When studying modern literature on conflict, we were able to identify 112 definitions and significant differences in their formulations.

Here are just the most typical ones:

• Conflict- this is a manifestation of objective or subjective contradictions, expressed in the confrontation of the parties.
• Conflict- this is the most acute way of resolving significant contradictions that arise in the process of interaction, which consists in the opposition of the subjects of the conflict and is usually accompanied by negative emotions.

According to F. Glasl, many Anglo-American authors place emphasis in their definitions on conflicting goals or interests, which pursue the parties, but do not provide a clear definition of the concept of “conflict”.

From all the definitions of the definition of “conflict,” a number of questions arise. What contradictions are significant and what is a contradiction in general and how do they differ from conflicts?

Almost no one, with the exception of Yu.V. Rozhdestvensky does not define contradiction as a speech act. He identifies three stages of development of the struggle of interests that lead to conflict. “The actions in this struggle can be divided into three stages of intensity: differences of opinion, contradictions in discussions and direct struggle in the form of conflicts in action.” Thus, we will consider as a difference any statement of an authoritarian type from the 1st person in an approved form in any type of literature.

From our point of view, dialogue can be considered a contradiction, i.e. speech act when differences between parties are expressed.

Conceptual scheme characterizing essence of the conflict should cover four main characteristics: structure, dynamics, functions and conflict management.

The structure of the conflict includes:

• object (subject of dispute);
• subjects (individuals, groups, organizations);
• conditions of the conflict;
• scale of the conflict (interpersonal, local, regional, global);
• strategies and tactics of behavior of the parties;
• outcomes conflict situation(consequences, results, their awareness).

Any real conflict is a complex dynamic process, including the following main stages:

• subject situation— the emergence of objective causes of the conflict
• conflict interaction- incident or developing conflict
• conflict resolution(Full or partial).

The conflict, regardless of its nature, carries out a number of actions, among which the most important are:

• dialectical— serves to identify the causes of conflict interaction;
• constructive- the tension caused by the conflict can be directed towards achieving a goal;
• destructive- a personal, emotional coloring of relationships appears, which interferes with problem solving. Conflict management can be viewed in two aspects: internal and external. The first of them is to manage one’s own behavior in conflict interactions. The external aspect of conflict management assumes that the subject of management can be a manager (manager, leader, etc.)

Conflict management- this is a purposeful influence on its dynamics, determined by objective laws, in the interests of the development or destruction of the social system to which this conflict is related.

In the scientific literature one can trace various attitude towards conflicts. Conflict, as a phenomenon, is always undesirable, which should, if possible, be avoided and resolved immediately. This attitude is clearly visible in the works of authors belonging to the school of scientific management and the administrative school. Authors belonging to the “human relations” group also tended to believe that conflicts should be avoided. But if conflicts were present in organizations, they considered this as a sign of ineffective activity and poor management.

The modern view is that even in well-managed organizations, some conflict is not only possible, but may even be desirable. In many cases, conflict helps to highlight diversity of viewpoints, provides additional information, helps identify problems, etc.

Thus, conflict can be functional and lead to increased organizational effectiveness. 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.

Types of conflicts

IN modern literature There are many classifications of conflicts on various grounds.

• Inter-individual conflicts
• Intergroup conflicts and their types:
  • interest groups
  • groups of ethno-national character
  • groups united by a common position;
• conflicts between associations
• intra- and inter-institutional conflicts
• conflicts between state entities
• conflicts between cultures or types of cultures

R. Dahrendorf gives one of the broadest classifications of conflicts.

• According to sources of occurrence (conflicts of interests, values, identification).
• According to social consequences (successful, unsuccessful, creative or constructive, destructive or destructive).
• By scale (local, regional, interstate, global, micro-, macro-, and mega-conflicts).
• By forms of struggle (peaceful and non-peaceful).
• According to the characteristics of the conditions of origin (endogenous and exogenous).
• In relation to the subjects’ attitude to the conflict (genuine, accidental, false, latent).
• According to the tactics used by the parties (battle, game, debate).

A. V. Dmitrov gives several classifications social conflicts By for various reasons. The author includes conflicts in the following areas: economic, political, labor, social security, education, education, etc.

Types of conflicts in relation to an individual subject:

• internal (personal conflicts);
• external (interpersonal, between the individual and the group, intergroup).

In psychology, it is also common to distinguish: motivational, cognitive, role, etc. conflicts.

K. Levin attributes motivational conflicts(few people are satisfied with their work, many do not believe in themselves, experience stress, overload at work) to a greater extent, to intrapersonal conflicts. L. Berkowitz, M. Deutsch, D. Myers describe motivational conflicts as group ones. Cognitive conflicts are also described in the literature both from the standpoint of intrapersonal and intergroup conflicts.

Role conflicts(the problem of choosing one of several possible and desired options): intrapersonal, interpersonal and intergroup most often manifest themselves in the activity sphere. But most often in the psychological literature three types of conflicts are described: at the intrapersonal level, at the interpersonal and intergroup level.

F. Lutens highlights 3 types of intrapersonal conflicts: role conflict; conflict caused by frustration, conflict of goals.

Intergroup conflict- these are, as a rule, conflicts of interest between groups in the production sector.

Intergroup conflicts are most often generated by the struggle for limited resources or spheres of influence within an organization, which consists of many formal and informal groups with completely different interests. This confrontation has different foundations. For example, professional-production (designers-production-financiers), social (workers-employees - management) or emotional-behavioral ("lazy people" - "hard workers").

But the most numerous are interpersonal conflicts. In organizations they manifest themselves in different ways, most often in the form of management’s struggle for always limited resources. 75-80% of interpersonal conflicts are generated by the clash of material interests of individual subjects, although outwardly this manifests itself as a discrepancy in characters, personal views or moral values. These are communication conflicts. Similar are the conflicts between the individual and the group. For example, a clash between a manager and a united front of subordinates who don’t like tough disciplinary measures boss, aimed at “tightening the screws.”

Types of conflicts by nature:

• objective, related to real problems and shortcomings;
• subjective, due to different assessments of certain events and actions.

Types of conflicts by consequences:

• constructive, involving rational transformations;
• destructive, destroying the organization.

Conflict Management

• determine its type of conflict
• its reasons
• its features,
• and then apply the resolution method necessary for this type of conflict.

• If these are goal conflicts, then the main efforts of managers should be aimed at achieving compatibility between personal and organizational goals.
• if this is a conflict of roles, then their type should be taken into account (conflict of personality and expectations associated with the role; conflict can also arise when there are different requirements for the roles that a person must play at the same time).

Resolution methods intrapersonal conflicts there are many: compromise, withdrawal, sublimation, idealization, repression, reorientation, correction, etc. But the whole difficulty lies in the fact that it is very difficult for the person himself to state, identify and manage intrapersonal conflict. They are very well described in the scientific literature, but in practice it is very difficult to resolve them on your own.

Interpersonal conflicts cover almost all areas of human relations.

Control interpersonal conflicts can be considered in two aspects - internal and influence.

The internal aspect is associated with some individual qualities of the person himself and the skills of rational behavior in conflict.

The external aspect reflects management activities on the part of the manager in relation to a specific conflict.

In the process of managing interpersonal conflicts, causes, factors, mutual likes and dislikes should be taken into account at different stages of management (prevention, regulation, resolution). There are two main ways to resolve them: administrative or pedagogical.

Too often, conflicts that arise, for example, between a boss and a subordinate, an employee or a client, either escalate into fighting or withdrawal. Neither one nor the other option is effective way conflict management. Psychologists and sociologists offer several more options for individual behavior in conflict. The two-dimensional model of individual behavior in conflict interaction developed by K. Thomas and R. Killman has become widespread in conflict situations. This model is based on the orientation of the conflict participants towards their own interests and the interests of the opposing party. The participants in the conflict, analyzing their interests and the interests of the opponent, choose 5 strategies of behavior (fight, withdrawal, concessions, compromise, cooperation).

• Cool down
• Analyze the situation
• Explain to the other person what the problem is
• Leave the person a “way out”

Group conflicts are less common in practice, but they are always larger in scale and more severe in their consequences. It is important for a manager to know that the causes of conflicts that arise between an individual and a group are related to:

• with violation of role expectations
• with inadequacy of internal attitude to the status of the individual
• in violation of group norms

To effectively manage the “person-group” conflict, you need to analyze these parameters, as well as identify the form of its manifestation (criticism, group sanctions, etc.)

Conflicts of the “group-group” type are characterized by their diversity and their reasons for their occurrence, as well as the distinctive forms of their manifestation and course (strikes, rallies, meetings, negotiations, etc.). More detailed methods for managing conflicts of this type are presented in the works American sociologists and psychologists (D. Geldman, H. Arnold, St. Robbins, M. Dilton).

At different stages of managing intergroup conflicts (prediction, prevention, regulation, resolution) there is a specific content of management actions; they will differ. We can observe such a difference, for example, when resolving a conflict:

Conflict of the “person-group” type is resolved in two ways: the conflicting person admits his mistakes and corrects them; a conflicting individual, whose interests cannot be brought into a state of congruence with the interests of the group, leaves them. A “group-group” conflict is resolved either by organizing a negotiation process or by concluding an agreement to coordinate the interests and positions of the conflicting parties.

From a practical point of view, the problem of regulating relationships is formed as a task of changing behavioral stereotypes. According to G.M. Andreev, there must be a replacement of some - destructive ones - with others, more constructive ones.

1. Analyze it in terms of the structure of the conflict: dynamics of the conflict, completion. Suggest the optimal strategy for ending the conflict

When analyzing any case, it is necessary to identify significant factors, determine the circle of interested people, highlight ethical issues and, perhaps, offer your own way to resolve the conflict.

In order to maintain a logical approach in the process of analyzing a conflict situation, you can use Fig. 1.

We are considering a conflict incident that occurred in the personnel department of a city hospital. In the existing team of nurses there was one worker, Irina, who stood out not only for her experience and knowledge, but also for psychological criteria, in particular, her leadership qualities predominated.

Some time later, this nurse was appointed head of the nursing staff. Consequently, her responsibilities changed and her work schedule changed slightly. Irina, as a manager, very strictly monitored the work of her subordinates: their attitude to work, to clients, to the relationship between the team, so that no conflict situations would arise. She also ensured that workers came and left on time. At the same time, if one of the staff asked to leave early for some reason, Lydia would not let go, unless this reason, in her opinion, was very, very important.

A few months later and throughout the rest of the time, the medical staff began to notice that Irina often came to work at the wrong time, sometimes left ahead of schedule, and it also happened that she was absent for some time in the middle of the working day. The nurses' dissatisfaction with this accumulated, as a result of which a conflict situation began to arise.

Let us consider the significant factors that had a certain impact on the development of the conflict situation.

Facts from nurses:

1. Why was this particular nurse appointed as the manager, and not any other?

2. The manager monitors their work schedule very strictly, but at the same time violates her own schedule;

3. Irina lets the employee go before the end of the shift if she herself believes that this is a serious reason.

Facts from the manager:

1. The promotion was not “invented” by Irina herself, but she was appointed to this position, which means there were some reasons for it: a broad horizon of knowledge in the field of medicine, extensive experience working in a hospital, standing out from the team with her leadership qualities.

2. The manager is not obliged to report to her subordinates about why she violates the working time schedule. It is possible that it differs in its solution to any issues related to the hospital.

Let us characterize the interested parties to the conflict.

The next part of the analysis is devoted to the stakeholders of the conflict (direct participants in the conflict; indirect ones, who for one reason or another were involved in the conflict). And also people whose interests this question affects.

In this case, the interested parties are:

nurses;


manager;


superiors;


clients (patients).


Formulation of the problem


Very often, along with main problem There are also side (indirect) problems. The above can be represented as a ball of threads: with the appearance of a new indirect problem, the ball becomes larger.


IN in this example The main problem is the manager’s non-compliance with the work schedule. Indirect reasons include such reasons as staff misunderstanding, why Irina was appointed head and the inability to leave before the end of the medical staff’s work shift.


Analysis of a conflict situation


In terms of legality, the conflict has three options:


1. Ethical and legal case. The manager is absent from work due to solving some issues outside the hospital.


2. Unethical but legal case. Because she resolves these issues in work time, while leaving the hospital, she gives rise to talk about her incorrect attitude towards work.


3. Unethical but illegal case. Perhaps the manager is actually absent from work on her own personal issues.


In fact, the conflict will be settled if they can determine which of the above options this conflict corresponds to. This can be done by checking with the authorities what issues the manager decided outside the hospital during working hours. Then the case will correspond to the first option.


Using the Help Guides


This case is a formal one. When clarifying issues resolved by Lydia outside the hospital, it will be clearly seen that she does not violate her job responsibilities, professional ethics. Its activities benefit:


hospital (solving external issues);


superiors (strict supervision of the team, complete control);


patients (the opportunity to receive timely assistance from nurses).


Conflict resolution


To prevent conflict, it is still worth announcing (perhaps some) resolved or ongoing issues outside the hospital, in order to resolve the conflict situation. Thus, conversations within the medical staff will stop about the correctness and ethics of the manager’s actions and the time allotted for work shift, will be used for its intended purpose.


It is possible to introduce a code of ethics for the development of a professional community. It should address the ethical standards and rules of conduct for all medical staff.


Compliance with general ethical standards and rules for resolving conflicts is the most important condition formation of healthy and civilized relationships. It is especially important for managers to understand their great social responsibility. This is manifested in orientation towards a person in all its manifestations - respect, social help, support.


It is important to understand in time that the situation that has arisen is a conflict and then, through an agreement between the parties or negotiations with the participation of a third party, try to solve the problem.


BIBLIOGRAPHY

1. Aniskin Yu.P. General management. – M.: RMAT, 2004.
   

   Guseinov A.A., Apresyan R.G. Ethics. M., 1998.
   

   Vishnyakova N.F. Conflictology. M., 2002.
   

   Zelenkova I.L., Belyaeva E.V. Ethics, Mn., 1995.
   

   Zolotukhina-Abolina E.V. Modern ethics. M., 2003.
   

   Kuzin F.A. Do business beautifully: Ethical and socio-psychological foundations of business. - M.: Delo, 1995.
   

   Mirimanova M. S. Conflictology. M., 2005.
   

   Fundamentals of personnel management: A textbook for students. universities M.: INFRA-M, 2002.
   

   Semenov A.K., E.L. Maslova Psychology and ethics of management and business. - M.: Delo, 2001.
   

   Item: CONFLICTOLOGY

   Performed:4th year student

   Gazizullina Svetlana

   Conflict resolution plan:

   1. Situation

   2. Description of the conflict

   3. Brief description of the subjects of the conflict

   4. A) Conflict scheme

   B) Block diagram

   5. Map of interests

   6. Formulation of the cause of the conflict

   7. Incident

   8. Typology of this conflict

   9. Strategy of behavior in a conflict between the parties (vol. Thomas)

   10. Conflict resolution (removal of contradictions)

   Let's consider a conflict situation using the example of a film "Inadequate people" directed by Roman Karimov.

   1. Situation:

   At first glance, quiet and well-mannered Vitalik( Ilya Lyubimov ), prone to spontaneous aggressive reactions, his schoolgirl neighbor Christina (Ingrid Olerinskaya ), pissing off her relatives with her cynical wit, while simultaneously becoming “good” with the help of a psychologist ( Evgeniy Tsyganov ) (Vitaly’s friend) seemingly knowledgeable and balanced, but in fact a sadomasochist; Christina's mom, worried about her daughter; boss ( Yulia Takshina ) looking for " ideal man” in Vitalika, creating a sadomasochistic couple with the aforementioned psychologist - all of them are seemingly adequate people, characters in such a seemingly eccentric and original comedy, telling about the banal love story of a schoolgirl Kristina, who grew up without a father, for her neighbor Vitaly. A conflict arises between Christina and her mother.

   2. Description of the conflict:

   A conflict is brewing between Christina and her mother. There is a clash of interests.

   Mother:

   Christina:

   Vitaly:

   3. Conflict diagram:

   ChristinaMom

   - -

   + Vitalik +

   ++

   4. Block diagram:

   ChristinaMom

   
   
   

   Psychologist (visiting a psychologist)

   5. Map of interests:

   Christina:

   Teenage years

   The girl wants to feel treated like a full member of the family, like an adult

   The feeling of being independent and making your own decisions

   Go against

   Mother:

   She cannot fully understand that her daughter has already grown up, that she is not a child, and should be treated like an adult.

   The media are stuffed with information about drug addiction and alcoholism of modern youth

   Hyperbolization of the situation, exaggeration of the situation

   5. Reasons for the conflict:

   1. Conflict of interests

   - “adolescence”, Christina’s puberty period

   Growing up in a single-parent family (the mother raised her daughter alone)

   Youthful maximalism of Christina

   Bad influence from peers (Christina’s friend, her friends, environment)

   The problem of “fathers and sons” (observed throughout the entire film, the author focused on this)

   Mother's distrust of her daughter Christina

   Not frankness, insincerity of Christina

   6.The incident occurred during a family dinner, where Cristino behaved sarcasticly and impudently with her mother and with her relatives.

   7. Type of this conflict interpersonal, family, long-term.

   8. Strategy of behavior in a conflict between the parties according to K. Thomas “Avoidance”.

   Christina and her mother try to avoid discussing conflicting issues and postpone making difficult decisions “for later.” They do not defend their own interests, but at the same time they do not take into account each other’s interests.
   
   

   9.Pros of this strategy:

   The strategy can be useful either when the subject of the conflict is not very important (“If you can’t agree on what program to watch on TV, you can do something else,” writes American psychologist S. Covey)

   10 disadvantages of this strategy:

   When it is not necessary to maintain a long-term relationship with the other side of the conflict ( if you think that the thing you need to buy in this store is too expensive, then you can go to another store).

   But in a long-term relationship, such as Christina and her mother, it is important to openly discuss all controversial issues, and not avoid existing difficulties, which only lead to the accumulation of dissatisfaction and tension.

   “Leave me a little and don’t touch me”.

   Unresolved conflict is dangerous because it affects subconscious and manifests itself in an increase in resistance in a variety of areas, including diseases.

   11. Tactical actions:
   -Christina refuses to engage in dialogue, using demonstrative withdrawal tactics;
   -Mom avoids using forceful techniques;
   - Mom does not trust facts and does not collect them, ignores all information from Christina;
   - Christina’s denial of the seriousness and severity of the conflict;
   This is a situation of missed opportunities.
   Personality qualities of heroes:;
   - impatience with criticism - accepting it as an attack on oneself personally (Christina);
   - indecisiveness in critical situations, acts on the principle: “Maybe it will work out” (Christina and mom);
   - inability to prevent chaos and pointlessness in conversation. (Mom)

   12. Conflict is resolved with the help of a third party, with the help of Vitalik, on whose advice the mother turns to a psychologist for help. A psychologist resolves conflict through the use of psychological techniques. The psychologist helps the girl cope with self-control; as a result, the girl learns to control her feelings and emotions and cope with aggression. The conflict between mother and Christina is resolved. The film has a lot good expression: That relatives are not chosen, but we choose friends ourselves, therefore conflicts between friends are less common than family conflicts.

   Conflict resolution with the help of a mediator. The mediator organizes a dialogue between the parties, that is, between Christina and her mother, and relieves the emotional tension of the parties to the conflict.

   Definitely, in every work or educational team there is an irreplaceable person whom you simply want to replace. He constantly provokes others into conflicts or behaves as if he is the center of the Earth. There is an unhealthy and difficult psychological atmosphere in the team, but as soon as this person disappears, everyone is happy, drinks tea together and has intimate conversations about life. Who is this despot, crippling the psyche of those around him? He is the same person, just, as they say, a conflicted personality.

   Conflict is my hobby

   Among the bulk of people, psychologists distinguish independent individuals who retain their beliefs without imposing them on the first person they meet. AND conflicting personalities, for whom imposing their opinion on the first person they meet is a sacred thing. Among individuals prone to conflicts, you can often find people who are outrageously ideal in their own eyes and are not even aware of the existence of their negative qualities. They only need one thing from life - to achieve success and prestige, which others can see and appreciate. IN interpersonal relationships quite stingy in showing any feelings.

   It is natural for a conflicted person to aggravate the situation around him. To ordinary people it is difficult to endure the state of confrontation, so they strive to find a way out and achieve some kind of stability. It is much easier for a person with conflict to endure a state of confrontation. Firstly, a conflict personality has a reduced level of sensitivity. She is not afraid of uncertainty, since she can quite realistically predict the outcome of the confrontation. Secondly, such people are characterized by inflated self-esteem, categorical judgments and a rigid system of evaluating others. A priori, such a person cannot have the idea that he can somehow try to get closer to others, find a compromise or adapt. Due to overly inflated self-esteem, it is quite natural to feel dissatisfaction not only with oneself, but with all the people nearby, and a frozen value system simply does not make it possible to maintain flexibility and objectivity in the judgment process. On this basis, a conflict arises.

   If the situation in the team is calm, then the conflicted person is in an extremely tense state. For such people, there is only one way out of the conflict - everyone agrees with their opinion. That is, they impose a solution to the problem. Very often this very imposition can be expressed in threats and intimidation. A conflicted personality may threaten terrible violence, although it is unlikely that he will stoop to it. As practice shows, such people are quite cowardly and do not get into fights. Even if their position is unfounded, they will loudly declare it. Although such people still have one advantage - they know how to admit defeat. And not because they changed their minds, but only because they had already enjoyed the course of the struggle.

   Thus, we can summarize that a conflict personality is an individual who is characterized by an increased frequency of conflicts.

   Characteristics of a conflict personality

   A person with conflict is visible in the team almost from the first minutes. He reacts very violently to the statements of his colleagues that do not correspond to his concepts, and tries in every possible way to attract people to his side. In addition, if within the team itself there are certain difficulties in communication, then they will certainly become confrontations that are protracted. And even if the reasons that gave rise to this conflict are eliminated, the situation will not change. A person with conflict will seek support for himself and encourage the conflict.

   E. Romanova and L. Grebennikov give the following characteristics conflict personality:

   1. Deviant behavior. That is, a person who loves conflicts behaves in a group completely differently from what is customary in a particular sociocultural environment. Whatever he does is not up to standard.
   2. Conflict is a quality of people with poor health. It is known from medical practice that children and adolescents with deviant behavior suffer from various vegetative-vascular diseases. The same applies to adults.

   An increased level of conflict is characteristic of patients with neuroses and psychopathy. Sometimes these diagnoses can be hidden not only from an outside observer, but also from the eyes of the patient himself. But if someone who likes to conflict long time fail in arguments, he may suffer a stroke or heart attack. Still, quarrels, even for people with a tempered character, do not pass without leaving a trace.

   

   A little history

   Conflicts and conflicting personalities have always aroused interest in their study. In the 50s last century, a discipline called conflictology appeared. This science existed earlier, but was called the sociology of conflicts, and only in the second half of the twentieth century was it able to form into an independent discipline. A huge contribution to the development of this industry was made by the work of A. Coser and R. Dahrendorf. Thanks to the works of D. Rapoport, M. Sheriff, R. Doz, D. Scott, a new trend in conflictology took shape - the psychology of conflict. In the 70s there is a need for practitioners who would teach. Various practices and solution methods are beginning to appear controversial issues in the most peaceful way.

   It is worth noting that initially the subject of conflictology research was conflict as a social phenomenon. Scientists described the types of confrontations and tried to find the most acceptable ways to resolve them. However, in Lately More and more conflicting personalities began to appear in society, which is difficult not to notice.

   Conflictologists mean a conflicted personality of an individual with contradictions in the conscious and subconscious. V. Merlin notes that the most conflict-prone people are those with a creative mindset and an active lifestyle. There are many theories regarding the origin of this type of character in humans. For example, a conflict personality, according to Freud’s theory, is a collision of the human “I” with its instinctive, unconscious component “It”. According to Freud’s theory, there is also a third component of the personality “Super Ego”, that is, the ideal to which a person strives. Thus, the individual constantly suffers from the clash of these three “I”s, and this can often result in external conflicts.

   

   On the other hand, there was the teaching of C. Jung, who argued that human neurosis and the difficulty of adapting to others are formed in childhood. The scientist emphasized that it is important to teach a child to understand and be aware of his thoughts and desires in order to resolve internal conflicts. According to him, his personality may appear if adults begin to deceive the child or stop paying attention to him. Then the child may draw incorrect conclusions, which will complicate the process of self-perception.

   Another one interesting theory was voiced by Karen Horney. She also drew attention to the process of personality formation in childhood and coined the concept of “basal anxiety” - a feeling of loneliness and complete isolation in a hostile world. This condition occurs when in childhood a child was unable to satisfy his need for security. As a result, “basic anxiety” becomes the basis on which a conflict personality is formed. Such people require more attention to themselves and react sharply if something does not go as they would like. They have a much higher need for love and recognition than other people. In short, conflicted individuals try to find evidence of their importance, at least that’s what Karen Horney says.

   Types of conflicting personalities

   Diagnosis of a conflict personality shows that there are several types of such people. First, these are the six main types:

   1. Demonstrative.
   2. Rigid.
   3. Ungovernable.
   4. Ultra-precise.
   5. Conflict-free.
   6. Rationalist.

   But since different researchers classify the behavioral characteristics of a conflict personality in different ways, there are such types as “screamers”, “complainers”, “know-it-alls”, “rude people” and others. It is worth considering in more detail which are most often found in society. It is difficult to predict how communication with a conflicting person will end, so you need to know how one conflicting person differs from another.

   

   Demonstrative and rigid conflict personality

   The word "rigid" is translated as "inflexible." If we apply this term to a person, we can say that this is a person with high self-esteem who does not take other people’s opinions into account. A conflict personality has the following characteristics:

   1. Suspicious.
   2. Has high self-esteem.
   3. Requires constant confirmation of one's own importance.
   4. Almost does not react to changes in situation or circumstances.
   5. Always speaks out bluntly, has no idea about diplomatic negotiations.
   6. It is difficult for him to take into account someone else's point of view.
   7. Expects respect from others.
   8. He gets offended if someone is unkind to him.
   9. Cannot criticize his own actions.
   10. Touchy and sensitive.

   Most often a conflicted personality rigid type- egocentric, he lives enough simple principle: “if the facts don’t suit you, so much the worse for the facts.”

   For a conflict person, the most important thing is to be the center of attention. It is vital for such a person to look good in the eyes of others, and besides, he treats others in the same way as others treat him. It is worth noting that only in non-serious conflicts do demonstrative individuals feel good, but if the conflict acquires depth and severity, then they will certainly step aside. Such people know how to adapt to situations, they are distinguished by emotional behavior, they avoid painstaking and systematic work; as for planning, they do it sporadically. Most often they act spontaneously or as the current situation requires. This person often becomes the instigator of a dispute, but does not consider himself that way. He can stir up a conflict out of nowhere in order to at least be visible in this way.

   Uncontrollable and hyper-precise personality types

   Based on the name, one can understand that an uncontrollable conflict personality is particularly impulsive. Her behavior is difficult to predict, and besides, such people always behave defiantly and aggressively. They often violate accepted social norms, have exorbitantly inflated self-esteem and constantly demand confirmation of their own importance. These people are not inclined to take responsibility and blame others for any of their failures. Uncontrollable individuals cannot plan their activities; it is almost impossible for them to bring their plans to life. It is difficult for them to compare their actions with goals and circumstances, and besides, such people do not know how to draw conclusions.

   

   As for the ultra-precise personality type, such people are very scrupulous about their work, they are demanding of themselves and those around them. Those who work with them may even feel like they are nitpicking over little things. Such people are sensitive to details, have increased anxiety and react painfully to comments. Because of a petty and absurd offense, they can break off all relationships with others. They tend to worry about failures and miscalculations, and as a result they pay with insomnia and headaches. Such people are restrained in expressing their emotions and inadequately assess relationships in the group. It is also worth noting that high-conflict personalities of the hyper-precise type often suffer from an unsettled personal life.

   Conflict-free and rational personality types

   Can a conflicted personality be conflict-free? This is truly a paradox, one might even say cognitive dissonance. The model of behavior of a conflict-free personality of a conflict-free type is situational in nature. Such people are distinguished by the lack of their own views and easily succumb to the influence of others, because of which they can become the source of many troubles. The danger of this type is that no dirty tricks are expected from such people; they are kind and calm. And if such a person becomes the instigator of a conflict, then the team perceives such a situation objectively and impartially.

   People of the conflict-free type do not have strong beliefs regarding assessments and opinions. It's easy to convince them new idea. They are inconsistent in their behavior and suffer from internal contradictions. They are impressed by momentary success; such people do not know how to see prospects. They are dependent on the opinions of others, in particular leaders. If there is controversial situation, then they always look for a compromise. Such people do not even theoretically possess willpower; moreover, they do not think about the consequences of their actions and inactions.

   And the last one is the rational, or calculating, type of personality. If you look at the behavior of a conflicted person of a rational type, it becomes obvious that conflict for such a person is nothing more than a way to achieve his own goal. Such people can be an active party that is trying to start a conflict. They are subtle manipulators and use manipulative skills in personal relationships without a twinge of conscience. If they come into conflict, they always behave rationally. They'll calculate everything before they take sides. possible options, will assess the strengths and positions of the parties and choose only the opponent with whom they are sure to win. Such people have well-developed communication techniques in a heated argument. They can for a long time not to prove themselves, to be efficient and obedient employees, but when they see the opportunity to take a leadership position, they will show themselves 110%.

   Other types of conflicting personalities. Ways to work with them

   In addition to the main types, there are other types of conflict people. They do not have such a variety of characteristics, but they have bright expressive behavioral traits. And if you have to interact with a conflicting personality of a certain type, you need to be able to behave correctly so as not to lead to a simple misunderstanding into a quarrel on a global scale.

   « Brute Tank"will never pay attention to anything or anyone. No matter what stands in his way, he will always go ahead, and at such moments it is useless to talk to him. If you have to work with such a person, then the best tactic is not to catch his eye. If you have to meet, you need to be calm both externally and internally. First you need to let him speak, let off steam, so to speak, and then he will pay attention to the interlocutor and his words.

   

   « Grenade“is a calm and peaceful person, but at some point he turns into a monster in a second. This happens when a person begins to lose control of the situation and a feeling of helplessness appears. If after the “explosion” you assure such a person that everything will work out, he will calm down very quickly.

   « Know-it-all", perhaps one of the most annoying types. Such people do not know how to listen; they constantly belittle the significance of the words spoken by the interlocutor, interrupt him and criticize him. They try by hook or by crook to put themselves on a pedestal, demonstrating intellectual superiority and competence. It is useless to argue with such people; it is best to agree with them, even if they speak stupid heresy.

   Pessimism, aggression, agreeableness

   « Pessimist" is another annoying type of conflict personality. But if he begins to criticize, then there is no need to brush aside his comments, they can be constructive. It is worth minimizing the shortcomings that such a person spoke about and thanking him for his criticism. Then he will feel useful and, quite possibly, become an ally.

   « Passive-aggressive“This is one of the most complex types of conflict personality. Such people do not do anything openly, they will not criticize or resist. But if such a person has a specific goal, then it is likely that he will begin to achieve it with the help of other people. These people are secretive and cautious, bring them out clean water almost impossible. It is typical for them to constantly find excuses for unfulfilled tasks and work carelessly. Sometimes such people want to be useful and begin to actively offer their help, although in reality they will not do anything. They find it difficult to complete their tasks, and the best tactic is not to get angry with such a person, because arousing negative emotions in their address is exactly what they are trying to achieve. Such people are strong as long as they remain unnoticed, and if you talk to someone in front of others, he will become confused.

   « Super flexible“He also agrees with everything. He actively offers his help, but never does anything. And with all this, he firmly believes that no one appreciates his noble impulses. He wants to please everyone and tries to appear helpful. As a result, he accumulates so many obligations that he cannot cope with them. This person does not know how to say “no”, and in order to establish relationships with him, you need to create an emotionally favorable atmosphere in the team.

   "Sniper", "Leech", "Accuser", "Complainer"

   « Sniper“bursts into life with barbs and ridicule, he tries to cause trouble using intrigue, gossip and fraud. It is better not to react to such behavior in any way, and if you attack, then attack it head-on.

   

   « Leech" This type of conflict personality will never blame, be rude or offend anyone. But after communicating with him you will definitely feel tired and in a bad mood. The only thing a person can do in communication is to say how he feels at the end of the conversation. It may be possible to find out the cause of your poor health.

   « Prosecutor“All the time he criticizes his surroundings, and besides him - politicians, doctors, football players and others. He constantly comes up with new unpleasant facts. And it’s better not to stop him, otherwise you’ll have to listen to a barrage of irritation. These people just want to talk it out.

   « Complainants» can be realistic and paranoid. They vividly and colorfully describe all kinds of failures and there is no need to prove that they are wrong. Such people also want to speak out. In order not to listen to complaints in the second round, you just need to paraphrase in your own words everything that the interlocutor said, then he will understand that he is being listened to and will calm down.

   This is how different people who love conflicts can be. Such a person can clearly show his aggression and dictatorial tendencies, or he may not show himself at all, but at the same time become a catalyst for conflicts.

   1.1 History of the term

   Conflict as a social phenomenon was first formulated in Adam Smith's Inquiry into the Nature and Causes of the Wealth of Nations (1776). It suggested that the conflict was based on the division of society into classes and economic rivalry. This division is driving force development of society, performing useful functions.

   The problem of social conflict was also substantiated in the works of K. Marx, F. Engels, V.I. Lenin. This fact served as the basis for Western scientists to classify the Marxist concept as a “conflict theory.” It should be noted that in Marxism the problem of conflict received a simplified interpretation. In essence, it boiled down to a clash between antagonistic classes.

   The problem of conflict received its theoretical justification in late XIX- early 20th century The English sociologist Herbert Spencer (1820-1903), considering social conflict from the standpoint of social Darwinism, considered it an inevitable phenomenon in the history of society and a stimulus for social development. The same position was held by the German sociologist (founder of understanding sociology and the theory of social action) Max Weber (1864-1920). His compatriot Georg Simmel (1858-1918) first introduced the term “sociology of conflict”. Based on his theory of “social conflicts,” the so-called “formal school” later arose, whose representatives attach contradictions and conflicts as stimulants of progress.

   In Europe, the 1960s also saw a renewed interest in the conflict. In 1965, the German sociologist Ralf Dahrendorf published “Class Structure and Class Conflict,” and two years later an essay entitled “Beyond Utopia.” His concept of the “conflict model of society” is built on an anti-utopian, real vision of the world - a world of power, conflict and dynamics.

   “All social life is conflict because it is changeable. There is no permanence in human societies because there is nothing stable in them. Therefore, it is in conflict that the creative core of all communities and the possibility of freedom are found, as well as the challenge to rational mastery and control over social problems.”

   In our country, the study of conflicts was carried out in Soviet times, mainly in line with the Marxist theory of class struggle. The official ideology of vulgarized Marxism, which dominated in the Soviet Union, argued that under socialism only non-antagonistic contradictions can exist, and there are no conditions for the emergence of social conflicts. Therefore, the problem of conflicts was considered mainly in terms of criticism of the evils of capitalism. From the mid-1920s to the end of the 1940s. no work was done to study the conflict. Since the 1950s. Gradually, publications concerning certain private types of conflicts began to appear more and more often in the press - in works of art, in international relations, in the pedagogical process, in sports, in official and family relationships. But the general theory of conflict remained a forbidden area and was mentioned only for the purpose of “exposing the false fabrications” of bourgeois scientists and philosophers.

   The collapse of Marxist ideology and the liberation of social thought from party control led to a rapid rise in conflict studies in the 1990s. Over 70 years (from 1924 to 1994), more than 2,200 works devoted to the study of conflicts have been published in Russian, most of which have been published in the last four years. This rise continues to this day.

   The analysis and development of foreign experience is underway, original theoretical and methodological developments social, psychological, legal aspects of the conflict.

   In the mid-1990s. A monograph by A. Zdravomyslov “Sociology of Conflict” is published, summarizing the results of foreign and domestic research and providing an analysis of conflicts in modern Russian society on this theoretical basis. The first domestic textbooks on conflict management are published. 1990s The practice of mediation has also entered our country.

   The Russian-American program on conflict management played a major role in this, within the framework of which the training of conflict specialists and mediators was organized. On this basis, the first Conflict Resolution Center in Russia was opened in St. Petersburg in 1993, and in 1997, the Conflict Management Club was created, uniting professional conflict experts and mediators (about experience practical work Russian conflict experts and mediators).

   1.2 Definition of conflict, its essence

   The concept of “conflict” is characterized by an exceptional breadth of content and is used in a variety of meanings. The most general definition conflict (from lat. conflictus - collision) - a collision of contradictory or incompatible forces. A more complete definition is a contradiction that arises between people and teams in the process of their joint work activities due to misunderstanding or opposing interests, a lack of agreement between two or more parties. Psychologists view conflict as a natural condition of human interaction, which is based on contradictions or significant differences between the interests and values ​​of subjects. By conflict, they mean a lack of agreement, a difference of opinion, a clash of different views and desires, opposing tendencies, needs, interests, motives and styles of behavior under given circumstances 1 .

   Sociologists are more inclined to characterize conflict as an extreme aggravation of contradictions, a clash and confrontation caused by opposition, incompatibility of interests and positions of individuals, social groups, layers, classes, nations, states. Lawyers usually interpret a conflict as a confrontation between subjects (bearers) of contradictions, the opposition of parties pursuing divergent or mutually exclusive goals.

   Management specialists most often define conflict as a universal way of interaction. complex systems, overcoming contradictions and limitations in any area where contacts occur between individuals and their communities. At the same time, foreign scientists and management specialists use a positive functional interpretation of the essence of the conflict as a struggle for values ​​and certain claims to social status, power, material and spiritual benefits. Participants in this struggle seek to weaken, neutralize, or even destroy their opponent. In accordance with this understanding, some experts represent conflict as a lack of agreement between two or more parties, which may be specific individuals or groups. In this case, each side does everything to ensure that its point of view or goal is accepted, and prevents the other side from doing the same.

   In domestic management textbooks, conflict is presented as a collision of opposing views, positions, interests, and goals of two or more people. This understanding of conflict can also be found in publications on personnel management. For example, in the personnel manual by V.R. Vesnin “Practical Personnel Management” conflict is defined as “a collision of oppositely directed tendencies in the psyche of an individual, in the relationships between people and their formal and informal associations, caused by differences in views, positions and interests” 2.

   Summarizing all of the above about the concept of “conflict,” we can give the following definition: conflict is a normal manifestation of social connections and relationships between people, a method of interaction when incompatible views, positions and interests collide, a confrontation between two or more parties that are interconnected but pursuing their own goals 3 .

   Conflict is one of the most common forms of organizational interaction and other relationships between people. It is estimated that conflicts and worries of staff occupy about 15% of their working time. Managers spend even more time resolving and managing conflicts—in some organizations, up to half of their working time. Organizational conflict can take many forms. Whatever the nature of organizational conflict, managers must analyze it, understand it, and be able to manage it. Some companies in staffing table They even introduce the position of employee relations manager (conflict specialist). When conflict in an organization is unmanageable, it can lead to confrontation (when organizational units or members of a micro- or macro-team stop collaborating and communicating with each other). Ultimately, such a situation of disunity will lead to the degradation of the team and the organization as a whole.

   Most people associate conflict with aggression, disputes, hostility, war, etc. As a result, there is a perception that conflict should be avoided whenever possible or resolved immediately when it arises. However, it should be kept in mind that conflict, along with problems, can benefit the organization. In this regard, managers often deliberately stimulate conflict in order to revive an organization that is “rotting.” It is believed that if there are no conflicts in an organization or work collective, then something is wrong there. There are no conflict-free organizations in life.

   It is important that the conflict is not destructive. If people avoid confrontation, the organization is not healthy. Therefore, the manager’s task is to design a constructive, solvable conflict, hence conflicts are a normal phenomenon. It is considered healthy for an organization to have conflict. And to benefit from conflict, you need an open, non-hostile, supportive environment. If such “ingredients” exist, then the organization becomes better from conflicts, since the diversity of points of view provides additional information and helps to identify more alternatives or problems.

   However, one should not discount the fact that individual conflicts are destructive. For organizations experiencing a crisis, it is the destructive consequences of conflict that are especially undesirable. The manager must take into account that joint activities involve people who are different in their professional preparedness, life experience, individual character traits, temperament, etc. These differences inevitably leave their mark on assessments and opinions on issues that are significant for the individual and the organization, giving rise to confrontation, which, as a rule, is accompanied by emotional excitement and often develops into conflict. In some cases, clashes of assessments and opinions go so far that the interests of the case recede into the background, all the thoughts of the conflicting parties are aimed at struggle, which becomes an end in itself, which ultimately negatively affects the development of the organization.

   1.3 Classification of conflicts

   Depending on who is involved in the conflict, it is divided into four types.

   1. Intrapersonal conflict. A typical form of such conflict is role conflict, when one person is presented with conflicting demands and targets for performing his work. Such demands on a subordinate can come from the boss, and also arise as a result of a violation of the principle of unity of command.

   The cause of intrapersonal conflict can also be a lack of consistency between production requirements and personal needs and values. Such a conflict may be the result of overload with work or, conversely, its small volume. It is also associated with low job satisfaction, low confidence in the organization and self, and stress. Stress is characterized by excessive psychological and physiological tension in a person. Excessive stress can be highly destructive to the individual and therefore to the organization.

   2. Interpersonal conflict. This is perhaps the most common type of conflict. Most often, this type of conflict represents a struggle between managers over limited human or financial resources, for the time to use equipment, or for the approval of a project. The purpose of this struggle is to motivate higher authorities to make decisions that are beneficial for a particular subject. In addition, the causes of interpersonal conflicts may be the opposition of the leader to the team, his inability and unwillingness to get close to informal leaders; lack of clarity and specificity in the distribution of areas of activity, rights, duties, responsibilities between subordinates and the level of remuneration. This conflict can also arise from a discrepancy between the views, goals, and values ​​of the clashing personalities.

   3. Conflict between the individual and the group. It occurs when the expectations of a group of people do not coincide with the expectations of an individual who refuses to comply with generally accepted and established norms of behavior by the group, depriving himself of the opportunity to be included in it and, accordingly, to satisfy his social needs. A conflict between an individual and a group can also arise as a result of the fact that the position occupied by an individual does not coincide with the position of the group. A person who goes against the opinion of the group - no matter how close he takes the interests of his organization to his heart - becomes a source of conflict. It may also be a manager who is forced to provide the necessary productivity and follow the goals of the organization. If the disciplinary action taken by his subordinates is considered unjustified or undesirable, the group may respond to his actions with a change in attitude towards him and a possible decrease in productivity.

   4. Intergroup conflict. An example of such a conflict is the conflict between formal and informal groups, when informal organizations, believing that the leader is treating them unfairly, can rally more tightly against him and reduce labor productivity. Another example of intergroup conflict is the conflict between management and a trade union. Differences in goals can also give rise to conflict between functional groups within the organization, whose autonomous actions cause mutual damage. An example would be a conflict between a customer-oriented sales department and a cost-effectiveness-oriented production department. Another example is when one division tries to increase profits by selling to external customers products that could be sold to other divisions of the organization at a lower price and satisfy their needs 6 .

   The following types of organizational conflicts can be distinguished (usually, several of them are present simultaneously):

   Vertical – conflict between levels of management (conflicts between subordinate and superior subjects). Problems related to goals (fuzzy or constantly changing), power, disruptions in communication, company culture, etc.

   Horizontal – conflict between parts of the organization of equal status. Usually associated with the presence of different goals.

   Linear-functional – conflict between line managers and specialists

   Role - conflicts associated with the individual’s fulfillment of the role assigned to him.

   Depending on the number of reasons, the following are distinguished: single-factor conflicts, which are based on one reason; multifactorial, arising due to two or more reasons; cumulative conflicts, when several causes are superimposed on one another, which leads to a sharp increase in the intensity of the conflict.

   According to the spheres of manifestation, they distinguish: canalized conflicts, which imply a limited scope of rivalry and activity of the participants; escalating conflicts, characterized by an unlimited and expanding range of conflict interaction.

   Within the framework of classifications compiled on the basis of time parameters, conflicts are divided into single, periodic and frequent, fleeting and long-term, protracted.

   Depending on the forms of manifestation, a distinction is made between open conflicts with clearly expressed aggressive actions, and hidden conflicts, characterized by the absence of such actions and indirect, camouflaged confrontation.

   In classifications based on such a criterion as attitude to the goals of the organization, conflicts are divided as follows: conflicts with a predominantly positive orientation (arise when the goals of the participants in the conflict coincide or are close to the goals of the organization); conflicts with a positive-negative orientation (characterized by the incompatibility of the goals of one of the parties with the goals of the organization defended by the other party); conflicts with a negative orientation (characterized by the incompatibility of the goals of both parties with the goals of the organization).

   As noted earlier, depending on the consequences, conflicts can be divided into constructive (functional) and destructive (dysfunctional).

   1.4 Business conflicts

   Many conflicts are based on information that is acceptable to one side and unacceptable to the other. These may be incomplete and inaccurate facts, rumors that misinform communication partners; suspicions of deliberate concealment of information or its publication; doubts about the reliability and value of information sources; controversial issues of legislation, doctrines, rules of procedure, etc.

   In addition, each of the participants in the conflict develops its own information model of the conflict situation. The features of these models are determined by the specifics of values, motives, and goals. They, in turn, depend on a person’s worldview, his education, professionalism, culture, and life experience.

   In the process of communication, information transmitted by people to each other can be significantly distorted and lost. All this extremely complicates the problem of mutual understanding between people, especially in problematic situations.

   Structural factors – relatively stable circumstances that exist objectively, regardless of our desire, and which are difficult or impossible to change. issues of property, social status, power and accountability, various social norms and standards, traditions, security systems, rewards and punishments, geographical location (voluntary or forced isolation or openness, intensity of contacts), distribution of resources, goods, services, income. For example, a conflict between people over low wages is caused by a lack of financial resources.

   Value factors– these are those social, group or personal systems of beliefs, beliefs and behavior (preferences, aspirations, prejudices, fears), ideological, cultural, religious, ethical, political, professional values ​​and needs.

   Relationship Factors associated with a feeling of satisfaction from the interaction between parties, or lack thereof. It is important to take into account the basis of the relationship (voluntary or forced), its essence (independent, dependent, interdependent), balance of power, significance for oneself and others, mutual expectations, duration of the relationship, compatibility of the parties in terms of values, behavior, personal and professional goals and personal compatibility, contribution of the parties to the relationship (hopes, money, time, emotions, energy, reputation), differences in educational level, life and professional experience.

   Behavioral factors – inappropriateness, rudeness, selfishness, unpredictability and other characteristics of behavior rejected by one of the parties. They inevitably lead to conflicts if interests are infringed, self-esteem is undermined, security (physical, financial, emotional or social) is threatened, if conditions are created that cause negative emotional states. In interpersonal relationships, the most typical behavioral factors that cause conflict situations are the desire for superiority, the manifestation of aggressiveness, and the manifestation of selfishness.

   An analysis of conflict situations arising in a team due to the fault of a manager or specialist shows that the vast majority of them escalate and develop into destructive forms due to miscalculations in business (professional) and interpersonal communication.

   In progress business communication Various situations, including conflicts, arise between the manager and subordinates. This is due to the fact that not all employees have the same attitude towards the manager, carry out assignments and relevant tasks on time and with high quality. It is important for a leader, especially a beginner, to understand people, to know methods, techniques and ways to influence people. Moreover, the leader must be ready not only to confront non-performing, undisciplined and dishonest people, if they exist in the team, but in each specific conflict situation to quickly find the right way to overcome it.

   Conflicts in the relationships of subordinate employees often worry the head of a company or department. In this situation, a showdown and long, unpleasant conversations, accompanied by considerable emotional tension, are inevitable. What about the time spent? What about the disruption to the usual rhythm of life for a number of employees? And it is still unknown whether this conflict will improve the moral situation in the team or, conversely, will leave an unhealed wound of mutual dissatisfaction