The study of conflict problems in organizations is very relevant in modern conditions.

As you know, organization is always sufficient complex system and its functioning is subject to certain laws. Non-compliance and violation of the latter can often be the cause of the emergence and development of conflicts, which can have serious and sometimes destructive consequences.

Definition 1

The very word “conflict” (Latin “ conflictus") - means “clash” (of opposing views and interests, serious disagreement, dispute with heated controversy, etc.).

Conflict is always a social phenomenon, emanating from the very essence of the nature of social life. An organizational conflict should be understood as a process and system of interaction between groups and individuals aimed at resolving existing contradictions that arise as a result of a clash of opposing interests, goals, positions, opinions, views, etc.

Factors of conflict

The main difference between external factors of conflict and internal ones is, first of all, that they do not depend on the characteristics of the organization itself, and this means that it is almost impossible to counteract them.

The main external factors of the conflict include:

• social polarization;
• economic and political instability;
• natural disasters
• deepening social stratification;
• social tension, etc.

Internal factors of conflict. They can be both objective (financial, economic, organizational, etc.) and subjective (psychological, personal) in nature. Comprehensive consideration of the entire range of conflict factors is very important for the effective functioning of any organization.

The main causes of conflicts

For effective conflict management, as well as their prevention, it is very important to determine the causes of their occurrence as accurately as possible. An experienced manager who is well versed in the classification of conflicts, as well as the causes of their occurrence, will always find it much easier to take effective steps to eliminate and prevent all these causes.

There are quite a few objective factors that can cause conflicts. The main ones are: power and distribution of resources, status positions, prestige, career, and much, much more.

Ways to resolve conflicts

Conflict management is the process of purposefully influencing conflict. Conflict management begins from the moment a problem situation arises until the conflict ends. This process includes measures for conflict prevention, diagnosis, forecasting, settlement and, finally, resolution.

A significant part of researchers in the field of conflictology note that conflict management includes the following two main stages:

1. Stage 1– conflict prevention (consists of symptoms, diagnosis, prediction and prevention);
2. Stage 2– completion of the conflict, including weakening, settlement, resolution, extinction, suppression, overcoming, suppression, as well as elimination of the conflict.

Note 1

Thus, conflict management- This the most important task management of any organization. The effectiveness of conflict management largely depends on the level of competence of the organization's management.

Conflict management begins with its prevention, that is, with the creation of conditions that prevent its occurrence. If the onset of conflict turns out to be inevitable, then conflict management begins with early diagnosis and more accurate forecasting of the prospects for the development of the conflict. As for the procedures for settling and resolving conflicts, they are used with the goal of already completing the conflict interaction.

Main signs of conflicts

Despite the uniqueness of each conflict, it is still possible to highlight the most general signs, which manifest themselves in styles of conflict behavior (which are also often called strategies, models or techniques).

These types of strategies include, first of all:

• avoidance (avoidance, withdrawal);
• device;
• compulsion;
• consensus (cooperation);
• compromise, etc.

Basic technologies and stages of conflict resolution

Conflict resolution consists of 3 main stages:

• recognition of the conflict as a realized fact;
• institutionalization of the conflict (definition of the basic norms and rules in accordance with which conflict interaction should occur);
• legitimization of the conflict (recognition of these norms and rules, as well as their compliance).

The main prerequisites for conflict resolution are:

• organization of the conflicting parties;
• willingness to recognize the legitimacy of the mutual demands of the parties and accept any result of resolving the conflict (even if it to a certain extent contradicts their interests, that is, a compromise);
• belonging of the conflicting parties to the same social community.

Technologies that are used in the process of conflict resolution can be divided into the following four main blocks:

• communicative;
• informational;
• organizational;
• socio-psychological.

The conflict resolution process can be divided into three main stages:

• diagnosis of a conflict situation;
• choosing the optimal way to resolve the conflict;
• direct management impact, as well as evaluation of its effectiveness.

There are three basic prerequisites that are necessary in order to begin effective conflict resolution:

1. the conflict must be sufficiently mature;
2. the parties to the conflict must feel the need to resolve it;
3. the conflicting parties must have sufficient resources to resolve it.

Note 2

It follows from this that conflict resolution (that is, its complete completion) should begin after its settlement (or, in other words, partial completion).

IN interpersonal relationships Often there are contradictions that arise between people in connection with the solution of certain issues of social and personal life. These contradictions are called conflicts. Among the many reasons that give rise to conflict, incompatibility in physical, psychological, social and ideological terms occupies a certain place. Contradictions in interpersonal relationships do not always lead to conflicts; many of them are resolved peacefully. Others cause confrontation and are resolved in it.

There are different definitions of conflict, but they all emphasize the presence of a contradiction, which takes the form of disagreement if we're talking about about human interaction. Conflicts may be hidden And obvious, but they are always based on a lack of agreement. Therefore we define conflict as a lack of agreement between two or more parties - individuals, groups.

Lack of agreement is due to the presence of diverse opinions, views, ideas, interests, and points of view. In the ability to have and express different opinions, identifying more alternatives when making decisions is the positive meaning of the conflict. This, of course, does not mean that conflict is always positive. Some conflicts can contribute to the development of relationships and making informed decisions; such conflicts are usually called functional. Conflicts that hinder effective interaction and decision-making are commonly called dysfunctional.

For the normal functioning and development of a team, one must strive not to “once and for all” destroy the conditions for conflicts to arise, but to learn how to manage them correctly. To do this, you need to understand the causes of conflicts and be able to analyze them. There are 4 main types of conflicts: intrapersonal, interpersonal, between individual and group, intergroup.

"Participants" intrapersonal conflict is not people, but various psychological factors inner world personalities that often seem or are incompatible: needs, motives, values, feelings. The solution to such a conflict can be functional or dysfunctional, depending on how and what decision a person makes and whether he makes it at all.

Intrapersonal conflicts associated with working in an organization can take various forms. One of the most common is role conflict, when a person’s different roles make conflicting demands on him. Intrapersonal conflicts at work can arise due to overload with work or, on the contrary, when, in the absence of work, it is necessary to be at the workplace (formally “serving” working time).

Interpersonal conflict- This is the most common type of conflict. It manifests itself in different ways in organizations. Many managers believe that it is caused by a dissimilarity of characters. Indeed, there are people who, due to differences in characters, views, and behavior, are simply unable to get along with each other. However, a deeper analysis shows that such conflicts are based on objective reasons. Most often it is a struggle for limited resources. Everyone believes that it is he, and not the other, who especially needs resources. Conflicts arise between a manager and a subordinate, for example, when the subordinate is convinced that the manager makes unreasonable demands on him, and the manager believes that the subordinate is a slacker and does not know how to work.

Conflict between individual and group. Informal groups (organizations) establish their own standards of behavior and communication. Each member of such a group must comply with them. The group regards deviation from accepted norms as negative, resulting in a conflict between the individual and the group. Another common conflict of this type is between the group and the leader. Such conflicts occur most severely under an authoritarian leadership style.

Intergroup conflict. Any organization consists of many formal and informal groups, between which conflicts can arise. For example, between management and performers, between employees of different departments, between informal groups within departments, between the administration and the trade union. A frequent example of intergroup conflict is disagreement between the highest and lowest levels of management, that is, between “line” and “staff” personnel. This is a clear example of dysfunctional conflict.

Conflict management includes interpersonal ways resolving conflict situations. Known five basic conflict resolution styles, or strategies for behavior in conflict situations.

Evasion. A person who adheres to this strategy seeks to escape the conflict. This strategy may be appropriate if the subject of disagreement is not of great value to a person, if the situation cannot be resolved by itself, if there are no conditions for effective conflict resolution in this moment, but after some time favorable conditions arise.

Smoothing. This style is based on the theses: “Don’t rock the boat”, “Let’s live together” and the like. The “smoother” tries not to let out signs of conflict and confrontation, calling for solidarity. At the same time, the problem underlying the conflict is often forgotten. The result may be temporary peace. Negative emotions do not appear, but they accumulate. Sooner or later, an unattended problem and accumulated negative emotions will lead to an explosion, the consequences of which will be dysfunctional.

Compulsion. Anyone who adheres to this strategy tries to force people to accept their point of view at all costs; they are not interested in the opinions of others. This style associated with “tough”, aggressive behavior. Coercive power and traditional power are used to influence people. This style can become effective if it is used in a situation that threatens the existence of the organization or prevents it from achieving its goals. The leader defends the interests of the business, the interests of the organization, and sometimes he simply must be persistent. The main disadvantage of managers using this strategy is the suppression of the initiative of subordinates and the possibility of repeated outbreaks of conflict.

Compromise. This style is characterized by accepting the other party's point of view, but only to a certain extent. The ability to compromise in management situations is highly valued, as it reduces ill will and allows conflict to be resolved quickly. However, after some time, the dysfunctional consequences of a compromise solution may appear, for example, dissatisfaction with a “half-hearted” solution. In addition, the conflict in a slightly modified form may arise again, since the problem that gave rise to it remains unresolved.

Solution(cooperation). This style is based on the conviction of the parties to the conflict that differences in views are the inevitable result of the fact that smart people have their own ideas about what is right and what is wrong. With this strategy, participants recognize the right of everyone to their own opinion and are ready to understand each other, which gives them the opportunity to analyze the causes of disagreements and find a solution acceptable to everyone. Anyone who agrees to cooperate does not try to achieve his goal at the expense of others, but looks for a solution to the problem.

If we paraphrase the famous poems of Vadim Shefner, the following will come out: “You don’t choose work, you live and die in it.” In times of a society based on competition, you can move from one to another, but such swimming is still not endless.

Since the work team is selected spontaneously, people with personal taste preferences and value systems end up there. The latter come into conflict with each other, which gives rise to conflicts at work. Regardless of whether an individual person likes the state of war or not, it has a negative impact on labor productivity. The microclimate among employees is generally extremely important. Therefore, managers organize trainings to unite the group. But psychological techniques are meaningless if there are conflicts at work that have not been resolved.

Conflict is a contradiction between the interests, beliefs, values ​​and needs of two parties.

Types of conflicts at work

1. Person-to-person is the most common type of conflict at work. It is difficult to find a monolithic team. Interpersonal clashes act as a filter for personnel selection. Two people may dislike each other because of conflicting worldviews or political preferences, but more often, people disagree in their ideas about how to work. If a dispute arises between a superior and a subordinate, then the positions are clear. The first one thinks: he’s not working hard enough, and the second one believes: If we are talking about a horizontal conflict (between colleagues), then the reason is competition or personal hostility. True, sometimes people argue because they have different ideas about the degree of cleanliness of the workplace if they share it.
2. Between the individual and the group. The role of the “person” is played by the newly arrived boss, and the role of the group is played by the enterprise staff. The reasons for each specific case are different, but more often the confrontation arises due to the fact that “a new broom sweeps in a new way.” It’s a different story when a newly arrived employee manages not to win over his colleagues. In this case, if it is not possible to establish contact, the newcomer quickly drops out of the game. No one can in hell. If a person is strong in spirit and needs a job, then he is able to turn the situation around and change the attitude of the team towards himself, however, this is a painstaking and intense process.
3. Between groups in a team. When the microclimate in a company is healthy, the team is relatively monolithic. There are no cracks in it. It is clear that there is a struggle, but this does not affect work, and no conflicts arise. An indicator of the painful state of the collective is fragmentation into separate warring (on professional or ideological grounds) groups.

These are the types of conflicts at work, and now let’s pay attention to those that occur more often than others.

If there is a conflict with a colleague at work, what should you do?

At first brief classification“colleague pests” and methods of combating them. So:

• “A talker or a brawler” is a boring type who distracts other people from their professional duties. In every office, people “work” - “passengers”. They are serving the number. They are not interested in work. In their activities, such entities primarily love salary. Such colleagues feel tolerable at work only two days a month - during the payment of advance payments and salaries. The rest of the time they suffer from and talk a lot to ease their pain from. Only one flaw worries others about this type of worker: him.
• - harmful type. At work, as in the world, there are people who are very annoying. And they try to knock the rider out of the saddle and plot. A person comes to a team, does not yet know the balance of power and asks such a person to help, and that person takes it and substitutes him.
• “Oppositionist or sycophant of the leadership” – dangerous guy(“spy” or “informer”). Two facets of one phenomenon. Such an employee either likes or does not like his superiors and informs every colleague about this.

Ways to deal with human distractions:

• Those who like to talk and throw out their world culture opinions on a person should be fenced off and protected by an impenetrable screen. In everyday terms, this is expressed by the phrase: “Sorry, the topics are interesting, but I have urgent tasks, we’ll talk another time.” The colleague will go looking for another interlocutor.
• With the second type, you need to keep your eyes open and avoid dependence on him in your work. Be polite and not quarrel, so as not to get into trouble in the future.
• Not discussing your bosses at work is the main principle in the fight against spies and informers in the team.

So, the answer to the question, if there is a conflict at work with a colleague, what to do, stands on a simple but effective basis: “less words - more action.”

Hazing, personal relationships reduce labor productivity. At work you need to work, not make friends. If a person firmly believes in these simple rules, then he is not afraid of any conflict with a colleague.

If the soul still requires understanding even in the place where you need to work, then you can get on a first-name basis with a colleague only after lengthy reflection and weighing all the pros and cons.

Conflict at work with your boss, what should you do?

You should not argue with your leader, remembering one covenant:

1. The boss is always right.
2. If the boss is wrong, see point one.

But leaders are not so hopeless. Sensible people, even if they are superior, make contact in complex and significant disputes. First of all, you should find out what is the reason for the misunderstanding? Is the fault due to professional unsuitability, or did the conflict at work with your boss happen because of the employee’s personal qualities?

Personal hostility is a phenomenon that cannot be eradicated. The mass boils down to the fact that ineffective personnel become successful and beloved by management. In life, the boss is consistent in his decisions and fires anyone he doesn’t like.

The employee's behavior strategy boils down to the fight for the right to work where he likes. This means:

• It is dignified and polite to respond to your boss’s reproaches.
• Keep your distance (do not lose your temper, do not show irritation).
• If there is another official above the boss, and work has not erased everything human from him, turn to him, he will help. True, the employee must have ironclad evidence of the guilt of his immediate supervisor in his hands.

If there are specific professional complaints against an employee, the algorithm is as follows:

• The man talks with the boss in detail about the problems.
• A person identifies his weaknesses.
• A person rushes into the abyss of labor.

Resolving conflicts at work. Ways to behave in a conflict situation

1. Rivalry. When one or both participants in a dispute perceive the dispute as a battle. Very tough demeanor. People prove that they are right, even with another person - “winners are not judged.” If a person easily and quickly goes into confrontation, then he will not stay in the team. The state of war does not last long; it takes too much effort.
2. Device. The behavior of an altruist who forgets about his interests and defended positions for the sake of the team. The strategy is suitable for resolving minor controversial issues. If a person gives in during important negotiations, then people lose respect for him. Moreover, the behavior of the one who gives in does not always come from the heart. In this case, the strategy is destructive for a person who deliberately smooths out corners.
3. Avoidance. A person goes into the shadows, allowing contradictions to exist, in the hope that the dispute will subside on its own. And again: minor disagreements can be resolved in this way, and serious problems needs to be discussed.
4. Compromise. A person who professes this behavior sacrifices a pawn in order to get the king. He creates the illusion for the enemy that he has won, and bargains for himself bonuses and advantages.
5. Cooperation. The behavioral strategy involves winning for both parties. A wise and complex move, but not suitable for every person and situation.

As behavior strategies show, conflict resolution at work exists, but it is different for each specific situation.

The most constructive way to resolve conflict at work is to talk with your opponent (dissatisfied party)

Renegade anthropologists believe: in ancient, prehistoric times, before humans developed articulate speech, people communicated with each other telepathically. Then our ancestors switched to verbal communication. Since telepaths are rare these days, it is more productive to voice complaints out loud.

Methods of relieving emotions in a conflict are based on a substantive conversation, discussion of problems, when the disputing parties analyze what does not suit them in the interaction and eliminate the shortcomings together. If all disagreements are resolved, life is more fun and free, and labor productivity increases and the atmosphere in the team improves.

The main problem with people is that they do not know how to negotiate and discuss disagreements openly. Colleagues, subordinates and bosses, husbands and wives - in social and private life - people keep silent pain points, worrying them in vain, this leads to increased pressure and emotional outbursts. To relieve the tension that arises, you need to enter into a dialogue with another person. Conversation is the most constructive thing at work and at home. A word spoken at the right time saves people's lives and careers. The opposite is also true: if a person is silent when he needs to speak, a disaster is inevitable.

Conflicts in work and personal life are exhausting and aging.

If the situation is tense, but it has not come to an open conflict, then ignoring and remaining silent (if possible) helps. When the confrontation turns from silent to screaming, then you need to talk and discuss everything down to the smallest detail. Analyze objective and subjective barriers to a peaceful agreement between the parties. Understand another person

How to avoid conflicts at work? Carefully select the area of ​​activity and analyze the team

Conflicts are a part of life, and they accompany a person all the time. And thinking about work and professional interests will not hurt even at a tender age. When a person is faced with a choice whether to go or not to join a team, he needs to ask himself about three things:

• Do you like the job?
• Do your colleagues leave a good impression?
• Is your boss harsh but fair?

The main thing is that the answer to the first question is positive. In reality modern society It's rare that you can truly choose your job.

The cardinal answer to the question of how to avoid conflicts at work is this: don’t work, don’t merge with the team! But this is a utopia. A person needs to work to live. Otherwise, he will starve to death on the street.

Conflict(from lat. conflictus) is defined in psychology as the lack of agreement between two or more parties - individuals or groups .

History of the concept

There is a common idea that conflict is always a negative phenomenon, causing threats, hostility, resentment, misunderstanding, that is, it is something that should be avoided if possible. Representatives of the early scientific schools of management also believed that conflict is a sign of ineffective organizational performance and poor management. However, at present, management theorists and practitioners are increasingly inclined to the point of view that some conflicts, even in the most effective organization with the best employee relations, are not only possible, but also desirable. You just need to manage the conflict. Many different definitions of conflict can be found, but they all emphasize the presence of contradiction, which takes the form of disagreement when it comes to the interaction of people.

Classification of conflicts

Constructive (functional) conflicts lead to informed decision making and promote relationship development.

The following main ones are distinguished functional consequences of conflicts for the organization:

The problem is solved in a way that suits all parties, and everyone feels involved in its solution.

Together decision implemented faster and better.

The parties gain experience in cooperation in resolving controversial issues.

The practice of resolving conflicts between a manager and subordinates destroys the so-called “submission syndrome” - the fear of openly expressing one’s opinion that differs from the opinion of one’s seniors.

Relationships between people improve.

People stop viewing the presence of disagreements as an “evil” that always leads to bad consequences.

Destructive (dysfunctional) conflicts hinder effective interaction and decision making.

Main dysfunctional the consequences of conflicts are:

Unproductive, competitive relationships between people.

Lack of desire for cooperation and good relationships.

The idea of ​​the opponent as an “enemy”, his position as only negative, and his position as exclusively positive.

Reducing or completely stopping interaction with the opposite party.

The belief that “winning” a conflict is more important than solving the real problem.

Feeling resentful, dissatisfied, bad mood.

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

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

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

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

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

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

Causes of conflicts

There are several main causes of conflict in organizations.

Resource distribution. In any organization, even the largest and richest, resources are always limited. The need to distribute them almost always leads to conflicts, since people always want to receive more, not less, and their own needs always seem more justified.

Task interdependence. If one person (or group) depends on another person (or group) to complete a task, then there is always an opportunity for conflict. For example, the head of a department explains the low productivity of his subordinates by the inability of the repair service to quickly and efficiently repair equipment. Repairmen, in turn, complain about the lack of specialists and blame the human resources department, which cannot hire new workers.

Differences in goals. The likelihood of such a cause increases as the organization grows larger and is divided into specialized units. For example, the sales department may insist on expanding the range of products, focusing on market needs, and production departments are interested in increasing the volume of production of the existing range of products, since the development of new types is associated with objective difficulties.

Differences in ways to achieve goals. Very often, managers and direct executors may have different views on the ways and means of achieving common goals, even in the absence of conflicting interests. At the same time, everyone believes that his decision is the best, and this is the basis for the conflict.

Poor communications. Incomplete or inaccurate information or lack of necessary information is often not only the cause, but also the destructive consequence of conflict.

Differences in psychological characteristics are another reason for conflicts. She is by no means the main and main one, but ignore the role psychological characteristics It's also not possible. Each person has certain personal characteristics: temperament, character, needs, attitudes, habits, etc. Each person is original and unique. However, sometimes the psychological differences between participants in joint activities are so great that they interfere with its implementation and increase the likelihood of all types of conflicts. In this case, we can talk about the psychological incompatibility of people.

Some psychologists believe that there are conflicting personality types.

Conflict Management

The presence of multiple causes of conflicts increases the likelihood of their occurrence, but does not necessarily lead to conflict interactions. Sometimes the potential benefits of participating in a conflict are not worth the costs. However, having entered into a conflict, each side, as a rule, begins to do everything to ensure that its point of view is accepted, and prevents the other side from doing the same. Therefore, in such cases, conflict management is necessary to make their consequences functional (constructive) and reduce the number of dysfunctional (destructive) consequences, which, in turn, will affect the likelihood of subsequent conflicts.

There are structural (organizational) and interpersonal methods of conflict management.

TO structural methods include:

A clear formulation of requirements, that is, an explanation of the requirements for the work results of both each individual employee and the department as a whole, the presence of clearly and unambiguously formulated rights and responsibilities, rules and performance of work.

The use of coordinating mechanisms, that is, strict adherence to the principle of unity of command, when the subordinate knows whose requirements he must fulfill, as well as the creation of special integration services that should link the goals of various units.

Establishing common goals and developing common values, that is, informing all employees about the policies, strategies and prospects of the organization, as well as the state of affairs in various departments.

Using a reward system that is based on performance criteria, eliminating conflicts of interests between various departments and employees.

Conflict Management Strategies

There are five main strategies for behavior in conflict situations:

Behavioral strategies of conflict participants

Perseverance (compulsion) When a participant in a conflict tries to force his point of view to be accepted at any cost, he is not interested in the opinions and interests of others. Typically, such a strategy leads to a deterioration in relations between the conflicting parties. This strategy can be effective if it is used in a situation that threatens the existence of the organization or prevents it from achieving its goals.

Evasion (evasion) when a person seeks to escape conflict. This behavior may be appropriate if the point of disagreement is of little value or if the conditions for a productive resolution of the conflict are not currently available, or when the conflict is not realistic.

Accommodation (accommodation) when a person renounces his own interests, is ready to sacrifice them to another, to meet him halfway. This strategy may be appropriate when the subject of disagreement is of less value to a person than the relationship with the opposite party. However, if this strategy becomes dominant for the manager, then he most likely will not be able to effectively lead his subordinates.

Compromise. When one side accepts the other's point of view, but only to a certain extent. In this case, the search for an acceptable solution is carried out through mutual concessions.

The ability to compromise in management situations is highly valued, as it reduces ill will and allows conflict to be resolved relatively quickly. However, a compromise solution may subsequently lead to dissatisfaction due to its half-heartedness and cause new conflicts.

Cooperation, when participants recognize each other’s right to their own opinion and are ready to understand it, which gives them the opportunity to analyze the reasons for disagreements and find a solution acceptable to everyone. This strategy is based on the participants' belief that differences of opinion are the inevitable result of smart people having their own ideas about what is right and what is wrong. At the same time, the attitude towards cooperation is usually formulated as follows: “It’s not you against me, but we are together against the problem.”

Target: Study the causes and ways to resolve conflict situations.

Tasks:

• Educational. Ensure that students master the basic concepts of conflict management. Find out what role conflicts play in our lives.
• Developmental. Formation of independent work skills in searching and studying additional material. Developing the ability to behave adequately in conflict situations.
• Educational. Teach schoolchildren to communicate with each other and develop a sense of respect for culture and their comrades.

Lesson type: a lesson in improving and consolidating knowledge using reflective technology.

Teacher's word. People are not the same in character, temperament and many other criteria, so they perceive the situation in which they find themselves differently. A person, no matter how conflict-free he may be, is unable to avoid disagreements with others. There are so many people, so many opinions, and the interests of different people conflict with each other. the main objective Our lesson is to find out how to behave correctly in conflict situations and how to resolve conflicts. First, let us remember what a conflict is and what are the reasons for its occurrence. We begin to check and consolidate the studied material from the “Social Studies” course on social conflicts. Student survey.

Question: What feelings do you have when you hear the word “conflict”?

Answer: Different feelings arise. Mostly negative, negative, causes mistrust and anxiety.

Question: What is conflict? Name its structure.

Answer: Conflict (from the Latin confliclus - clash) can be defined as a serious disagreement, or an acute dispute, causing a struggle of interests, views, and aspirations of people.

Structure of the conflict:

• KS (conflict situation) + I (incident) = K (conflict)
• CS are accumulated contradictions that contain the cause of the conflict.
• And - this is a combination of circumstances that is the reason for the conflict.
• K - conflict

Question: What functions does it perform?

Answer: Conflicts have a contradictory impact on our lives: in some cases it performs positive functions: weakening mental tension, stimulates human activity, improves the quality of activity, unites like-minded people, in others - negative: it causes harm to health, worsens mood, reduces group cohesion, disrupts interpersonal relationships.

Question: What are the causes of conflicts?

Answer:

• social inequality
• shortage of life goods
• fight for better positions in society
• discrepancy between the values ​​of individuals and society
• opposition of people's interests
• selfishness of people
• bad information and misunderstandings
• imperfection of the human psyche

Question: What main types of conflicts do you know?

Answer: Conflicts happen:

• In the sphere of public life: economic, political, social, family, ideological
• By object: intrapersonal, interpersonal
• According to the consequences: positive, negative
• By duration: fleeting (dynamic), lingering (static)
• According to the degree of progress: true, potential, false

After the survey, students are invited to get acquainted with the presentations that they independently prepared with the help of the teacher for this lesson. Presentation topics may vary. See APPENDIX 1.

This is where the theoretical part of the lesson ends and the practical part begins. Students are divided into three groups of 6-8 people and receive cards with tasks, the first team decides conflict situations on card No. 1, the second on card No. 2 and the third on card No. 3. Below are examples of these cards.

Exercise 1: Consider examples and offer solutions to conflict situations.

Card No. 1

Card No. 2

Card No. 3

After 3-5 minutes, a collective discussion of available options for resolving conflict situations begins; each student can offer his or her point of view on the problem under discussion.

Task 2. Students receive handouts in which they must indicate which type of conflict the described situations relate to.

Task 3. Each student receives a psychological test to determine how conflicted personality he are.

Psychological test: Self-assessment of conflict

Evaluation of results (key to the test)

On each line, connect the marks by points and build your graph. A deviation from the middle (number four) to the left means a tendency to conflict, and a deviation to the right will indicate a tendency to avoid conflict. Count it up total points marked by you. 70 points indicates a very high degree of conflict; 60 points – high; 50 – for pronounced conflict; 11-15 points – on the tendency to avoid conflict situations.

Final word from the teacher: Conflict is easier to prevent than to cure. You should try to focus on positive judgments and assessments, remembering that all people accept positive information more favorably than negative information, which often leads to conflict situations. A respectful manner of speaking and the ability to listen to your interlocutor significantly reduces the likelihood of a conflict situation.