home Diagnosis and diseases Types and causes of conflicts. Interpersonal Conflict: An Example

Types and causes of conflicts. Interpersonal Conflict: An Example

Conflict is a contradiction of interests of several people, which is associated with negative emotional experiences. The subjects of interaction have different goals, interests, points of view, and understanding of how to achieve what they need. Conflicts are inevitable, they do not appear out of nowhere and are present where there is vital activity. Therefore, it is necessary to be aware of how to prevent adverse consequences, how to behave during conflicts, and how to resolve clashes between conflicting persons.

Intrapersonal Conflict

This is a conflict between “want” and “need”. Members of the conflict - psychological circumstances inner world individual, which often seem contradictory: requirements, values, feelings.

Conflicts that relate to activities in the company may acquire various forms. The most famous is role conflict, when all sorts of roles of a private person express claims against him.

For example, being great family man, the individual is obliged to spend interesting time in the evening with his wife and children, and the position of the director forces him to stay for more work. Or the plant manager told the specialist to make a specific number of elements, and the technical manager at the same moment told him to inspect the industrial equipment.

First of all, this is a discrepancy between personal requirements and orders of the company, as well as non-compliance with the rule of unity of command.

Such disagreements arise in companies due to overload or, conversely, lack of work when there is a need to stay at the place of work.

Specific signs of all intrapersonal conflicts are identified:

Certainly associated with negative reactions;
“Participants” of disagreement – a clash of different interests, goals, intentions;
Appear when any factors act equally on an individual;
Their occurrence is directly related to the interaction of all elements of a person’s inner worldview.

Interpersonal Conflict

This type of conflict is popular. In companies it will manifest itself in all sorts of ways. Most bosses think that the only justification is the dissimilarity of characters, and in some ways they are right. Undoubtedly, there are people who find it difficult to get along with others because of differences in character, behavior style, and points of view.

However, thorough research demonstrates that the rationale for such conflicts is unbiased motives. For the most part, this is a competition for narrow prospects: monetary income, industrial space, the duration of use of technical equipment. After all, everyone needs resources.

Disputes between a boss and an employee arise, for example, when the employee thinks that the boss makes excessive demands, and the boss himself believes that the employee does not have the desire to work “to the fullest.”

An indispensable phenomenon of the current conflict in society is disagreements between people - difficulties in relationships, finding a common language. At its core, this is a confrontation of interests of the participants in a particular situation, which they consider the incident as a problem that requires immediate resolution.

Conflict between individual and group

This is a clash of interests that appears between a social group and a specific individual. The basis of contradictions is attempts to change intragroup norms. This is a difficult process, even when everyone realizes that change is needed. The most intense conflict is when only one person wants to change the rules.

Informal groups determine own rules manners and relationships. Each representative of such a team is forced to adhere to them. Violation established rules the group sees it as an unfavorable incident, as a result of which disagreements occur between a certain person and the team.

Another recurring dispute is the lack of coordination between the group and the immediate supervisor.

Intergroup conflict

The firm contains formal and informal groups. Sometimes they have inconsistencies (between management and developers, members of various special forces, superiors and the trade union).

Intergroup conflicts are much more difficult to resolve than intragroup conflicts for the following reasons:

There is competition for large resources;
The dissimilarity of interests is more clearly demonstrated;
A huge number of participants were attracted.

It is better to prevent intergroup conflicts than to deal with the consequences later. After all, they carry the risk of the losing group breaking up. When this happens within one enterprise, it harms the entire team.

Examples of Conflicts

Example of intrapersonal conflict:

An individual at work is told that he is performing poorly and is asked to improve his performance in the next month. This same employee believes that he performs his duties as conscientiously as possible and argues with his boss.

Examples of interpersonal conflict:

"War". A merciless incident until one of the interlocutors wins.
"A game". Dispute with deliberately agreed upon rules (values that are not very important to a person).
"Dispute".

An example of an intergroup conflict situation:

A small number of experts engaged in completing a task may be much better qualified than the rest. In this situation, professionals of better competence may be annoyed that inexperienced workers are slowing down the completion of work, and the latter are not happy that they are asking for unrealistic things. As a result, a conflict arises.

How are disagreements resolved?

Avoiding a conflict situation. Ignore her and be friendly. If that doesn’t work, quietly change the topic of conversation.
Find a compromise option.
Smoothing. This method will work against you. You can reassure your interlocutor by agreeing with his claims.
Understand that conflict is common. During an argument, a person becomes more decisive, confident, and self-esteem increases. Therefore, sometimes it is preferable to take part in the conflict.

According to W. Lincoln, positive The impact of the disputes is revealed in the following:

He hurries self-awareness;
Under its influence, a specific selection of values is strengthened;
Contributes to the understanding of unity, because it may turn out that the conflicting parties have similar interests and want to achieve the same goals;
Accomplices appear;
Relegates unimportant conflicts to the background;
Facilitates prioritization;
Focuses on grievances or suggestions that need to be addressed mandatory discuss, acknowledge, support, etc.;
New connections with other people appear.

Negative impact of the conflict:

Threat social attitude, which ensures fairness and reliability;
Prevents rapid implementation of changes;
May result in loss of support;
Instead of a thoughtful response, a conflict situation leads to quick action;
Mutual trust is deteriorating;
Conflicts are aimed at exacerbation and expansion;
Conflict can change priorities, so other interests begin to be threatened.

Conflict often occurs in the workplace between manager and subordinate or between two workers. Most often this happens when there are disagreements in the organization of the work process. For example, one employee did not complete part of the work that affects the success of the entire common business. In this case, the conflict situation will most likely affect not only the manager, but also the colleagues of the negligent employee. Sometimes a new employee does not accept the norms and principles of the existing team. In this case, there is also a high probability of conflict developing.

Interpersonal conflicts at work can arise when there is a change of leadership. They often arise due to a change in the style and method of managing a team. The “old” boss was more loyal in his demands, while the “new” boss was an adherent of a more authoritarian style. This disrupts the established relationship between employees and the manager. If you do not accept the new conditions dictated by your superiors, a conflict situation will certainly arise.

An example of interpersonal conflict is all kinds of marital strife. They can arise for any reason: how to spend a vacation, what TV to buy, what to cook for dinner, etc.

Conflicts are common in everyday life between representatives of different age generations. Each opponent staunchly defends his position (what music to listen to, how to dress, who to be friends with, etc.). These interpersonal conflicts are widely covered in world literature and are known as “father-son conflicts.”

An example of interpersonal conflict You can always find them, for example, on public transport. Someone stepped on his foot with a heel, someone leaned a bag on his head. Often in this case people become irritated and conflict. Interpersonal conflicts arise constantly, but we should not forget that they also have positive functions.

Stage of open behavior in conflict. Conditions for escalation and de-escalation

In order for the parties to move to open action, it is necessary to appear activity incident– a reason to announce (advertise) confrontation regarding differences in interests and values.

Manifestations of open conflict include :

¨minor disagreements and misunderstandings;

¨open call;

¨aggressive verbal attacks;

¨threats and ultimatums;

Aggressive non-verbal attacks.

Interaction between the parties can take the form escalation or de-escalation.

Escalation conditions:

Participants in the conflict believe that active actions are needed for results;

The parties intend to protect their interests and resist external threats;

The conflict is institutional in nature, and the radical opposition provokes its aggravation;

Involvement of a third party;

Expansion of the issue in dispute;

Polarization of relations;

Conditions for de-escalation:

Devaluation of goals;

Heterogeneous attitude towards conflict;

New connections that have arisen between those in conflict;

Competition among leaders of one side.

Crisis in the development of the conflict

A crisis (a pseudo-phase that occurs within one of the phases of the conflict) is an interaction of subjects in which there is no progressive transition from phase to phase (for example, a long delay in one phase, a destructive fixation, phase stagnation, or even a return to the previous phase). A crisis is a period of delay in the process of conflict interaction between subjects. Which, it should be noted, leads to tension. Overcoming the crisis, i.e., continuing the development of the conflict, helps to remove it.

Tension between colleagues at work? Not getting along with your peers at school? Or maybe a storm is brewing among your friends? Do you feel like a collision can't be avoided? Wait, we will reveal to you all the ins and outs of the conflict and you will understand that everything can be fixed. Even if you answered “yes” to any of the questions above, remember that there is a solution to the problem! In order to avoid aggravation, you need to recognize the enemy pushing for the deterioration of relations in person. Let's look at what interpersonal conflict is. , where does it come from and what are the ways to solve it.

Controversies and incident

An integral condition for the emergence of any conflict is a conflict situation, that is various positions two (or more) parties on any issue. What are the signals of conflict in interpersonal relationships? are always complex: there is a desire for opposing goals, and the use of different means to achieve them, and conflicting desires or incompatible interests. But these contradictions do not always lead to an explosion in communication.

In order for conflict situations to develop into conflict, the impact of external phenomena is necessary: a push or an incident.

“As soon as you learn to look at a conflict situation in a mirror - without plunging into it head over heels, but contemplating it from the outside - then believe me, it will certainly be resolved with minimal losses for you! You just need to put yourself in the place of another person and imagine: what would you do or want to do in this case?” — Vladimir Chepovoy, author of the book “Crossroads.”

An incident, or, as it is also called, a pretext, means certain actions of one of the parties that affect, even accidentally, the interests of the other party. The reason may also be the activity of a third party who was not previously involved in the situation. For example, caustic remarks from a friend when you have just been fired.

The formation of an incident can be influenced by both objective reasons (independent of people) and the usual “I didn’t think” (when the psychological characteristics of another person are not taken into account).

Conflicts between people and their causes

If a reason for the expansion of a conflict situation nevertheless arises and an obvious conflict is formed (k. – hereinafter abbreviated as “conflict”), you should act thoughtfully and carefully. To begin with, it is worth determining how many people are involved in the k. Based on the number of participants, k. are divided into intrapersonal, interpersonal, intergroup.

Now we are interested in conflicts in interpersonal relationships - this is between people during their psychological and social interaction, the clashes of individuals in the struggle for their interests. Interpersonal conflict is the most common type of conflict.

Causes of interpersonal conflicts:

1) socio-psychological:

rumors, gossip, slander and other distortions of information;
inconsistency in relationships between people (after all, no one likes it when a colleague suddenly begins to take on the role of commander when no one gave him such authority, for example);
bias in assessing oneself and others;
psychological incompatibility;
craving for power.

2) personal (also psychological):

various moral and ethical attitudes;
low emotional intelligence;
psychological instability;
inability to empathize;
low or high expectations;
excessive impressionability;
imbalance in individual character traits.

The problem with interpersonal relationships is that each side may have its own reasons, and not even just one. This makes it difficult to diagnose relationships, but how boring life would be if everyone was perfect!

In this case, the dynamics of the system can be different:

sluggish (for example, between colleagues who are not very comfortable working with each other);
protracted (generation conflict);
acute (quarrel between friends or partners).

Signals of conflict

Once we have determined the reasons why conflicts arise in interpersonal relationships, we can move on to obvious manifestations of contradictions. Signals of k. in interpersonal relationships (according to H. Cornelius) are:

1) Crisis

emotional extremes, expressed in behavior unusual for a person;
loss of control over feelings;
confrontation and bickering;
manifestation of violence, physical force;
parting with a loved one.

any misunderstanding can develop into confrontation;
communication with a person becomes unpleasant and brings negative emotions;
a prejudiced opinion appears towards the other side;
the attitude towards a person is distorted and the motivation of his actions is distorted.

3) Misunderstanding

one thought lingers in your head, which is impossible to get rid of and which leads to nervous tension;
the desire to even try to understand the other person disappears, his words are distorted in the mind of the listener.

4) Incident

hidden (internal irritation): participants realize that their relationships are tense, but this is not expressed outwardly in their communication;
an open problem of interpersonal relationships: it comes out and is expressed in the active actions of the parties directed against each other.

5) Discomfort

There is a feeling inside that something is wrong.

Remember that it is easier to avoid conflict than to deal with its consequences later. Pay close attention to the signals to prevent deterioration in your relationship. After all, as Hans Richter wrote: “An intelligent person will find a way out of any difficult situation. A wise person will not find himself in this position.”

In addition to the signals analyzed by the Australian psychologist, there are also so-called precursors that occur in relationships between people. For example:

a person gossips behind your back or shamelessly insults you to your face;
or, on the contrary, avoids communication, personal contact, direct eye contact, completely breaks off communication;
topics for conversation change: no personal involvement, does not share your problems, does not ask about your affairs, communication now consists of formal topics (about the weather, about minor events);
begins to be late or not show up at all for meetings that were agreed upon in advance.

In addition to the aggravation of connections between two or more acquaintances, the problem of interpersonal relationships in the team as a whole is also important. Signals of its appearance are considered:

a series of voluntary dismissals;
negative atmosphere and psychological background, clashes between employees;
decreased productivity of the work process;
the emergence of gossip, dividing the team into small groups;
joint boycott of management and its instructions.

Strategies for dealing with conflict

There have been, are and will be conflicts in interpersonal relationships. But there are also ways to resolve them. First, you should realize that there is a conflict. And then choose a way to solve this problem.

Behavior strategy is the orientation of an individual or group of people in relation to a person, the choice of a certain tactic of behavior in the current conditions.

K. Thomas and R. Kilmann typified five main styles of behavior in a conflict situation, basing the classification on the degree of goal achievement and the degree of consideration of the interests of the enemy:

1)Avoidance/Evasion- the desire not to participate in the decision and to defend one’s own interests, the desire to get out of a conflict environment.

2) Device- trying to soften the relationship and maintain relationships without resisting pressure from the other side (especially common between subordinates and the manager).

3) Rivalry/competition– achieving one’s desires to the detriment of another.

4) Compromise- finding a middle ground through mutual concessions.

5)Cooperation involves a joint search for a solution that meets the interests of all parties.

Some psychologists separately distinguish: suppression and negotiation, but this addition is not widespread.

Optimal conflict resolution

Let's take a look at the conflict resolution timeline

Obviously, the best way to resolve tense relationships is cooperation. With this approach, there is attention to both one’s own interests and those of others. It turns out that both conflicting parties win, which is pleasant in the end for everyone. Other methods and methods are ineffective. Any other approach is like pulling the blanket over yourself - someone will be left out. And this means that the problem will not be resolved to the end.

What does cooperation look like in practice?

First, you should discuss with your opponent whether he wants to decide controversial issue or not. If the answer is yes, you can begin to get out of the current conditions. To do this, you must adhere to certain rules:

1) Understand the reasons that led to the conflict through mutual questions. Leave emotionality aside; the discussion should be as objective as possible.

2) Don’t give up your position, but don’t force the other party to change his point of view either.

3) Choose your words carefully during negotiations so as not to aggravate the situation.

4) The subject of conversation should be a specific problem, not a person.

5) The main thing is to be sincere. Tell the person who offended you about your emotions and experiences.

6) Accept your partner’s emotions, try to stand in his place and feel what he is going through. This will help better the other person and his motives.

7) If you feel that the confrontation is fading, forgive your opponent and let him know about it.

8) If your partner does not think that the conflict has been resolved, continue the conversation until there are no unresolved issues left. If the problem cannot be solved together, then work it out within yourself so that it does not cause you problems in the future. Forgive yourself and don't get hung up on the current situation.

Now you know how to prevent conflict and how to get out of a difficult situation if it does arise. Forewarned is forearmed. We hope this knowledge will be useful to you and play a positive role in your life.

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INTERPERSONAL CONFLICTS

AND THEIR DECISION.

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WITHOBSESSION

Introduction

1. The concept of conflict

2. Types of conflict

2.1 Intrapersonal conflict

2.2 Interpersonal conflict

2.3 Conflict between individual and group

2.4 Intergroup conflict

3. Causes of the conflict

3.1 Reasons generated by the labor process

3.2 Reasons caused psychological characteristics human relations

3.3 Reasons 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 Organization-wide overarching goals

5.1.4 Reward system structure

5.2 Interpersonal conflict resolution styles

5.2.1 Evasion

5.2.2 Antialiasing

5.2.3 Coercion

5.2.4 Compromise

5.2.5 Solving the problem

Conclusion or how to use conflict

List of sources used

INTRODUCTION

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

The word “conflict” has a Latin root and literally means “clash.” The basis of any conflict is a contradiction, which usually leads to either constructive (for example, strengthening group dynamics, team development) or destructive (for example, the collapse of the team) consequences. Thus, conflicts in general view can be classified as constructive - with a positive sign and destructive - with a negative sign.

Some authors, in particular W. Kreidler, divide conflicts into functional (leading to optimization of intragroup relations, deeper mutual understanding of people) and dysfunctional (resulting in deterioration, bitterness of intragroup 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 who may be specific persons or in groups. Each side does everything to ensure that its point of view or goal is accepted, and prevents the other side from doing the same.

When people think of conflict, they most often associate it with aggression, threats, disputes, hostility, war, etc. As a result, there is an opinion that conflict is always an undesirable phenomenon, that it must be avoided if possible and that it should be resolved immediately as soon as it arises. This attitude is clearly visible 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 defining tasks, procedures, rules, interactions officials and development of rational organizational structure. It was believed that such mechanisms would mainly eliminate the conditions conducive to conflict and could be used to solve emerging problems.

Authors belonging to the “human relations” school also tended to believe that conflict could and should be avoided. They recognized the possibility of conflicts 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 individual, and between different groups of managers. However, they generally viewed conflict as a sign of organizational dysfunction and poor management. In their opinion, good relationships in an organization can prevent conflict from arising.

The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable. Of course, conflict is not always positive. In some cases, it can interfere with meeting the needs of the individual and achieving the goals of the organization as a whole. For example, a person who argues in a committee meeting just because he can't help but argue is likely to reduce the satisfaction of the need for belonging and esteem and possibly reduce the group's ability to accept effective solutions. Group members may accept the arguer's point of view 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 diversity of points of view, provides additional information, helps identify more alternatives or problems, etc. This makes the group's decision-making process more effective and also gives people the opportunity to express their thoughts and thereby satisfy their personal needs for esteem and power. It can also lead to more effective implementation of plans, strategies and projects, as different perspectives on these documents are discussed before they are actually executed.

Thus, conflict can be functional and lead to improved organizational performance. Or it may be dysfunctional and lead to decreased personal satisfaction, group cooperation, and organizational effectiveness. The role of conflict mainly depends on how effectively it is managed. To manage a conflict, you need to know the reasons for its occurrence, type, possible consequences in order to choose the most effective method his permission.

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

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

The relationships between team members are very different, their interests are diverse. In this regard, the reasons for the contradictions have a very wide range.

Some contradictions arise within the collective itself, while others may reflect deeper contradictions existing in society. However, any contradiction acquires the character of a conflict only if it draws into the psychological sphere and affects the motivation of people’s behavior. The degree of people's involvement in a conflict and its severity do 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, an industrial or labor conflict is a clash between participants in economic relations as a subsystem of a broader system social conflicts, affects mainly the sphere of distribution of managerial functions and income, although both the system and the subsystem exhibit conflict most often in the form of a struggle between institutionalized and informal interest groups.

One of the features of a labor conflict is that such conflict is in one way or another colored by psychological emotionality, the ethical nature of the struggle, in which the participants strive to satisfy a “sense of justice.”

The term “industrial conflict” implies a clash of systems, norms of behavior, and power functions of participants in any economic processes. This means that labor conflict exists both in the direct sphere of production and in the spheres of exchange, distribution, and consumption. Such conflicts are aimed at changing existing patterns 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, individual-group conflict, 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 work collectives are classified according to various criteria:

By 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 the attitude towards existing shortcomings, the choice of a manager’s style, etc. They are inevitable. Emotional conflicts are of a purely personal nature. The source of these conflicts lies either in personal qualities opponents, or in their psychological incompatibility;

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

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

By the number of participants - intrapersonal, interpersonal, intergroup, between individuals and a group, interorganizational. These are, accordingly, conflicts in the interests of one person, conflicts between individuals, conflicts between different production groups. Let's take a closer look at them.

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 the most common form of role conflict is when one person is presented with conflicting demands about what the outcome of his work should be or, for example, when job requirements are not consistent with personal needs or values. Research shows that such conflict can arise with low job satisfaction, low self-confidence and organizational confidence, and stress.

2 .2 Interpersonal conflict

This is the most common type of conflict. It manifests itself in different ways in organizations. Most often, this is a struggle among managers over limited resources, capital or labor, time to use equipment, or approval of a project. Each of them believes that since resources are limited, he must convince higher management to allocate those resources to him rather than to another manager.

Interpersonal conflict can also manifest itself as a clash of personalities. People with different personality traits, views and values are sometimes simply unable to get along with each other. As a rule, the views and goals of such people differ radically.

2 .3 Conflict between individual and group

Conflict may arise between an individual and a group if that individual takes a position that differs from that of the group. For example, when discussing ways to increase sales at 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 the group, may have the company's interests at heart, he can still be seen as a source of conflict because he goes against the group's opinion.

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 believe that the leader is treating them unfairly may become more united and try to “get even” with him by reducing productivity. A striking example of intergroup conflict - conflict between the trade union and the administration.

We continue the classification of conflicts.

According to the degree of organizational development - spontaneous and institutionalized. Natural conflicts arise on their own, without appropriate preparatory activities on the part of individual subjects or groups of subjects; Institutionalized conflicts are carefully prepared in advance. The subjects of the future conflict develop an action strategy and assess their ability to achieve the goal. Groups and supporters are being formed. For successful resolution business conflict, it is necessary not only to establish the nature, object and participants of the conflict, but also to clarify the dynamics of its development. It lies in the fact that any business conflict, the opponents of which 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 significance for opponents, and a negative attitude of opponents towards each other will also form. An attempt by managers to delay the process of conflict only leads to an aggravation of the business conflict, stabilization of tense relations between the parties to the conflict and the formation of an emotional conflict.

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

However, many people are capable of being indifferent to ongoing conflict situations. Tense relationships in a team with other subjects cannot bring 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 reasons for the occurrence 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.

Let's consider the list of causes of conflict proposed by specialist in the field of personnel management R. L. Krichevsky.

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

3 .1 Group of reasons 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 work - obtaining certain products. Such factors may be:

a) direct technological relationship between 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 belt);

b) transfer of problems whose solution should have been carried out vertically to the horizontal level of relations (for example, the lack of equipment and tools often leads to conflicts between ordinary employees, although it is not they who should solve this problem, but their managers);

c) failure to fulfill functional responsibilities in the “leadership-subordination” system (for example, the manager does not provide the appropriate conditions for the successful activities of subordinates, or, conversely, subordinates do not fulfill the requirements of the manager.

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

a) again, the interconnection of people, when the achievement of goals by one of them depends on other members of the team;

b) the insolvency of a number of organizational issues “vertically” (i.e. by management), which may result in an aggravation of relations between people located on the organizational horizontal;

c) functional disturbances in the “leadership-subordination” system, preventing the achievement of personal goals by both the leader and the subordinate.

3. Conflicts that arise during the implementation of work activity are often generated by the inconsistency of a person’s actions with the norms and life values accepted in his team. Or another, similar, conflict-generating 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 occupying certain official positions with their actual actions.

The latter reason is mainly due to the poor description of staff job functions in many of our institutions. As a result, people have the wrong idea about who is responsible for what and what they do.

There is no exhaustive list of reasons that cause conflicts, including in work activities. And to the reasons just mentioned, one can add many others generated by organizational practice. For example, noted by L. Iaccoca and typical of a vertical management section of an organization: “Employees at the company’s headquarters carry out general planning of their activities. They are the ones who bring all the work of operational employees into a single interacting system.

Essentially, a central office employee can only be effective if he has accumulated operational experience. 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 assign him to a position in the central office of the company. The person does not yet have any practical experience in managing an enterprise, but he is already pointing out to the operational worker, who already has 30 years of work behind him, that he is doing everything wrong. Over the course of my career, I have had to spend too much time dealing with conflicts between central managers and operational managers - conflicts that should not have arisen in the first place.”

It is also worth mentioning all sorts of communication obstacles and barriers that are often encountered in the organizational process and cause strong “climate disturbances” in it.

3 .2 Groupreasons, VcalledXpsychological personsaspects of human 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 harmless factor of “like-antipathy” concerns not only two or more people, but can also have more serious consequences for the entire team. Indeed, often various kinds of personnel appointments in institutions and enterprises are based on this very principle. In turn, injustice in official appointments, as a rule, results in aggravation of interpersonal relations.

There are several more reasons for the conflict that are related to the one just given:

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

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

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

We often encounter manifestations of territoriality in everyday life, including at work. People who are members of one or another work group “inhabit” a certain territory (workspace or rest room), and its occupation by members of another group often results in intergroup clashes. In the same way, each member of the group occupies 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 at it during a department meeting. If similar situation again, it may cause irritation.

3 .3 Groupreasonsconflicts rooted in personalitym originality of team members

In this case, we mean possible personal characteristics that sometimes “drive” us into conflict situations. Inability to control one's own emotional condition, low level of self-esteem, aggressiveness, increased anxiety, lack of communication, excessive adherence to principles. The list of personal causes of conflict is not limited to a set of corresponding traits. Demographic characteristics are also not neutral on this issue. Thus, according to N.V. Grishina, women tend to have a higher frequency of conflicts related to their personal needs (salary, distribution of vacations); men are more predisposed to conflicts related directly to labor activity(labor organization, certainty of labor functions).

As the age of workers increases, conflicts related to the target characteristics of their activities begin to occupy a greater proportion, while at the same time the number of conflicts caused by problems of adaptation of workers in the work collective (violations of labor discipline, non-compliance with requirements) decreases.

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

The scheme for analyzing interpersonal conflict that she developed clearly shows that 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 sense the essence of the 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 it, but their understanding of the situation does not fully correspond to reality.

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

L.A. Petrovskaya has two more really permissible situations: firstly, when objectively a conflict exists, but is not recognized by the parties as such, and secondly, when there is no conflict both objectively and at the level of consciousness.

4 . CONSEQUENCES OF THE CONFLICT

4 .1 Functional implications

There are several possible functional consequences of conflict. One 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 the problem. This, in turn, minimizes or completely eliminates difficulties in implementing decisions - hostility, injustice and the compulsion to act against one's will. Another functional consequence is that parties will be more inclined to cooperate rather than antagonize in future situations that may involve conflict.

In addition, conflict can reduce the possibility of groupthink and resignation syndrome, where subordinates do not express ideas that they feel are inconsistent with those of their leaders. Through conflict, group members can work through implementation problems before the solution is implemented.

4 .2 Dysfunctional consequences

If the conflict is not managed or managed ineffectively, then the following dysfunctional consequences may arise, i.e. conditions that interfere with achieving goals:

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

Less cooperation in the future;

Strong loyalty to one's group and no more unproductive competition with other groups in the organization;

Viewing the other side as the "enemy"; the idea of one’s goals as positive, and the goals of the other party as negative;

Curtailment of interaction and communication between conflicting parties;

Increasing hostility between conflicting parties as interaction and communication decreases;

Shifting the focus: giving "victory" to the conflict greater value than solving a real problem.

5 . CONFLICT MANAGEMENT

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

Managers should not attribute conflict situations to simple differences in personalities. Of course, this difference may be the cause of conflict in a particular case, but it is only one of the factors that can cause conflict. The manager must begin by analyzing the actual causes and then use the appropriate methodology. You can reduce the possibility of conflict by using conflict resolution techniques.

5 .1 STRUCTURALMETHODYCONFLICT RESOLUTION

These are clarification of job requirements, the use of coordination and integration mechanisms, the establishment of organization-wide integrated goals and the use of a reward system.

5 .1.1 EXPLANATION OF JOB REQUIREMENTS

One of the best management techniques to prevent dysfunctional conflict is to clarify what results are expected from each employee 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, and clearly defined policies, procedures and rules should be mentioned here. Moreover, the manager 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 COORDINEZIONNNATIONAL 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 chain of command. 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 disagree on an issue, the conflict can be avoided by approaching their common superior and 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 must obey.

Integration tools such as management hierarchy, the use of cross-functional services, cross-functional groups, task forces and interdepartmental meetings are very useful in managing conflict situations. Research has shown that organizations that maintained the level of integration they desired achieved greater performance than those that did not.

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

5 .1.3 ORGANIZATION-WIDE COMPREHENSIVE GOALS

Setting organization-wide integrated goals is another structural method for managing a structural situation. Effective implementation of these goals requires the combined efforts of two or more employees, groups, or departments. The idea that is embedded in these higher goals is to direct the efforts of all participants to achieve a common goal.

For example, if three shifts in a production department are in conflict with each other, you should formulate goals for your department rather than for each shift individually. Likewise, setting clearly defined 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 statement of the highest principles (values) of the organization reveals the content of complex goals. The company strives to reduce the potential for conflict by setting out organization-wide, integrated goals to achieve greater coherence and performance among all personnel.

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

“As McDonald's began building its quick-service restaurant empire, it focused on more than just price, quality and market share. The company's management believed that they were truly providing a service to Americans with limited means. This social “mission” gave heavy weight operational purposes. Cooks and servers at McDonald's restaurants have embraced these higher-order goals as a useful tool to help them meet the company's strict quality control system. It was easier to maintain 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 situations, influencing people's behavior to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide integrated goals, help other groups in the organization and try to approach the problem in a comprehensive manner should be rewarded with gratitude, bonuses, recognition or promotions. It is equally important that the reward system does not reward unconstructive behavior by individuals or groups.

For example, if sales executives are rewarded solely on the basis of increasing the volume of goods sold, this may conflict with the target level of profit. The managers of these departments may increase sales volumes by unnecessarily offering more discounts and thereby reducing the company's average profit level, or conflict may arise between the sales department and the company's credit department. Trying to increase sales volume, the sales department may not meet the limits set by the credit department. This leads to a reduction in opportunities for obtaining loans and, consequently, to a decrease in the authority of the credit department. In such a situation, the credit department may exacerbate the conflict by not agreeing to an unusual transaction and depriving the sales department of the corresponding commission.

The systematic, coordinated use of rewards and incentives for those who contribute to the achievement of organization-wide goals, helping people understand how they should act in a conflict situation in a manner consistent with the desires of management.

5 .2 . INTERPERSONALESTEELANDCONFLICT RESOLUTION

5 .2.1 EVASION

This style implies that a person is trying to avoid conflict. One of the ways to resolve a conflict is not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues that are fraught with disagreement. Then you won’t have to get into an excited state, even if you are trying to solve a problem.

5 .2.2 SMOOTHING

This style is characterized by behavior that is dictated by the belief that there is no point in 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: “This has no of great importance. Think about the good that has manifested itself here today.” The result may be peace, harmony and warmth, but the problem will remain. There is no longer any possibility of expressing emotions, but they live inside and accumulate. General anxiety becomes apparent, and the likelihood that an explosion will eventually occur increases.

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 using this style tends to be aggressive and usually uses power through coercion to influence others. The conflict can be taken under control by showing that you have the strongest power, suppressing your opponent, wresting a concession from him by right of superior. This coercive style 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, creating a high probability 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 accepting the other party's point of view, but only to some extent. The ability to compromise is highly valued in management situations, as it minimizes ill will and often allows conflict to be resolved quickly to the satisfaction of both parties. However, using a compromise at an early stage of a conflict that has arisen over an important decision can prevent the diagnosis of the problem and reduce the time it takes to find an alternative. Such a compromise means agreeing only to avoid a quarrel, even if this involves a failure to act prudently. This trade-off is one of being satisfied with what is available rather than persistently seeking what is logical in light of the available facts and data.

5 .2.5 SOLVING THE PROBLEM

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

Thus, in difficult situations Where diversity of thought and accurate information are essential to sound decision making, conflicting opinions must even be encouraged and the situation managed using a problem-solving style. Other styles may also be successful in limiting or preventing conflict situations, but they will not lead to optimal resolution of the issue because not all points of view have been examined equally thoroughly. It is known from research that high-performing companies used a problem-solving style more than low-performing companies in conflict situations. In these high-performing organizations, leaders openly discussed their differences of opinion, without emphasizing the differences, but without pretending that they did not exist. They searched for a solution until they finally found it. They also tried to prevent or reduce the brewing of conflict by concentrating real decision-making powers in those divisions and levels of the management hierarchy where they concentrated highest values and information about factors influencing the decision. Although there is not much research in this area yet, a number of works confirm the effectiveness of this approach to conflict management.

Table 1 provides some suggestions for using this conflict resolution style.

Table 1. Methodology for resolving conflict 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 manage it and try to avoid it whenever possible. But the conflict is difficult to correct once it has already acquired destructive force. This needs to be known, and managers and employees must understand that conflict enriches lives if it is managed correctly.

Conflict helps an individual work team and the organization as a whole to be in line with current 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 learn a little more about each other. Team members begin to understand their colleagues better and become more sensitive to the problems of other people. People finally appreciate the need to understand the norms and desires of others and the impossibility of being free from society while living in it.

Living and working together is not easy, and this requires special training. Conflict, giving rise to disputes, tests 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 in itself neither strengthens nor weakens an organization. Both employees and managers must manage it to make it as useful as possible. If they avoid discussing their difficulties and concerns, they cannot understand the real situation, or ways of development, or learn lessons for themselves and others.

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

LIST OF SOURCES USED

1. Sieger V., Lang L. “Lead without conflict” M, 1990

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

3. “Conflict with the “plus” zanok” 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. Khedouri. “Fundamentals of Management”, M.: Delo, 1992.

7. Grishina N.V. “I and others: communication in the work team.” L., 1990.

The mechanism of development of interpersonal conflict

Each person in society defends his point of view and his interests, defending the rights to 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 different levels(professional, friendly, close). If an obstacle in the form of another person stands in the way of your own views, 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 causes an analytical chain reaction in the subconscious. The degree of importance of the primary task and the strength of personal connections between these people are determined.

If personal ambitions take second place, it means that the chances of reconciling the differences that have arisen are quite high, since everyone will value the relationship. If heightened pride turns out to be stronger than the need for connection with a person, interpersonal conflict develops. It can be resolved by one of the following possible ways while maintaining the initial relationship, or maybe breaking all ties.

There are several specific features in the mechanism of development of conflicts in interpersonal relationships:

An irresistible desire to prove oneself right. A person tries to justify his opinion both by presenting real reasons and factors, and by the method of devaluing the interlocutor’s arguments.
Emotional attachment. Conflict is accompanied by strong affective reactions that are difficult to control.
Bias in the negativity of an 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 make the situation even worse.

The main causes of interpersonal conflicts

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

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.
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.
Individual interests. Opponents have personal goals, the fulfillment of one of them excludes the other. The developing conflict raises questions about the differences that exist in this moment, and needs a compromise solution.
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.
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.
Communication. Inconsistency between the communication abilities of one person and another, non-compliance with the rules of dialogue, subordination and tact.
Character. The cause of the conflict is specific personal characteristics that the other individual dislikes.

The reasons may vary depending on the person's age. Yes, in children and adolescents controversial situations may be caused by factors that have no place in adult life. The puberty period is characterized by biased maximalism, a tendency to issue ultimatums and unequivocally evaluate people.

Family conflicts in interpersonal relationships can be based both on ordinary everyday disagreements and on the inability to realize one’s own needs, inconsistency of values and goals in life between spouses.

Working relationships often crack when carrying out orders and assigned tasks. There is also a risk of developing personal hostility among employees of the same level and management. Often disputes are based on behavioral issues, for example, a discrepancy between an employee’s actions and the reputation of a company or organization.

Types of interpersonal conflicts

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

Values disagreement. 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 differences that exist between people. Such situations do not necessarily cause conflict, but when combined with the right conditions, they can spark real confrontation. It is similar in family relationships: different personal meanings of the goals of each spouse can coexist until one of them begins to influence or undermine the spiritual values of the other. This balance can be controlled by common highest ideals, which nevertheless converge. For example, one of the parents attracts 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: their son or daughter should do something. Common views 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 benefit and personal hostility towards the opponent. For example, a 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 type of interpersonal conflict is based on a reluctance to adhere to general rules and the norms that have been established to regulate communications between the two parties. If one of them violates some of these rules, insensitive or unacceptable behavior may be interpreted as a reason for confrontation. Such disagreements can be observed at work as situations of abuse of authority or insubordination. In families, such conflicts occur due to inappropriate attitudes towards each other, which are expected under given conditions.

How to behave during interpersonal conflict

To resolve an interpersonal conflict, it is necessary to remember that in a dispute the truth is not born, but is revealed. true face participant in the spat. How your opponent and others see you during a given disagreement can have significant consequences in the future. Distinctive feature educated and smart person is the ability to keep yourself and your emotions in check while clarifying discrepancies.

Behavior during interpersonal conflict should not descend to such a level that it does not correspond to self-image. It is necessary to act so 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 adhere to the basic rules of such behavior, the conflict has every chance of a quick and effective resolution:

Respect for your opponent. Be that as it may, in most cases a person leads a confrontation with someone whom he knows well or often interacts with. Interpersonal conflicts with strangers also happen, but not as often as with loved ones, acquaintances, and colleagues. The likelihood of further connections or contacts with your opponent is enormous. Therefore, in order to avoid further awkwardness, apologies and discomfort in communicating with this person, you should not treat him in an insulting or humiliating manner.
Emotional restraint. There is a tendency that conflict situations without affective load are resolved faster and do not leave an unpleasant aftertaste. Moreover, there is a possibility of maintaining a minimally positive relationship with the other side of the confrontation. In important disputes, switching to the emotional side with the identification of personal hostility towards a person is considered a sign of tactlessness, bad manners and bad taste. Moreover, such an attitude will not at all raise a person’s reputation among friends and relatives.
Direction to solve the problem. Often in conflict situations, people forget why they started an argument. By turning to personal insults and humiliations, the essence of the feud remains unresolved or untouched. All attention, rage or enthusiasm should be used in developing optimal schemes for resolving this disagreement, methods for establishing a mutually satisfactory compromise.

In any conflict, you should behave the way you would like your opponent to behave. In this way, you can achieve culture and mutual understanding with loved ones, friends and acquaintances.

Ways to resolve interpersonal conflicts

Subconsciously, a person himself tries to resolve any disagreements using methods that he considers the most convenient and simple. Sometimes, even without active intervention in the confrontation, it can resolve on its own. This does not always happen, but it 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 get rid of the cause of the conflict, but only erases its main manifestations. In fact, dissatisfaction with these circumstances transforms into internal anger and resentment, and external active manifestations subside for a while. There remains a huge possibility that the subsided dispute may resume with much greater force after a while. Smoothing is achieved through ordinary reconciliation due to various factors or temporary benefits.
Compromise solution. Partial acceptance of the opponent’s terms by all parties to the conflict can weaken his strength for some time. Although minor differences will still remain, they will not be at a sufficient level to resume confrontation. There is a great possibility of its development over 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 best option developments of events. 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 admits that it is wrong and that the opponent’s point of view, idea or proposal is superior. This often happens in work environments where subordination forces staff to fully agree with what management puts forward. A peculiar scheme of subordination does not always work for choleric or hysterical individuals. Such people will never allow their opinions and results to be ignored.

In addition to these methods, there are many special recommendations that will help resolve interpersonal conflict in as soon as possible. If you adhere to these rules, after a disagreement you usually do not experience any unpleasant feelings or discomfort from communicating with your former opponent:

The presence of a conflict situation must always be recognized. This is an integral part of the process itself that must be resolved. If you resist and do not accept the dissonance in relationships for what it is, hidden negative feelings can persist for a very long time and gradually poison life.
Creating an opportunity to clarify the current situation. Discussion and debate are essential for proper 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.
Determining specific reasons for disagreement. To avoid moving to the emotional level and personal claims, you need to clearly define the range of interests in this conflict. Often this way you can understand that the problem is not that big.
Options for the outcome of the situation. There must be several of these to give you the opportunity to choose the optimal one. They need to be developed taking into account the interests of each party.
Selecting an agreed solution and turning it into reality. A joint practical use those measures that have been agreed upon leads to reconciliation and attempts to establish personal contact.

Any of the proposed methods for resolving interpersonal conflict may be ineffective if, during an emotional upsurge, a person does not understand the importance of reconciliation. Usually this passes over time, and people themselves look for ways to return to their previous relationships.

Prevention of interpersonal conflicts

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

The main points in 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:

You should pay attention to your opponent, you must behave politely and tactfully with him.
Tolerance will help you avoid violent reactions from the other person.
Trust and openness should be shown by maintaining eye contact; there is no need to avoid looking in any case.
Provide an opportunity for the interlocutor to explain his point of view and justify his opinion.
Try to understand your opponent or mentally put yourself in his place.
Tactfully admit your mistake, if any.
Express vague feelings that indicate your doubts about your correctness regarding the present conversation.
Carefully explain those points where your opponent’s opinion can be criticized.
A positive attitude towards resolving the situation, rather than arguing that you are right.

Important! Any conflict should be resolved without a raised voice, and personal insults should not be allowed.

How to resolve interpersonal conflict - watch 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.

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