to act in a proposed conflict in a certain way. It includes goals, expectations and emotional orientation of the parties.

In interpersonal interaction, an important role is played by the individual qualities of opponents, their personal self-esteem, self-reflection, individual tolerance threshold, aggressiveness (passivity), type of behavior, sociocultural differences, etc. There are concepts interpersonal compatibility and interpersonal incompatibility. Compatibility implies mutual acceptance of partners in communication and joint activities. Incompatibility - mutual rejection (antipathy) of partners, based on the mismatch (opposition) of social attitudes, value orientations, interests, motives, characters, temperaments, psychophysical reactions, individual psychological characteristics of the subjects of interaction.

Interpersonal incompatibility can cause emotional conflict (psychological antagonism), which is the most complex and difficult to resolve form of interpersonal confrontation.

In the development of interpersonal conflict, it is also necessary to take into account the influence of the social and socio-psychological environment. For example, conflicts between gentlemen in the presence of ladies are especially cruel and uncompromising, since they affect the honor and dignity of opponents.

Individuals face in interpersonal conflicts, protecting not only their personal interests. They can also represent the interests of individual groups, institutions, organizations, labor collectives, society as a whole. In such interpersonal conflicts, the intensity of the struggle and the possibility of finding compromises are largely determined by the conflict attitudes of those social groups whose representatives are opponents.

Options for the outcome of interpersonal conflict

All causes of interpersonal conflicts arising from the clash of goals and interests can be divided into three main types.

First- implies a fundamental clash in which the realization of the goals and interests of one opponent can be achieved only at the expense of infringing on the interests of another.

Second- affects only the form of relations between people, but at the same time does not infringe on their spiritual, moral and material needs and interests.

The third- represents imaginary contradictions that can be provoked either by false (distorted) information, or by an incorrect interpretation of events and facts.

Interpersonal conflicts can take the form of:

? rivalry- striving for dominance;

? spore– disagreements about finding the best solution to joint problems;

? discussions- Discussion of a controversial issue.

Depending on the causes of the conflict and on the ways of conflict behavior of opponents, interpersonal conflict can have the following types of outcome:

1) care from resolving the conflict, when one of the parties does not seem to notice the contradictions that have arisen;

2) smoothing contradictions, when one of the parties either agrees with the claims presented to it (but only at the moment), or seeks to justify itself;

3) compromise- mutual concessions of both parties;

4) escalation of tension and the escalation of the conflict into an all-encompassing confrontation;

5) power option conflict suppression, when one or both parties are forced by force (threat of force) to accept one or another variant of the outcome of the contradiction.

Prevention and resolution of interpersonal conflicts

If a conflict situation arose, then before “getting into a fight”, you need to seriously weigh all the possible “pros” and “cons” in the proposed conflict and ask a few questions:

Are there really contradictions that are worth conflicting over?

Is it possible to solve the problems that have arisen in other ways, without resorting to conflict?

Are there any guarantees that you will achieve the desired results in the upcoming conflict?

What will be the price of victory or defeat for you and your opponent?

What are the possible consequences of the conflict?

How will the people around you react to the conflict?

It is desirable that your opponent in the alleged conflict from the same positions analyze the conflict situation that has arisen and possible ways of its development. A comprehensive analysis of the conflict situation helps to find mutually acceptable solutions, prevents open confrontation between the parties and helps not only to maintain normal relations between former opponents, but also to establish relations of mutually beneficial cooperation between them.

You can also avoid conflict by avoiding direct contact with conflicting people, with those who annoy you with something, those whom you annoy. There are various types of so-called difficult people, communication with which is fraught with the emergence of conflicts. Here are some of these types:

1) aggressive - bully others and get irritated themselves if they are not listened to;

2) complainers - they always complain about something, but they themselves usually do nothing to solve the problem;

3) silent people - calm and laconic, but it is very difficult to find out what they think and what they want;

4) super-accommodating - they agree with everyone and promise support, but the words of such people diverge from the deeds;

5) eternal pessimists - they always foresee failures and believe that nothing will come of what is being planned;

6) know-it-alls - consider themselves higher, smarter than others and demonstrate their superiority in every possible way;

7) indecisive - they hesitate to make a decision, because they are afraid to make a mistake;

8) maximalists - want something right now, even if it is not necessary;

9) hidden - harbor grievances and suddenly pounce on the opponent;

10) innocent liars - mislead others with lies and deceit;

11) false altruists - they allegedly do good, but "carry a stone in their bosoms."

If, due to certain circumstances, it is not possible to avoid communicating with difficult people, then an appropriate approach should be used in relationships with them. All these approaches, according to Gini Scott, are built on the basic principles:

1. Realize that a person is difficult to communicate, and determine what type of person he is.

2. Do not fall under the influence of this person, his point of view, attitude; keep calm and neutral.

3. If you do not want to avoid communicating with such a person, try to talk with him and identify the reasons for his difficulties.

4. Try to find a way to satisfy his hidden interests and needs.

5. Use a collaborative approach to resolving conflicts that begin to emerge after the behavior of a difficult person is assigned to a certain type, neutralized or brought under control.

One of the methods of conflict prevention is self-removal from the conflict situation. In accordance with this method, you should avoid solving problems that do not affect your interests, and your participation in solving them is not conditional on anything. For example, someone is very irritated and emotionally aroused. You are well-meaning trying to help this person even though you weren't asked to. As a result, you can get involved in someone else's conflict and become an object for a "volley release" of negative emotions.

If interpersonal conflict could not be prevented, then the problem of its settlement and resolution arises. One of the first steps in this direction is the recognition of the contradictions existing between individuals. There are times when one of the opponents has not yet fully realized the causes of problems. When both sides of the conflict are aware of the existence of contradictions, a frank conversation helps to clearly define subject of dispute outline boundaries of mutual claims, reveal the positions of the parties. All this opens the next stage in the development of the conflict - the stage of a joint search for options for its resolution.

A joint search for a way out of a conflict situation also implies the observance of a number of conditions, for example:

Separate the real causes of the conflict from the incident - the formal reason for the start of the collision;

Focus on existing problems, not on personal emotions;

Act according to the “here and now” principle, i.e. solve the problems that directly caused this conflict, without recalling other controversial events and facts;

Create an atmosphere of equal participation in the search for possible options for resolving the conflict;

Speak only for yourself; be able to listen and hear the other;

Observe a respectful attitude towards the personality of the opponent, speak about facts and events, and not about the qualities of a particular person;

Create a climate of mutual trust and cooperation.

If negative tendencies prevail in an interpersonal conflict (mutual hostility, resentment, suspicion, distrust, hostile moods, etc.) and opponents cannot or do not want to enter into a dialogue, then the so-called indirect methods of resolving interpersonal conflict. Let's look at some of these methods.

1. Method« release of feelings". The opponent is given the opportunity to express everything that hurts him, and thereby reduce the emotional and psychological stress provoked by the conflict. After that, the person is more predisposed to looking for options for a constructive resolution of the conflict situation.

2. Method« positive attitude towards personality". A person in conflict, whether he is right or wrong, is always a sufferer. We must express our sympathy to him and give a positive description of his personal qualities of tin: "You are a smart person, etc." In an effort to justify the positive assessment made to him, the opponent will seek to find a constructive way to resolve the conflict.

3. Intervention method« authoritarian third". A person who is in an interpersonal conflict, as a rule, does not perceive the positive words expressed by the opponent in his address. To assist in such a matter can be someone "third" who is trusted. Thus, the conflicting person will know that his opponent does not think so badly of him, and this fact can be the beginning of a search for a compromise.

4. Reception« naked aggression". In a playful way, in the presence of a third person, opponents are allowed to “talk about their sore points”.

Under such conditions, the quarrel, as a rule, does not reach extreme forms and the tension in the relations of the opponents decreases.

5. Reception« forced hearing of the opponent". Conflicting put the condition to carefully listen to each other. At the same time, before answering the opponent, everyone must reproduce his last remark with a certain accuracy. It is rather difficult to do this, since the conflicting parties hear only themselves, attributing to the opponent words and tone that were not actually there. The prejudice of opponents to each other becomes obvious and the intensity of tension in their attitude subsides.

6. Position exchange. Conflicting people are offered to express claims from the position of their opponent. This technique allows them to “go beyond” their personal grievances, goals and interests and better understand their opponent.

7. Expanding the spiritual horizon of those who argue. This is an attempt to bring those in conflict beyond the subjective perception of the conflict and help to see the situation as a whole, with all possible consequences.

An important stage on the way to resolving the conflict is the readiness to resolve it. Such readiness appears as a result of a reassessment of values, when one or both of the conflicting parties begin to realize the futility of continuing the confrontation. During this period, there are changes in attitudes towards the situation, towards the opponent and towards oneself. The conflict setting is also changing.

“The willingness to solve a problem by itself,” according to Helena Cornelius and Shoshana Fair, “does not mean that you are wrong. This means that you have given up on your attempts to prove the other side wrong: you are ready to forget the past and start over.”

Successful conflict resolution ultimately requires both parties to be willing to resolve it. But if such a desire is shown by at least one side, then this will give more opportunities to the other side for a counter step. In an interpersonal conflict, people seem to be mutually bound by mutual insults, claims and other negative emotions. It is quite difficult to take the first step towards resolving the conflict: each believes that the other must yield. Therefore, the willingness to resolve the conflict, shown by one of the parties, can play a decisive role in resolving the conflict as a whole.

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The content of the article:

Interpersonal conflicts are a clash of two or more individuals in the course of productive interaction, which is manifested by inconsistency or divergence of goals in a particular situation. In other words, interpersonal should be called the existing contradiction between people, which excludes the interests and goals of all parties and occurs, taking into account the individual characteristics of each person.

The mechanism of development of interpersonal conflict

Each person in society defends his point of view and his interests, defending the rights to his own desires and positions. In addition, there are also goals that a given person strives to achieve. In the course of this, people need to contact each other, develop patterns of interaction and connections at different levels (professional, friendly, close). If an obstacle in the form of another person stands in the way of one's own views, then a conflict will arise.

The discrepancy between the established pattern of relationship with the individual and the fact that he becomes an obstacle to personal goals sets off an analytic chain reaction in the subconscious. It turns out the degree of importance of the priority task and the strength of personal connections between these people.

If personal ambitions take second place, then the chances of reconciliation of the differences that have arisen are quite large, since everyone will appreciate the relationship. If heightened pride is stronger than the need to connect with a person, interpersonal conflict develops. It can be resolved in one of the following possible ways while maintaining the initial relationship, or it can break all ties.

In the mechanism of development of conflicts in interpersonal relationships, there are several specific features:

• An irresistible desire to prove one's case. A person tries to justify his opinion both by presenting real reasons and factors, and by devaluing the interlocutor's arguments.
• emotional attachment. The conflict is accompanied by vivid affective reactions that are difficult to control.
• Bias in the negativity of the alternative solution. The opinion that one's own judgment is the only correct one makes one doubt the correctness of the opponent's decision.

These standards do not allow the contradiction to be resolved in the usual way and further aggravate the situation.

The main causes of interpersonal conflicts

Confrontation between people reaches its climax due to completely different reasons. Moreover, in each individual situation, there are several significant factors that could provoke an interpersonal conflict:

1. Dissatisfaction with material and spiritual goods. If a person has a lack of necessary resources in a quantitative or qualitative equivalent, he tries to fill them in a different way, where there is a high risk of developing an interpersonal conflict.
2. Mutual interests. In a group where the goals of the participants converge, but the methods for achieving the set task have some differences, a number of confrontations may arise. A person is unable to fulfill some of their needs in a work or personal relationship. This should include conflict situations at work, problems with the subordination of subordinates and mentors, family disagreements, family quarrels.
3. Separate 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 needs a compromise solution.
4. Value features of the question. 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. It develops due to the lack of stereotypes and manners of some behavior in one of the opponents. The reason for this may be a lack of experience or an inability to perform the necessary actions. Often causes conflicts at work or school.
6. Communication. The discrepancy between the communication abilities of one person to another, non-compliance with the rules of dialogue, subordination and tact.
7. Character. The cause of the conflict is specific personality traits that the other individual dislikes.

The reasons may vary depending on the age of the person. So, in children and adolescents, controversial situations can be caused by those factors that have no place in adult life. The pubertal period is characterized by biased maximalism, a tendency to issue ultimatums and an unambiguous assessment of people.

Family conflicts in interpersonal relationships can be based both on ordinary domestic disagreements, and on the inability to realize one's own needs, a mismatch of values ​​and goals in life between spouses.

Working relationships often crack in the execution of orders and tasks. There is also a risk of developing personal hostility among employees of one link and management. Often, disputes are based on behavioral issues, for example, a discrepancy between the actions of an employee and the reputation of a company or organization.

Varieties of interpersonal conflicts

The concept of interpersonal conflict is a unique example of a combination of characterological features of each individual and the nuances of controversy. Therefore, it is difficult to single out any common points in each of the disputes. The classification allows us to break down such confrontations into three large options that differ in motivational features:

• Differences in values. What is important for one person turns out to be completely unimportant for another and causes a wave of indignation and discontent. This group contains all the religious, political and philosophical divisions that exist between people. Such situations do not necessarily cause conflicts, but when combined with the appropriate conditions, they can ignite real confrontation. Similarly, in family relationships: different personal meanings of the goals of each of the spouses can coexist until one of them begins to influence or undermine the spiritual values ​​of the other. This balance can be controlled by common higher ideals, which nevertheless converge. For example, one of the parents lures the child to a certain type of activity, and the second - to a completely different one. But each of them is sure of one thing: a son or daughter should do something. Shared perspectives on the problem determine priority solutions that suit both.
• Conflict of interest. Completely different goals and ideas about achieving them can coexist as long as they do not intersect. If the desire of one person excludes the intention of another, a conflict situation develops on this basis. This scenario often occurs in life when some resources are distributed that both parties want to receive.
  This group of conflicts includes any kind of emotional competition, including both profit and personal dislike for the opponent. For example, the struggle in the office for a promotion, a tender for a large project in a company, a competition for an increased scholarship in an educational institution.
• Violation of the rules of interaction. This variant of interpersonal conflict is based on the unwillingness to adhere to the general rules and norms that have been established to regulate communications between the two parties. If one of them violates some of the points of these rules, tactless or unacceptable behavior may be interpreted as a reason for confrontation. Such disagreements can be observed at work as situations of excess of authority or violation of subordination. In families, such conflicts occur due to inappropriate attitudes towards each other, which is expected in given conditions.

How to deal with interpersonal conflict

To resolve an interpersonal conflict, it must be remembered that truth is not born in a dispute, but the true face of a participant in a quarrel is revealed. How your opponent and others see you during this disagreement can have significant consequences in the future. A distinctive feature of a well-mannered and intelligent person is the ability to keep himself and his emotions in check while clarifying contradictions.

Behavior in interpersonal conflict should not sink to the level that will not correspond to self-image. It is necessary to act in such a way that the spoken words and promises do not cause further shame, regret or any other unpleasant sensations. Every word in a dispute should be thought through to the smallest detail.

If you follow the basic rules of such behavior, the conflict gets every chance for a quick and effective resolution:

1. Respect for the opponent. Be that as it may, in most cases, a person confronts with someone he knows well or often interacts with. Interpersonal conflicts with strangers also happen, but not as often as with relatives, friends, colleagues. The probability of further connections or contacts with the opponent is huge. Therefore, in order to avoid further embarrassment, apology and discomfort in dealing with this person, one should not be insulting or humiliating towards him.
2. Emotional restraint. There is a tendency that conflict situations without an affective load are resolved faster and do not leave an unpleasant aftertaste. Moreover, it is likely to maintain minimally positive relations with the other side of the confrontation. In important disputes, the transition to the emotional side with the identification of personal hostility to a person is considered a sign of tactlessness, bad manners and bad taste. In addition, such an attitude will by no means raise the reputation of a person among friends and relatives.
3. Direction towards problem solving. Often in conflict situations, people forget why they started an argument. Having switched to personal insults and humiliation, the essence of the feud remains unresolved or untouched. All attention, rage or enthusiasm should be used in the development of optimal schemes for resolving this disagreement, methods of establishing a mutually satisfactory compromise.

In any conflict, you should behave the way you would like your opponent to behave. Thus, it is possible to achieve culture and mutual understanding with relatives, friends and acquaintances.

Ways to resolve interpersonal conflicts

Subconsciously, a person himself tries to resolve any disagreements by the methods that he considers the most convenient and simple. Sometimes, even without active intervention in the confrontation, it can resolve itself. This is not always the case, but is usually resolved in one of 4 ways:

• Smoothing sharp corners. This is a kind of imaginary way out of the current situation, which in fact does not eliminate the cause of the conflict, but only erases its main manifestations. In fact, dissatisfaction with these circumstances is transformed into internal anger, resentment, and external active manifestations subside for a while. There is still a huge possibility that a dispute that has died down after a while can be resumed with much greater force. Smoothing is achieved through the usual reconciliation due to various factors or temporary benefits.
• compromise solution. Partial acceptance of the opponent's conditions by all parties to the conflict can weaken its strength for some time. Although small disagreements will still remain, but at an insufficient level to resume confrontation. There is a great possibility of its development after a certain period of time.
• Adoption. Attention is focused on both points of view, and all comments, additions and claims to each other are accepted. This type of interaction after an interpersonal conflict is observed infrequently, but still has the right to exist as the most optimal scenario. It is extremely rare that people can fully accept each other's point of view, integrate it with their own, and come to a mutually beneficial solution.
• domination. One side fully and completely recognizes its wrongness and the superiority of the point of view, idea or proposal of the opponent. Often this happens in working conditions, when the subordination forces the staff to fully agree with what management puts forward. A peculiar scheme of submission does not always work for choleric or hysterical personalities. Such people will never allow their opinion and results to be ignored.

In addition to these methods, there are many special recommendations that will help achieve resolution of interpersonal conflict in the shortest possible time. If you follow these rules, after a disagreement, they usually do not experience unpleasant feelings or discomfort from communicating with a former opponent:

1. The presence of a conflict situation must always be recognized. This is an integral part of the process itself, which must be resolved. If you resist and do not accept the dissonance in the relationship for what it is, hidden negative feelings can persist for a very long time and gradually poison life.
2. Creating an opportunity to clarify the current situation. Discussion and discussion are simply necessary for the correct resolution of interpersonal conflict. It is necessary on both sides to provide conditions under which it will be possible to understand the causes and essence of the problem.
3. Identifying Specific Reasons for Disagreements. To avoid the transition to an emotional level and personal claims, you need to clearly identify the circle of interest in this conflict. Often you can understand that the problem is not so big.
4. Options for the outcome of the situation. There must be several of them to make it possible to choose the best one. They need to be developed taking into account the interests of each party.
5. Choosing an agreed solution and making it a reality. The joint practical application of those measures that have been agreed leads to reconciliation and attempts to establish personal contact.

Any of the proposed ways to resolve interpersonal conflict may be ineffective if, on an emotional upsurge, a person does not understand the importance of reconciliation. Usually this passes with time, and people themselves are looking for ways to return the old relationship.

Prevention of interpersonal conflicts

The best medicine is prevention. It is much easier to prevent the development of unwanted contention than to look for ways to resolve it later. So you can maintain trusting relationships with friends, relatives, acquaintances and even at work. The reputation will remain impeccable if you know how to use the prevention of interpersonal conflicts.

The main points of preventing the formation of disagreements lie in the behavior, gestures and tact of both parties. If you follow a few rules, you can significantly reduce the risk of violent conflicts with other people:

• Attention should be paid to the opponent, it is necessary to behave with him politely and tactfully.
• Tolerance will help to avoid short-tempered reactions from the other person.
• Trust and openness should be shown by maintaining eye contact, avoiding the look is not necessary in any case.
• Provide an opportunity for the interlocutor to explain their point of view and justify the opinion.
• Try to understand the opponent or mentally put yourself in his place.
• Tactfully admit your mistake, if any.
• Express vague feelings that indicate your doubts about your rightness regarding the present conversation.
• Carefully explain those points where the opponent's opinion lends itself to criticism.
• A positive attitude to resolve the situation, and not to argue that you are right.

Important! The solution to any conflict should not take place in a raised voice, personal insults should not be allowed.

How to resolve interpersonal conflict - look at the video:

For mutually beneficial and productive relationships with colleagues at work, at home with family or loved ones, you should know how to resolve the interpersonal conflict that will inevitably arise in everyone's life. To do this, you need to be able to behave correctly in order to avoid unwanted actions and extremely unpleasant consequences.

On this page we will touch on an interesting topic. In this article we will talk about the causes of conflicts, consider the types of conflicts and ways to resolve them. In fact, most people want to live in harmony and full understanding with other people, but there are people who do not mind making a fuss. Such people are rare, and they are happy to quarrel only in order to assert themselves, to show how cool and courageous they are. But they do not understand that from the outside they look ridiculous and stupid.

I will not go into details about such people, just know that such beings exist and you may know those who are in your environment. By the way, this is one of the causes of conflicts, albeit rare ones. Now let's look at the causes of conflicts.

Causes of conflicts

Conflicts never arise from scratch, and always the main reason for their occurrence is clash of interests between individuals. That is, there are two or more people who have a different point of view, a position regarding something. As a result, disagreement arises, which leads to conflict.

Conflict of Interest- a very common type of conflict that arises due to differences in opinion, views, positions. Let's look at examples of this type of conflict.

Example #1

Two business partners. One partner wants to invest in opening a cafe, the other believes that it is better to spend money on opening a beer bar. Everyone has their own reasons for this. They have common money, but different interests - one wants one thing, the other another. This is where the conflict arises.

Example #2

The child after school wants to enter the theater school, and his parents want him to study economics. This situation leads to one thing - to a conflict due to a clash of interests.

Example #3

The wife wants to go to Egypt because of the Red Sea, the husband wants to go to Turkey because of quality beer. And again there is a conflict because of different interests.

I hope on these examples you understand what kind of species it is. I suggest you have fun and watch a video about the emergence of a conflict situation from scratch and its resolution.

The next type of conflict is rivalry. I think everything is clear here. This type of conflict occurs when two or more people apply for one place, title. To make everything clear, let's look at examples of such situations.

Example #1

Two guys are fighting for the attention of one girl. You yourself understand that the struggle is a rivalry that can lead to violence and even murder.

Example #2

Two children want the same toy. They begin to swear, fight, in other words, they do everything to get it.

Example #3

Two guys want to take the same high-paying position, as a result of which they begin to talk nasty things behind their backs, slander, set the team against each other, and so on. The struggle for their well-being makes people behave in completely unpredictable ways.

Rivalry is present in our lives almost everywhere and conflicts do not always arise because of it. Sometimes rivalry unites people, gives a reason to develop and move forward.

Types of conflicts

There are several types of conflicts: intrapersonal, interpersonal and intergroup conflicts. Now let's go in order.

intrapersonal conflict arises when there is a contradiction and collision of almost equal in strength, but oppositely directed interests, needs and motives of a person. In this type of conflict, strong emotional experiences are always present.

For example, a person at work is complained about his poor performance and demands to improve his efficiency in the next month. The same employee claims that he is giving his best and starts arguing with his supervisor.

Another example: the general manager of a store instructed the sales assistant to be at his workplace and serve customers, and a couple of days later he reprimanded the employee for not visiting the warehouse to put the goods on the shelves.

This is how an intrapersonal conflict arises - one side claims one thing, and the other completely different.

interpersonal conflict mostly occurs in organizations between managers and employees. In most cases, this is due to a disagreement in the workflow enterprise. For example, one employee did not complete his part of the work, which will affect the results of the common cause. In this case, the conflict will affect not only the leader, but also the entire staff. Another example is when an employee does not accept the foundations and norms of the team. In this case, the likelihood of a conflict is also high.

Very often, interpersonal conflicts arise when there is a change in leadership. And they arise due to the fact that there are changes in the style and method of managing employees. The previous leader was more humane in his demands, while the current one adheres to an authoritarian style. This does not fit into the strengthened relationship between employees and the manager. When rejecting the new conditions that established "new" bosses are bound to have a conflict.

Intergroup conflict it is a conflict between formal and informal organizations, parties, religions. Inter-group conflicts unite people of the same group, but once the conflict disappears, cohesion can also disappear.

How to resolve the conflict?

With types of conflicts we met with causes of conflict too, now it's time to talk about ways that will help you resolve the conflict.

The first way is conflict avoidance. In fact, many people do this, so do not consider yourself a coward if you do this. Try to ignore it and act peacefully. If this does not work, and this happens often, then other methods will help you.

For example, you can Change the topic. You just have to do it right and inconspicuously. For example, if one person is trying to prove something to you, then you can say that you heard or saw how ... and then went on to develop the topic. The person will be distracted and stop arguing with you.

Another way is to find a compromise. This is not always possible, but try to find it in your situation. For example, you and your sister fight because you didn't share the car. You have one and oh, how you both need it. In this case, you can agree on who and when will ride it.

Smoothing is also a very effective way to avoid conflict, although it works against you. Using this method, you agree with the claims of your interlocutor, convince him that you are right (although you do not think so). In this way, you simply calm the person, since you yourself are in a normal emotional state.

The last way is understand that conflict is normal. During quarrels, a person also develops and reveals his abilities, he feels himself, the people around him are more respectful. So, sometimes conflict is not worth avoiding, and it is better to take part in it, as in a competition. This will be very helpful.

If something was not clear to you, then I suggest you watch a ten-minute video lecture on the causes of conflicts. The lecture is very interesting and contains comprehensive information.

Types and causes of conflicts

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