1. Conflictology has emerged as an independent direction in sociology:
a) in the late 50s of the 19th century;
b) at the end of the 50s of the XX century;
c) at the beginning of the 17th century.

2. The group of conflict management methods includes (exclude unnecessary):
a) structural methods;
b) cartography method;
question.

3. Who owns the phrase: “Do not do to others what you do not wish for yourself, and then there will be no hostility in the state and in the family”:
a) Confucius;
b) Heraclitus;
c) Plato.

4. The dynamics of the conflict are reflected in two concepts (exclude unnecessary ones):
a) stages of the conflict;
b) conflict phases;
c) the content of the conflict.

5. At what phase of the conflict are the possibilities for resolving the conflict the highest:
a) initial phase;
b) lifting phase;
c) the peak of the conflict;
d) decline phase.

6. Conflict translated from Latin means:
a) agreement;
b) collision;
c) existence.

7. Conflict as a special type of social interaction is considered in:
a) psychology;
b) sociology;
c) pedagogy.

8. The situation of hidden or open confrontation between two or more participating parties is called:
a) conflicting relationships;
b) a conflict situation;
c) an incident.

9. The conflict is equal to:
a) conflict situation + incident;
b) conflict relationships + conflict situation;
c) conflict relations + incident.
10. Based on the degree of people’s involvement in conflicts, conflicts are distinguished (exclude unnecessary ones):
a) interpersonal;
b) intergroup;
c) class;
d) interstate;
e) international;
e) intrapersonal.

11. A special type of conflict, the purpose of which is to gain benefit, profit or access to scarce goods is called:
a) confrontation;
b) rivalry;
c) competition.

12. The main models of personality behavior in conflict are (exclude unnecessary):
a) constructive model;
b) destructive;
c) conformist;
d) nonconformist.

13. What type conflict personality belong the following characteristics: unstable in assessments and opinions, easily suggestible, internally contradictory, inconsistent behavior, does not see the future well enough, depends on the opinions of others, does not have sufficient willpower, excessively strives for compromise:
a) rigid;
b) ultra-precise;
c) “conflict-free.”

14. One of the main and effective forms of third party participation in conflict resolution is:
a) negotiation process;
b) cooperation;
c) compromise.

15. A professional intermediary is called:
a) suggestor;
b) a mediator;
c) colleague.

16. Classically, there are three options for mediation (exclude unnecessary):
a) disjunctive;
b) conjunctive;
c) subjective;
d) mixed.

17. A type of psychological influence, the skillful execution of which leads to the hidden arousal in another person of intentions that do not coincide with his actually existing desires, is called:
a) manipulation;
b) suggestion;
c) hypnosis.

18. What tactics refers to the “closed door” technique:
a) ultimate tactics;
b) tactics of squeezing out concessions;
c) maneuvering tactics.

19. A collision of opposing goals, interests, positions, phenomena or views of opponents or subjects of interaction is called:
a) conflict;
b) competition;
c) competition.

20. Conflicts that contribute to making informed decisions and developing interactions are called:
a) constructive;
b) destructive;
c) realistic.

21. The emergence of conflictology as a relatively independent theory is associated with the works of:
a) K. Marx and F. Engels;
b) P. Sorokin, G. Simmel, Z. Freud;
c) R. Dahrendorf, L. Koser, M. Deutsch, M. Sherif;
d) W. Lincoln, L. Thompson, D. Scott;
e) R. Fisher, W. Urey, K. Thomas.

22. The PIR (Gradual and Reciprocal Initiatives to Reduce Tension) methodology was developed by:
a) C. Oswood;
b) W. Lincoln;
c) L. Thompson;
d) R. Fisher;
e) Sh. and G. Bower.

23. The first international center for conflict resolution was created:
a) in 1972 in the USA;
b) in 1986 in Australia;
c) in 1989 in Germany;
d) in 1985 Switzerland;
e) in 1992 in Russia.

24. In Russia, a conflict resolution center was created:
a) in Moscow in 1992;
b) in St. Petersburg in 1993;
c) in Sochi in 1995;
d) in Vladivostok in 1993;
d) in Tver in 1998

25. Which of the following methods belongs to the group of conflict management methods:
a) sociological method;
b) testing method;
c) cartography method;
d) observation method;
e) experimental method.

26. Necessary and sufficient conditions for the emergence of conflict between subjects of social interaction are:
a) the presence of opposing judgments or motives and the desire of at least one of them to defeat the other;
b) the presence of oppositely directed motives or judgments, as well as the state of confrontation between them;
c) the presence of opposing positions and active actions of both sides to achieve their positions;
d) they have opposing motives and open statements about their demands;
e) the presence of opposing interests in each of them and the lack of opportunities for their implementation.

27. A conflict situation is:
a) random clashes of interests of subjects of social interaction;
b) accumulated contradictions associated with the activities of subjects of social interaction, which create the ground for confrontation between them;
c) the process of confrontation between subjects of social interaction, aimed at clarifying relationships;
d) the cause of the conflict;
e) stage of development of the conflict.

28. The cause of the conflict is:
a) opposing motives of the subjects of social interaction;
b) a combination of circumstances that manifest a conflict;
c) phenomena, events, facts, situations that precede a conflict and, under certain conditions of activity of subjects of social interaction, cause it;
d) accumulated contradictions associated with the activities of subjects of social interaction, which create the ground for real confrontation between them;
d) what causes the conflict.

29. Conflict agents are:
a) words, actions (or inactions) that may lead to conflict;
b) manifestations of conflict;
c) the causes of the conflict due to social status personalities;
d) personality states that occur after the conflict is resolved;
e) behavioral reactions of the individual in conflict.

30. What type of conflictogens are the following actions: “Order, threat, remark, criticism, accusation, ridicule”:
a) condescending attitude;
b) negative attitude;
c) mentoring relationships;
d) violation of ethics;
d) dishonesty and insincerity.
31. Conflict management is:
a) targeted influence on the process of its dynamics;
b) purposeful, conditioned by objective laws, influence on the process of its dynamics in the interests of the development or destruction of the social system to which this conflict is related;
c) targeted influence on those in conflict in the interests of reducing the level of tension between them;
d) purposeful, conditioned by objective laws, influence on the process of forming an adequate image of a conflict situation among those in conflict in the interests of reducing the level of tension between them;
e) targeted influence on the motives of those in conflict.

32. The content of conflict management includes:
a) forecasting, prevention (stimulation), regulation, resolution;
b) forecasting, warning (stimulation), resolution;
c) forecasting, regulation, resolution;
d) forecasting, analysis, warning, resolution;
e) conflict situation analysis, forecasting, prevention, resolution.

33. Prerequisites for conflict resolution are:
a) sufficient maturity of the conflict, the need of the parties to the conflict to resolve it, the availability of the necessary resources and means to resolve the conflict;
b) sufficient maturity of the conflict, high authority of one of the conflicting parties;
c) the availability of the necessary resources and means to resolve the conflict, the need of the subjects of the conflict to resolve it, a collective form of activity;
d) high authority of one of the conflicting parties, a collective form of activity, leadership in a group.

34. The main models of individual behavior in conflict are:
a) constructive, rational, destructive;
b) compromise, struggle, cooperation;
c) rational, irrational, conformist;
d) constructive, destructive, conformist;
e) struggle, concession, compromise.

35. Which of the following scientists developed a two-dimensional model of individual behavior strategies in conflict:
a) K. Thomas and R. Killman;
b) H. Cornelius and S. Fair;
c) D. Scott and C. Lixon;
d) M. Deutsch and D. Scott;
e) R. Fischer and W. Urey.

36. How many strategies of individual behavior in conflict are highlighted in a two-dimensional model:
a) 1;
b) 2;
at 3;
d) 4;
d) 5.

37. Determine the type of conflict personality based on the following behavioral characteristics: wants to be the center of attention; adapts well to various situations; plans its activities situationally; avoids painstaking, systematic work:
a) rigid type;
b) unmanaged type;
c) demonstrative type;
d) ultra-precise type;
d) “conflict-free type.”

38. The communicative aspect of communication reflects the desire of communication partners to:
a) exchange of information;
b) establishing good relationships;
c) achieving mutual understanding;
d) expanding the topic of communication;
e) strengthening the information impact on the partner.

39. Technologies of rational behavior in conflict are:
a) a set of methods of psychological correction aimed at ensuring constructive interaction of conflicts based on self-control of one’s emotions;
b) a set of methods of influencing an opponent, allowing one to achieve one’s goals in the conflict;
c) a type of psychological influence, the skillful execution of which leads to hidden arousal in the opponent of intentions that do not coincide with his actually existing desires;
d) maintaining high self-esteem in the negotiation process;
e) a calm reaction to the emotional actions of an opponent.

40. Which of the following methods of getting rid of anger were developed by D. Scott:
a) visualization, “grounding”, projection, cleansing of the aura;
b) visualization, sublimation, projection, “grounding”;
c) regression, sublimation, visualization;
d) visualization, exposure, sublimation, cleansing of the aura;
e) sublimation, rationalization, regression, visualization.

41. How many models of behavior of partners in the negotiation process are identified in the literature on conflictology:
a) 1;
b) 2;
at 3;
d) 4;
d) 5.

42. Within the framework of which strategy in the negotiation process the main goal is set - winning at the expense of the opponent’s loss:
a) “win – win”;
b) “win-loss”;
c) “loss – loss”;
d) “loss – gain”;
d) “win-loss” and “loss-win”.

43. Intrapersonal conflict is:
a) a person’s deep emotional experiences of his failures;
b) a state of anxiety caused by an upcoming difficult situation;
c) a clash of oppositely directed personal motives;
d) a collision of oppositely directed behavioral characteristics of an individual;
e) internal fluctuations of the individual facing the choice of means to achieve a specific goal.

44. Which scientist developed the doctrine of the struggle between eros and thanatos, as the natural basis of intrapersonal conflicts:
a) Z. Freud;
b) A. Adler;
c) K. Jung;
d) E. Fromm;
e) K. Levin.

45. Which scientist developed the doctrine of extraversion and introversion as the objective nature of intrapersonal conflicts:
a) Z. Freud;
b) A. Adler;
c) K. Jung;
d) E. Fromm;
e) K. Levin.

46. ​​The forms of manifestation of intrapersonal conflicts are:
a) neurasthenia, euphoria, sublimation, idealization, nomadism, rationalization;
b) neurasthenia, euphoria, regression, projection, nomadism, rationalization;
c) neurasthenia, euphoria, idealization, projection, rationalization, repression;
d) neurasthenia, euphoria, regression, projection, nomadism, reorientation;
e) compromise, withdrawal, reorientation, sublimation, idealization, repression.

47. What type of factors interpersonal conflicts according to W. Lincoln, it is associated with such forms of their manifestation as: belief and behavior (prejudices, preferences, priorities); commitment to group traditions, values, norms; religious, cultural, political and other values; moral values ​​(ideas about good and evil, justice and injustice, etc.):
a) information factors;
b) behavioral factors;
c) relationship factors;
d) value factors;
e) structural factors.

48. Determine the type of interpersonal conflict according to the model of interpersonal relationships: + ±
a) mutually positive;
b) mutually negative;
c) one-sided positive-negative;
d) one-sidedly contradictory-positive;
d) mutually contradictory.

49. Group conflicts include conflicts:
a) individual – group;
b) group - group;
c) individual - group and group - group;
d) leader - team;
e) microgroup - a microgroup within a team.

50. Conflict in society is:
a) conflicts in any social groups;
b) conflicts in large social groups;
c) conflicts between states;
d) conflicts in various spheres of public life (economic, political, social and spiritual);
e) conflicts, the subjects of which are nations, states, classes, parties, unions, etc.

51. Political conflicts are:
a) confrontation between subjects of social interaction based on the desire to seize political power;
b) confrontation between subjects of social interaction during the period of resolving the issue of political power;
c) confrontation between subjects of social interaction based on opposing political interests, values, views and goals determined by their position and role in the system authorities;
d) confrontation between subjects of social interaction based on opposing political interests, values, views and goals determined by their position in society;
e) confrontation between subjects of social interaction based on opposing political interests, values, views and goals determined by their position in the sphere of political relations.

52. Main subject political conflicts is:
a) political interest;
b) political power in various social structures;
c) state power;
d) political consciousness of people;
d) political parties.

53. Social conflicts are:
a) conflicts between government agencies regarding the implementation of social guarantees for citizens;
b) conflicts between state and public structures regarding social guarantees for citizens;
c) a special form of confrontation between citizens and authorities, caused by infringement of the interests of citizens, as well as violation of rights and guarantees in the social sphere;
d) a special form of confrontation between citizens and the authorities for the improvement of their socio-economic situation;
e) conflict between citizens and authorities, expressed in civil disobedience.

54. The most common and acute conflicts in the spiritual environment are:
a) religious conflicts; psychological conflicts; conflicts in the field of art;
b) psychological conflicts; conflicts in the sphere of public consciousness; religious conflicts;
c) conflicts in the sphere of ideology; conflicts in the field of social psychology; conflicts in mass consciousness;
d) religious conflicts; ideological conflicts; conflicts in the field of art;
e) psychological conflicts; conflicts in the sphere of ideas; conflicts based on aesthetic contradictions.

55. Conflict in an organization is:
a) conflicts between subjects of social interaction that arise within the organization;
b) conflicts between subjects of social interaction that arise within the organization and outside it;
c) conflicts between the management of the organization and its employees;
d) conflicts between different structural elements organizations;
d) conflicts about organizational structure team.

56. Family conflict is:
a) conflict between spouses;
b) conflict between parents and children;
c) conflict between relatives;
d) conflict between different families;
e) conflict between any family members.

57. How many crisis periods in family development do sociologists identify:
a) 2;
b) 3;
at 4;
d) 5;
d) 6.

58. Conflicts in the sphere of management mean:
a) conflict between subjects and objects of management;
b) conflicts that arise in systems of social interaction between subjects and objects of management;
c) conflicts between management subjects at various levels;
d) conflicts between the manager and subordinates;
e) conflicts in the process of making management decisions.

59. Global conflicts mean:
a) conflicts between regions;
b) conflicts caused by global problems of our time, affecting the interests of all humanity and threatening the existence of civilization;
c) conflicts caused by global problems of our time and arising between world communities;
d) conflicts related to natural disasters;
e) conflicts that pose a threat to the existence of civilization.

60. The subject of conflictology is:
a) conflicts;
b) patterns and mechanisms of conflicts,
as well as principles and technologies for managing them;
c) any collisions.

61. The socio-biological theory of conflict derives its cause from:
a) social inequality of people
b) natural aggressiveness of a person in general
c) imperfections of the human psyche

62. What is the universal source of all economic conflicts:
a) lack of livelihood
b) money
c) prestige
d) power

63. Advance preparation for a possible retreat to prepared positions is:
a) reflexive defense
b) reflexive management
c) reflective forecast

64. Which dilemma of choosing a behavior model is most typical for conflict:
a) desire - avoidance"
b) double “striving - avoidance”
c) "avoidance - avoidance"

65. Strategic methods of conflict resolution:
a) social development planning
b) specific requirements for each person’s work
c) a reward system for initiative
d) conscientiousness

66. In what case is the conflict considered at the psychological level:
a) when it is based on personal contradictions
b) there are no such cases
c) when it is based on group contradictions

67. Maintaining cooperation as a form of conflict prevention is the activity of:
a) to strengthen neutral or friendly relationships
b) to regulate relationships
c) to put forward counter-motives that can block aggressive intentions

68. Alternating stages of development of a conflict situation:
a) arbitrarily
b) not necessary
c) must be sequential

69. A strike committee can be defined as:
a) conflict organizer
b) instigator of conflict
c) an accomplice to the conflict

70. The role behavior of the participants in the conflict is determined:
a) its social functions and role
b) personal characteristics
c) your interests
d) the situation
e) opponents' intentions

71. The norm as a factor in preventing conflicts assumes a certain impact. Which:
a) value
b) forced
c) informational

72. Eliminating the “subculture of violence” as a method of conflict prevention is:
a) social
b) psychological
c) cultural

73. Modern theory conflict comes from a number of premises:
a) conflict - there is tension, deformation within the system, social disaster
b) conflict is inherent in humans, like all animals
c) conflict is functional for social systems,
d) creative
e) the conflict occurs due to the division of people into classes

74. Bribery, backroom negotiations, deception are typical for which method of conflict resolution:
a) "smoothing"
b) “hidden actions”
c) “quick solution”

75. A person who pushes other participants into a conflict is called:
a) intermediary
b) accomplice
c) instigator

76. The stress that accompanies any conflict leaves an imprint on its course. This is the judgment:
a) not true
b) true
c) partly true

77. The method of practical empathy means:
a) diverse influence on the opponent
b) using the opponent’s personal characteristics
c) psychological “tuning” to the opponent

78. A simple form of pathological conflict includes:
a) sabotage
b) protest
c) boycott

79. The avoidance gradient grows faster than the aspiration gradient. This is the judgment:
a) not true
b) true
c) partly true

80. Possibility of “pointless” conflict:
a) is real in some cases
b) excluded
c) real

It is hardly possible to completely avoid conflicts with an active lifestyle. Disputes, even constructive ones, often develop into conflicts and stress. How to learn to minimize conflicts and get out of them without losses.

Live in modern society is full of stress (see “”), and the most common cause of stress is conflicts in which you, voluntarily or unwittingly, become involved.

Finding themselves in a confrontation with someone, many asked themselves the question: how to resolve this conflict? However, more often you have to think about how to get out of difficult situation and keep it a good relationship or continue further cooperation.

Psychologists are increasingly saying that conflict is a completely normal state of personality. That any person throughout his life is in conflict with other people, entire groups, or even with himself. And the ability to find mutual understanding with the conflicting party is perhaps the most important life skill that strengthens personal and professional relationships.

However, constantly being in a conflict situation can have a destructive effect on a person’s personality, because he may feel oppressed, lose confidence, and his self-esteem will decrease. Therefore, it is necessary to escalate the conflict for a final resolution.

But in order to correctly determine what is better: to avoid conflict or resolve it, it is important to know the methods and styles of conflict resolution.

Conflict resolution styles

Scientists identify 5 main styles:

• rivalry (competition)
• cooperation
• compromise
• avoidance (evasion)
• device

Competition style

If the person is active and intends to resolve conflict situation To satisfy one's own interests, one has to use a competitive style. As a rule, a person, moving towards resolving a conflict in his own favor, sometimes to the detriment of other people, forces them to accept exactly his way of solving the problem.

In this case, when choosing a competition style, you need to have the resources to resolve the conflict in your favor or be sure that the result obtained is the only correct one. For example, a leader can make a tough authoritarian decision, but in the future this will give desired result. This style prepares employees to obey without unnecessary ranting, especially in difficult times for the company.

It happens that such behavior is resorted to due to weakness. If a person is no longer confident in his victory in the current conflict, then he can begin to kindle a new one. This can be seen most clearly in the relationship between two children in a family, when the younger one provokes the older one to do something, receives a “bashing” from him and, from the position of the victim, complains to the parents.

Also, a person can enter into such a conflict solely due to his inexperience or stupidity, simply not realizing the consequences for himself.

Collaboration style

The cooperation style means that the subject tries to resolve the conflict in his own favor, but at the same time must take into account the interests of the opponent. Therefore, conflict resolution involves searching for an outcome that is beneficial to both parties. The most typical circumstances when this style is used include the following:

• if both parties to the conflict have the same resources and capabilities;
• if the resolution of this conflict is beneficial, and neither party is eliminated from it;
• if there is a long-standing and mutually beneficial relationship between the opponents;
• if each party has understandable goals that they can explain;
• if each side has other ways out of the crisis.

The style of cooperation is resorted to in cases where each party has time to search for common interests. But such a strategy requires tolerance and is effective if no changes in the balance of power of the warring parties are expected in the future.

Compromise style

Compromise means that opponents are trying to find a solution in which there will be some kind of mutual concessions. Using this style is possible if the parties have the same resources, but their interests are mutually exclusive. Then the parties will come to some kind of temporary solution, and the benefit they will receive will be short-term.

The most interesting thing is that compromise sometimes becomes the only possible way out of the conflict. When opponents are sure that they are striving for the same result, but understand that it is impossible to achieve this at the same time.

Avoidance style

The avoidance style is usually used when the potential loss in a particular conflict is much greater than the moral costs that avoidance will cause. For example, executives very often avoid making a controversial decision, postponing it indefinitely.

If we talk about other positions, for example, a middle manager, then he may allegedly lose documents, voice useless information, or refer to the fact that his superior is on a business trip. But delaying the decision on this issue can further complicate the problem, so it is better to use an evasive style when it will not have serious consequences.

Fixture style

The adaptation style is manifested in the fact that a person performs some actions, focusing on the behavior of other people, but does not strive to defend his interests. It is as if he recognizes in advance the dominant role of his opponent and concedes to him in their confrontation. Such a model of behavior can be justified only when, by giving in to someone, you lose too much.

• when it is necessary to maintain peaceful relations with another person or even an entire group;
• when there is not enough power to win;
• when victory is more important for your opponent than for you;
• when it is necessary to find a solution that suits both parties;
• when it is impossible to avoid conflict, and resistance can cause harm.

For example, a competing company appears on the market, but with more significant financial, administrative and other resources. You can put all your strength into fighting a competitor, but there is a high probability of losing. In this case, using the accommodation style, it is better to look for a new niche in the business or sell the company to a stronger competitor.

Basic methods of conflict resolution

All currently available conflict resolution methods can be divided into two groups:

• negative
• positive

Negative, that is, destructive, methods mean that victory will be achieved by only one of the parties, and then the result of the confrontation will be the destruction of the unity of the parties taking part in the conflict.

Positive methods, on the contrary, help maintain the unity of the conflicting parties. But it is important to understand that such a division is quite arbitrary, since in practice both systems can be used simultaneously, while harmoniously complementing each other. After all, it’s only in armed conflicts the condition for victory is to achieve superiority of one of the opponents.

In peaceful life, the main goal of the struggle is to change the conflict situation. But this can be achieved different ways. The most famous are:

• to influence the opponent and his environment;
• to a change in the balance of forces;
• to false or true information from the enemy about his intentions;
• to obtain a correct assessment of the situation and the enemy’s capabilities.

Negative methods of conflict resolution

1. Restriction of the enemy’s freedom

For example, during a discussion, you can impose on your opponent a topic in which he is incompetent and can discredit himself. You can also force the enemy to take actions that will be useful to the opposing side.

2. Disabling control bodies

During the discussion, the leaders' policies are actively discredited and their positions are refuted. For example, during the election campaign, many people resort to criticizing their opponents and even demonstrating their failure as political figures in favor of their position. Here a lot depends on the amount of information received, which is distorted, as well as on oratory one of the opponents.

3. The delay method

This method is used to select suitable conditions for the final blow or to create a favorable balance of forces. IN war time actively used to lure enemy soldiers to their side. For peaceful purposes, it is successfully manifested in a discussion if you take the floor last and present arguments that have not yet been criticized.

Using this method there is a chance to lure the enemy into a trap prepared in advance and gain time or change the situation to a more advantageous one.

Positive Conflict Resolution Techniques

1. Negotiations

Negotiations are one of the most effective methods in conflict resolution. To achieve a truce, a form of open debate is used, which involves mutual concessions, as well as full or partial satisfaction of the interests of both sides.

2. Method of principled negotiations

Unlike ordinary negotiations, this form of conflict resolution involves following four basic rules (principles) from which one cannot deviate.

Definition of the concepts “negotiator” and “subject of negotiations”. For the first concept, it is not just a person who is important, but someone who has certain character traits: resistance to stress, the ability to control one’s behavior and emotions, the ability to listen to an opponent, the ability to restrain oneself and avoid offensive words and actions.

Focus on common interests, and not on the position of each party. After all, it is in opposing positions that the difference of interests manifests itself. The search for common conditions can reconcile conflicting parties.
Thinking through solutions that are beneficial for both parties. Analysis of options that satisfy both parties leads to agreement in any area.

Search for objective criteria. If the criteria are neutral for both parties, this will quickly lead the conflict to a logical resolution. But subjective criteria will always infringe on the interests of one of the parties. But objectivity will be achieved only if all aspects of the problem are understood.

Whatever methods and styles you use to find a way out of a controversial situation, it is important to understand that a bad peace is better than a good quarrel. An unresolved conflict will take much more energy, time and health from you. Therefore, you need to apply maximum efforts to resolve it.

Undoubtedly, there was a moment in every person's life when he wanted to avoid confrontation and asked himself the question of how to resolve the conflict. But there are also circumstances when there is a desire to get out of a difficult conflict situation with dignity, while maintaining relationships. Some people are faced with the need to escalate the conflict in order to finally resolve it. In any case, each of us was faced with the question of how to resolve the conflict or how to avoid it.

First of all, you need to understand that conflict is a completely normal state of personality. All the time a person realizes conscious life activity, he is in conflict with other people, groups of personalities or with himself. However, if you learn skills that help you understand how to resolve conflict, you can significantly develop and strengthen your personal and professional relationships. Resolving social conflicts is a fairly serious skill that can be quite useful.

Many people have no idea what specific conflicts they are taking part in, much less realize real reasons conflicts. As a result, they cannot manage them effectively. Unresolved conflicts between individuals will one day lead to intrapersonal conflicts and rather undesirable consequences. Unfulfilled desires and eternal experiences can cause health problems. In addition, they often spoil character and turn a person into a loser dissatisfied with everything in the world, pushing a person down the social ladder. If this prospect is far from attractive to you, you should carefully understand how to resolve the conflict if it arises. There are many ways to resolve conflicts, so you can easily master the most necessary skills.

Let's figure out what conflict is. In psychology, this term is defined as a collision of incompatible and oppositely directed tendencies in relationships between individuals, groups of people or in the mind of an individual, leading to negative emotional experiences.

Based on this definition, the foundation of a conflict situation is a clash of interests, goals and ideas. Conflict is quite obvious when people do not agree on their values, motivations, ideas, desires or perceptions. Often such differences look quite trivial. However, when the conflict involves strong feelings, basic needs become the basis of the problem. These include the need for security, privacy, intimacy, and a sense of self-worth or importance. Correct resolving interpersonal conflicts primarily focuses on the primary needs of people.

Experts have developed a variety of ways to resolve conflicts and recommendations regarding various aspects of personal behavior in situations of conflict of interests or opinions. Based on possible models of conflict resolution, goals and interests of the parties, the following styles of conflict resolution exist.

• The competitive style is used when a person is quite active and intends to move towards resolving a conflict situation, wanting to satisfy first of all his own interests, often to the detriment of the interests of other people. Such a person forces others to accept his way of solving a problem. This model of behavior gives a chance to realize strengths any ideas even if someone doesn’t like them. Among all the methods of conflict resolution, this is one of the toughest. Choose this style It is only worth it in a situation when you have all the necessary resources to resolve the conflict in your favor, and also when you are confident that your decision is correct. If speak about leadership roles, then it is periodically useful for him to make tough authoritarian decisions, which in the future give a positive result. Of all the methods of conflict resolution, it is this style of behavior that most effectively teaches employees to obey without unnecessary ranting, and also helps to restore faith in success in difficult situations for the company.

In most cases, rivalry implies a fairly strong position. But it happens that they resort to such a model of behavior due to weakness. This often happens when a person’s hopes for victory in the current conflict are fading, and he seeks to prepare the ground for inciting the next one. As an example, we can consider a situation where a younger child deliberately provokes an older one, receives a well-deserved “reward,” and then immediately complains to his parents from the position of the victim. In addition, there are situations in which a person enters into confrontation solely because of his stupidity, without realizing what consequences this or that conflict will have for him. However, most likely, if a person reads this article, he is unlikely to deliberately find himself in such a disadvantageous situation for himself and will choose this one among all in special situations.

• The style of avoidance due to weakness is often used when the potential loss in a particular conflict is significantly higher than the moral costs associated with “escape.” Moreover, escape may not always be some kind of physical action. People in leadership positions often avoid making a controversial decision, while postponing or postponing an unwanted meeting or conversation indefinitely. As excuses, the manager may talk about the loss of documents or give useless tasks regarding the collection of additional information on some issue. Often the problem only becomes more complicated, so you shouldn't avoid conflict in this way too often. Try your best ways to resolve conflicts choose this one when it really benefits you.

It is a completely different matter when such a style of behavior is resorted to due to power. It is then that such a method is absolutely justified. A strong personality can use time to his advantage in order to gather the necessary resources in order to win a conflict. At the same time, you should not deceive yourself and convince yourself that you are not really afraid of the conflict escalating, but are only waiting for the right moment to resolve the situation in your favor. Remember that this moment may never come. Therefore, this style of conflict resolution should be used wisely.

• The adaptation style is that a person acts based on the behavior of other people, without trying to defend his own interests. In such a situation, he recognizes the opponent’s dominance and concedes victory to him in the conflict. This pattern of behavior can be justified when you understand that by giving in to someone you are not losing much. It is recommended to choose the accommodation style from all the ways to resolve conflicts when you strive to maintain relationships and peace with another person or group of people, or if you understand that you were still wrong. You can use this behavior pattern when you do not have enough power or other resources to win a particular conflict, or when you realize that winning is much more important to your opponent than to you. In this case, the subject practicing the accommodation style seeks to find a solution that will satisfy both conflicting parties.

The use of this strategy due to weakness is used when it is impossible to avoid conflict for some reason, and resistance can potentially significantly harm the individual. As an example, consider a situation where you meet a group of arrogant hooligans at night in a deserted place. In this situation, it is much more reasonable to choose the above-described method of resolving interpersonal conflicts and part with the phone, rather than getting into a fight and still losing your property. However, in the second case, your health may be seriously harmed.

Considering this style of behavior in the context of business, we can analyze the situation when a new company enters the market with significantly more powerful financial, technical and administrative resources than your company has. In such a situation, of course, you can use all your strength and capabilities to actively fight your competitor, but the likelihood of losing remains very high. In this situation, it would be more rational to try to adapt by finding a new market niche or, as a last resort, selling the company to a stronger player in the market.

The strategy of accommodation due to strength is used when you are aware of the pitfalls that your opponent will face if he insists on having his way. In such a situation, you allow the other person to “enjoy” the consequences of his actions.

• The style of cooperation implies that the subject seeks to resolve the conflict in favor of his own interests, but at the same time does not ignore the interests of the opponent and tries, together with him, to find ways of an outcome of the current situation that is beneficial to both. Typical circumstances in which this style is used include the following: both parties have the same capabilities and resources to resolve any problem; resolving the conflict is beneficial to both parties and no one wants to avoid it; the presence of interdependent and long-term relationships between opponents; each of the conflicting parties is able to clearly explain their goals, express thoughts and come up with alternative options for exiting the situation. Resolving social conflicts in this way may be the most acceptable.

Cooperation by force occurs when each side has enough time and energy to find more significant common interests than those that caused the conflict. Once opponents come to an understanding of global interests, they can begin to find a way to jointly implement lower-level interests. Unfortunately, in practice this method of conflict resolution is not always effective due to its complexity. . The process of conflict resolution thus requires tolerance on both sides.

Cooperation in the face of weakness resembles adaptation. However, those who practice this style are often called collaborators or traitors. Such a strategy can be effective if no obvious changes in the balance of power of the conflicting parties are expected in the future.

• The compromise style implies that opponents seek to find a solution that will be based on mutual concessions. This strategy for the behavior of conflicting parties is appropriate when they want the same thing, but at the same time believe that it is impossible to achieve this at the same time. As an example, we can consider the following situations: the parties have equal resources, but there is a mutually exclusive interest; a temporary solution can suit each of the conflicting parties; both opponents will be satisfied with the short-term gain. The style of compromise often becomes the optimal or even the last possible method of resolving conflicts.

Basic methods of conflict resolution

All existing methods Conflict resolution can be divided into two groups: negative methods (types of struggle, the goal of which is to achieve victory for one side) and positive methods. The term “negative methods” is used in the sense that the result of the conflict will be the destruction of the relationship of unity of the parties taking part in the confrontation. The result of positive methods should be the preservation of unity between the conflicting parties. This includes different kinds constructive competition and negotiations.

It should be understood that conflict resolution methods are conventionally divided into positive and negative. In practice, both methodologies can harmoniously complement each other. Moreover, the term “struggle” in the context of conflict resolution is quite general when it comes to its content. It is no secret that the negotiation process often includes elements of struggle on certain issues. In the same way, the tough struggle of the conflicting parties in no way excludes negotiations on specific rules. It is impossible to imagine progress without the creative competition of old and new ideas. At the same time, both conflicting parties pursue the same goal - the development of a certain area.

Despite the fact that there are many types of struggle, each of them has common characteristics, since any struggle involves the interaction of two subjects, in which one interferes with the other.

The main condition for victory in the event of an armed struggle is achieving unambiguous superiority and concentrating forces at the point of the main battle. A similar technique characterizes the basic strategy of other types of struggle, which, for example, is the game of chess. The winner is the one who can concentrate the pieces in the place where the decisive direction of attack on the opponent's king is located.

In any struggle, one must be able to correctly choose the field of the decisive battle, concentrate forces in this place and choose the moment to attack. Any method of struggle involves a certain combination of these basic components.

The main goal of the struggle is to change the conflict situation. This can be achieved in the following ways:

• Impact on the opponent, his defense and the situation;
• Changes in the balance of forces;
• False or true information from the enemy about one’s intentions;
• Obtaining a correct assessment of the situation and the enemy’s capabilities.

Various control methods use all these methods in different combinations.

Let's look at some of the methods that are used in the fighting process. One of them is achieving victory due to obtaining the necessary freedom of action. This method can be implemented by the following techniques: the formation of freedom of action for oneself; restricting the enemy's freedom; acquiring more advantageous positions in the confrontation, even at the cost of losing certain benefits, etc. For example, in the process of a dispute, the technique of imposing on the opponent topics in which he is incompetent can be very effective. Thus, a person can compromise himself.

A fairly effective method is for one conflicting party to use the opponent’s reserves for its own benefit. Excellent techniques that demonstrate the effectiveness of the method can be forcing the enemy to take actions that are beneficial for the other side.

An important method of struggle is the primary disabling of the main control centers of conflicting complexes. These may be leading individuals or institutions, as well as the main elements of the opponent's position. During the discussion (here without art of oratory it’s difficult to get by) there is an active practice of discrediting leading representatives of the enemy side and refuting the theses of their position. For example, in the process of political struggle, a fairly effective method is to criticize the negative traits of leaders, as well as demonstrate their failure.

The basic principle of resolving any conflict is efficiency and timeliness. However, in the process of struggle, the method of delaying the matter, which is also called the “delaying method,” can be used quite successfully. This approach is special case, when choosing the appropriate time and place for delivering the final blow, as well as creating a favorable balance of forces.

A slow transition to decisive action may be appropriate when it is necessary to concentrate significant resources to achieve victory. The aphorism “time is on our side” clearly describes the main essence of this method. If we talk about discussion, then this method implies the desire to take the floor last, when all opponents have spoken. In such a situation, there is a chance to make arguments that have not been seriously attacked in previous speeches.

The delay method has been used for quite some time. Plutarch described a case where this style was applied by the Roman dictator Sulla. When he realized that he was surrounded by significant enemy forces, he called the second consul, Scipio, to negotiate with him. After this, long consultations and meetings began, at which Sulla each time postponed making a final decision. At the same time, he corrupted the morale of enemy soldiers with the help of his cunning assistants. Scipio's soldiers were bribed with money and other valuables. As a result, when Sulla's troops approached Scipio's camp, the soldiers went over to the dictator's side, and the second consul was captured in his camp.

Avoiding the fight is also quite effective method, which is partially related to the previous one. In this case, the conflict resolution process occurs in an evasive style. It is used in a number of cases: when the task of mobilizing resources and forces for victory has not been resolved; to lure the opponent into a trap prepared in advance in order to gain time and change the situation to a more advantageous one.

Positive conflict resolution methods primarily involve negotiations. When special emphasis is placed on negotiations as part of a conflict, the parties tend to conduct them from a position of strength in order to achieve a one-sided victory. It goes without saying that this type of negotiation leads to only a partial resolution of the conflict. At the same time, negotiations are only an addition on the path to victory over an opponent. In the case where negotiations are considered as a method of resolving a conflict, they take the form of open debate, implying mutual concessions and partial satisfaction of the interests of both parties.

A method of negotiation based on certain principles can be characterized by four fundamental rules, each of which constitutes an element of negotiation and is a recommendation for its conduct.

• Separate the concepts of “negotiator” and “subject of negotiations”. Since any person who participates in negotiations has certain character traits, it is not worth discussing an individual personality, since this will introduce a number of barriers of an emotional nature. IN process of criticism participants, the negotiations themselves are only intensifying.
• Focus on interests rather than positions, since the latter may hide the true goals of the negotiators. At the same time, interests often underlie conflicting positions. That's why it's worth focusing on the latter. It is worth remembering that opposing positions always hide more interests than those reflected in the positions themselves.
• Think through conflict resolution options that are beneficial to both parties. An interest-based arrangement encourages participants to find a win-win solution by analyzing options that will satisfy both parties. Thus, the debate takes on the character of an “us versus the problem” dialogue instead of a “me versus you” discussion.
• Start looking for objective criteria. Consent must be based on criteria neutral in relation to opponents. Only in this case will the consensus be fair and lasting. Subjective criteria lead to the infringement of one of the parties and the complete destruction of agreement. Objective criteria are formed on the basis of a clear understanding of the essence of the problems.

Justice decisions made directly depends on procedures for resolving contradictions, such as eliminating disputes through drawing lots, delegating decision-making to a third party, etc. There are many variations of this latter style of conflict resolution.

Remember that high emotionality in the process of conflict resolution is a barrier to its successful resolution. Your ability to effectively resolve social conflicts depends on your skills, such as:

• Calmness and stress resistance. Such personal qualities will allow you to evaluate verbal and nonverbal communications more calmly.
• The ability to control your behavior and emotions. If you know how to do this, you will always convey your needs to your opponent without undue irritation or intimidation.
• The ability to listen and pay attention to the words and expressions of other people's feelings.
• Understanding that everyone copes with situations differently.
• The ability to avoid offensive actions and words.

To obtain such skills, you need to develop stress resistance and the ability to control your emotions. This way you will feel comfortable ways to resolve conflicts difficult level.

What else you need to know about conflict resolution

Incomplete resolution of interpersonal conflicts leads to their resumption. However, you should not perceive it as a damaging action, since not every conflict can be resolved the first time. For example, political parties wage constant battles that do not stop for many years throughout their existence.

Conflict can be seen as an opportunity for development. If you can resolve conflict in a relationship, you are rewarded with trust. You gain confidence that your relationship will not be destroyed by various troubles.

If a conflict looks scary in your eyes, it means that subconsciously you expect that it will not be resolved mutually to your advantage. For many, conflict in relationships looks like something dangerous and scary. In some cases, it can actually be traumatic, especially if your life experience has left you feeling powerless and out of control. In this case, you enter into conflict with a feeling of threat and, accordingly, cannot resolve it qualitatively. In most cases, you will make concessions or, conversely, become angry.

Anyone can use these effectively if they wish. conflict resolution methods. In this case, an individual may have one most frequently used conflict resolution style. Depending on how assertive and active a person is, he chooses one strategy or another. You can choose the optimal conflict resolution styles that suit you.

If you find an error, please highlight a piece of text and click Ctrl+Enter.

Each person is an individual who has his own opinion. Therefore, disagreements occur between people due to diverging views on certain things or circumstances that occur in both Everyday life, and at work. Conflict resolution is a whole science, main goal which is the search for the most suitable ways to solve the problem between the warring parties.

The importance of studying conflictology

A conflict is a clash of opposing opinions or interests of individuals or groups of people. Such situations not only have negative character. The “center of gravity” of the conflict lies precisely in the incompatibility of interests, preferences and outlook on life. In most cases, such disagreements are trivial.

Not only balanced and morally strong individuals can engage in conflict resolution. Anyone can develop this ability. This practice is especially useful for future managers, who must be able to properly manage their thoughts, actions, decisions and the actions of their subordinates. It is worth noting that conflict situations are not only negative: in some cases they bring positive results.

Types and style of problem solving

Experts in the field of psychology, psychotherapy, and conflict management have developed several effective ways conflict resolution, and also explained the main aspects of achieving consensus. Depending on the nature of the defended interests, goals and motivations of the parties, there are such ways to resolve disagreements, namely:

• competition)
• evasion)
• device)
• cooperation)
• compromise.

In a professional team there are always opposing sides. Conflicts can arise both between employees and between managers and subordinates. Clashes between the formal and informal leaders are possible. You should take a closer look at each type of conflict resolution.

Competition

This style is most often applicable in cases where the subject is very active and intends to suppress opposition in his favorite ways to the detriment of the interests of others around him. In essence, this is a selfish way. A person forcibly forces others to accept his idea of ​​​​suppressing opposition.

This behavioral model shows that anyone can get a chance to solve a particular problem, even if their opinion is radically different from the opinions of other people. Of all the above methods, this is the most totalitarian. You should choose this style only if you have all the necessary material resources, mental strength, and are 100% sure that your opinion is really correct.

Peculiarities:

1. Regarding the leader’s behavior in such a situation, it is worth saying that he must be able to periodically make rather tough decisions, which subordinates must take into account. However, he must remember that these decisions should only be positive for the outcome of the overall cause of the organization.
2. This form of resolving labor conflicts very quickly accustoms workers to unconditional submission to management and leads to the resolution of even the most difficult organizational problems companies.

Competition involves serious rivalry. Struggle is an absolutely normal phenomenon in the life of any group. Most often, competition takes on a negative connotation when one of the warring parties resorts to “black” methods of warfare, trying to outwit the opponent. Remember that competition must be fair and open. This method of conflict resolution should be used only in special cases and with great caution.

Evasion

This method is most suitable in situations where one of the conflicting parties understands that it is not afraid of losing. She either has nothing to lose in this dispute of interests, or the price of winning is so small that it is simply not worth wasting her time and nerves. In fact, this is not even a way of reconciliation, but a banal delay of the moment when it will really be necessary to make such an important decision for the organization.

A leader who does not want to take responsibility for making a particular solution to a problem can find all sorts of excuses for a long time in order to procrastinate for as long as possible. Remember that all problems only need to be solved. “Shelving” most often does not lead to an improvement in the situation, but to its aggravation, therefore this method of resolving conflicts should be resorted to as rarely as possible and in exceptional cases.

If this form of problem solving manifests itself due to the strength of one of the rivals, then in this case it can be absolutely rational. Why? Yes, because the party that decides to retreat can use precious time in its own interests:

• find like-minded people)
• collect the necessary resources for a final and unconditional victory over the enemy.

If you have chosen a similar path, then do not engage in self-deception. Don’t make excuses for allegedly delaying the “moment of truth.” This “moment” may never come, so you need to apply this style very carefully.

Device

The above conflict resolution strategies are different. But this does not prevent people who use them from effectively coping with any conflict situations in society. The opportunistic style, for example, is based on the fact that the conflicting party simply makes concessions, thereby damaging its own interests during the conflict that arises. This is the most altruistic way.

This course of events can occur when:

• one of the conflicting parties is very strong morally and is ready to give in)
• the side simply doesn’t care what the outcome of the confrontation will be, as long as it ends quickly)
• the subject of the dispute is completely insignificant for one of the parties.

A person accepts the opponent’s opinion and does not defend his own. Such behavior can only be justified if losing does not cost you too much. Roughly speaking, it is acceptable if a person has nothing to lose in a dispute or does not want to ruin relations with a dear employee. Also, adaptation, as a way of resolving a conflict, should be resorted to by the side that understands that it is wrong and will not receive victory in the confrontation.

Cooperation

This style of resolving interpersonal confrontation is based on the fact that a person wants to resolve the conflict in his own favor, but at the same time he does not forget about the interests of his opponent, trying in every possible way, together with him, to find the most painless “way out” of the current circumstances. Negotiation and conflict resolution are the keys to a successful outcome of a common cause. This form is most often used in cases of:

• when both parties have complete equality and the same resources to correct the situation)
• when the solution itself becomes beneficial for all parties to the conflict)
• when there is a long and fairly close connection between opponents.

Let us note that this method is the most beneficial for resolving conflicts in society.

Compromise

This style is based on finding win-win solutions for both parties. This strategy for finding a solution to a problem is most effective when the parties have equal opportunities, but are limited in time. The method often becomes the only correct one in this case, if the previous four did not suit the conflicting subjects or entire social groups.

Often a compromise becomes inevitable when opponents:

• severely limited by time limits,
• agree to a short-term “truce.”

A compromise solution can not only preserve current business relationships, but also easily form and consolidate new ones.

The main ways to suppress conflicts

Conflicts at work and ways to resolve them affect all employees at certain stages of their professional development. Currently existing means of resolving disagreements between warring parties can be divided into two groups:

• negative)
• positive.

The first group received this name for the reason that the outcome of the case implies the victory of one of the parties, but the complete destruction of any partnership between them. A positive way of resolving conflicts is characterized by the fact that the parties maintain good relations with each other. That is, the business connection does not disappear, but only strengthens. Vivid examples of a positive outcome to a conflict are negotiations and rational competition.

In theory, there are two separate directions for resolving disagreements, but in practice it turns out that they cannot exist without each other, but work together. Negotiations can also be considered tools of struggle. During the negotiation process, each party lobbies its own interests. It is necessary to understand that without a struggle of opinions, worldviews, and ideas, progress in the development of science and society cannot occur. From this point of view, ways to resolve labor conflicts should also be considered as irreplaceable levers of influence on development business relations inside and outside the company.

Principles of suppressing conflict situations

Some of the most important principles of conflict simplification are:

• timely use of resources)
• efficiency of making the most important decisions.

To effectively reduce tension between opponents, the following conflict suppression methods are used:

• slowing down the moment of decision making)
• avoiding confrontation)
• negotiation.

The party may use slowing down techniques. Postponing the moment of making a final decision is an exception to the rule. This principle of conflict resolution is aimed at ensuring that the subject can, through an additional period of time, receive a kind of reprieve, during which he will be able to accumulate a sufficient amount of missing resources.

An effective way to resolve a dispute of interests was the method of avoiding direct confrontation, which is very similar to the previous one. It is also similar to the dodging style. Used in cases where one of the opponents is building up strength for the final “battle”.

The negotiation method can rightfully be called the central method. And all because since ancient times, the bulk of disagreements between people were eliminated after constructive negotiations. Positive methods of conflict resolution always involve diplomatic negotiations. Debates lead to partial, and sometimes complete satisfaction of the demands of one or both sides.

Manager requirements

Any conflict must be resolved fairly. For this:

1. Only an honest decision and minimal emotionality. Excessive emissions of negative energy will negatively affect not only the opponent, but also its “producer”.
2. High degree of stress resistance and suppression negative emotions A must have for every manager who truly desires to take their organization to the highest level.
3. A manager must be able to listen. Often, the right turns out to be the one who restrainedly and modestly listened to the opinions of his rivals, and only then expressed his personal opinion.

If you understand that at this stage of your professional life If you don’t have these qualities, then you need to start developing them in yourself.

Conflict – coercion or choice?

The conflict and its consequences leave few pleasant moments in a person’s memory, but for the most part they bring great life and professional experience, which in the future helps to cope with many problems. To properly resolve conflicts, you need to become familiar with the main meaning of the word “conflict.”

According to scientific terminology, given word means the most acute solution to a problem that has arisen between rivals, which most often carries negative character. But this does not mean that you need to avoid conflict situations in every possible way. Throughout life, a person faces situations where it is necessary to resolve a certain conflict with other subjects of society.

If a person has the ability to effectively resolve conflicts, then he will definitely achieve heights in family and professional relationships. So how can you develop this ability in yourself? How to learn to avoid conflict situations and cope with them with ease? To do this you need to follow simple rules:

Unresolved conflict situations can lead not only to external disagreements between the individual and strangers (members of the family or professional team), but also to internal (mental) trauma. Therefore, you need to understand how important it is to be able to correctly resolve conflicts that arise.

In the domestic literature, successful prerequisites for conflict resolution include: diagnosis of confrontation, including clarification of its causes, motives for the parties’ behavior, etc.; carrying out situational and positional analysis (i.e. clarifying the current situation and the positions of the parties); forecasting the course and consequences of the conflict (including determining the benefits and damages for each side in the event of one or another end of the conflict). It is useful that all these actions are carried out not only by a third party (intermediary, authority), but also by the subjects themselves, who, after the analysis, will come closer to understanding the need to develop a common solution.

Clarifying the essence of a conflict situation, its objective understanding, adequate awareness by the parties to the conflict can serve as the basis for developing compromises, and in some cases can eliminate the conflict altogether if it turns out that the parties’ perception of the situation was distorted. The more precisely and rigidly the subject of disagreement is outlined, the greater the chance that the conflict will be effectively resolved.

Considering these forms and means of conflict resolution, I.A. Ilyaeva gives the following example. A strike is brewing at a transport company. When identifying the causes of the conflict, it turned out that the company's employees were never asked about their needs and interests, and their dissatisfaction with working conditions was driven deep. It was enough to talk to people, listen to them carefully, and calm was restored. As a matter of fact we're talking about about rationalizing the interests of the parties to the conflict and relieving emotional arousal. Of course, in this case, eliminating the immediate causes of the conflict should not be limited to conversations; practical actions aimed at fully satisfying the needs of workers are required.

The use of the mentioned prerequisites for conflict resolution leads to mechanisms for its resolution. They generally come down to two types: a) resolution of the conflict by the participants themselves; b) intervention of a third party In addition, the conflict can be resolved at different stages. In some cases, its development can be stopped in the early stages, when the parties have just entered into confrontation and felt the first inconveniences and losses. In other cases, the conflict is resolved only when irreparable damage has been caused (death of people, destruction of housing, destruction of property, etc.).

A common way to resolve conflicts is the intervention of one or another peacekeeping forces. These forces can influence both the conflict situation itself (1), and the circumstances supporting the conflict (2), as well as its participants themselves (3). One of the most important rules successful resolution of a conflict is not the opposition of “right” and “wrong” sides, even if they can in fact be designated in this way, but the search for a resolution that, if possible, fully or at least partially satisfies the interests of both.

We have repeatedly noted that the basis of the conflict is the contradiction between the interests of the subjects. Therefore, the best and most effective way to resolve the conflict is to eliminate these contradictions. This path, unfortunately, is not always available. In addition, one should take into account the difference in types of contradictions (explicit, hidden, objective, non-objective), their levels, the characteristics of the subjects, as well as the objective possibilities available to the forces seeking to end the conflict.

If we summarize the main ways to eliminate the contradictions underlying the conflict, they could be the following:

• eliminating the object of conflict;
• division of the object of conflict between the parties;
• establishing a sequence or other rules for the mutual use of an object;
• compensation to one of the parties for transferring the object to the other party;
• separation of parties to the conflict;
• transfer of relations between the parties to another plane, suggesting the identification of their common interest, etc.

Conflict resolution is, in essence, reaching an agreement on a controversial issue between the participants. In principle, and this opinion is shared by many authors, there are three main types of such agreement: 1) agreement as a result of a coincidence of opinions of the parties; 2) agreement in accordance with legislative or moral will external force, 3) an agreement imposed by one of the warring parties4. – It is not difficult to see that in the first and third cases, conflict resolution presupposes mutual activity of the rivals. International and domestic political practice shows that in most cases the conflict resolution process cannot be interpreted as a unilateral imposition of the will of a stronger partner on a weaker one. And this is understandable, because if a solution is imposed, it will not last long, the conflict will resume in one form or another. It is enough to recall the artificiality of existing borders in a number of regions of our country. After the collapse of the USSR and the emergence of interethnic tensions in this regard, the problem of territorial delimitation of peoples immediately made itself felt in a rather unexpected way.

Therefore, strictly speaking, a forceful, including military, solution to the conflict is mostly illusory. Losing a war entails revanchist sentiments and a desire to return lost interests Russo-Japanese War 1905 ended with the defeat of Russia. But the USSR took revenge in 1945. This, in turn, did not suit the Japanese side, which has been discussing the problem of the Kuril Islands for many years. The conflict between the two countries is now seemingly suspended. But a final solution has not yet been found. Other territorial problems that arose as a result of certain wars are also making themselves felt.

But what to do if a solution that satisfies both sides cannot be found? This situation can, in some cases, lead to a change in the direction of the conflict. This means not only replacing the subject and motives of the confrontation between the parties, but sometimes also replacing the participants themselves. In judicial practice"3 in civil and labor disputes similar situation is not that rare.

Often, labor and civil law disputes develop into litigiousness, squabbles that drag on for years. The subject of the conflict has long ceased to exist, the composition of the heads of the institution who made the controversial decision has changed, and the complainant continues to seek to change the situation in his favor, not paying attention to the requirements of the law. Here a substitution of motivation occurs, a “shift of motive to goal” takes place. In other words, the conflict is deformed, acquiring new features

A certain Makhotina, who worked nurse, was fired from the sanatorium due to staff reduction. She did not agree with the reasons for the dismissal, citing the fact that the real reason for the dismissal was her bad relationship with the chief physician. She appealed the decision of the sanatorium administration to the court, but to no avail. Then Makhotina wrote a complaint against the head doctor of the sanatorium to the prosecutor's office, the trade union committee and the central newspaper. She received refusals everywhere. Continuing to write complaints (up to the Constitutional Court), Makhotina involved more than 50 organizations in this conflict. She herself stated that she was no longer interested in reinstatement (by that time Makhotina was already working in a paid cooperative clinic), but that we were talking about the “principle”: punishing the head doctor and other sanatorium workers for their “callous attitude towards people.”

The art of civilized life is not to produce dissatisfied, offended, “martyrs”, but to build the well-being of people in the context of their long-term relationships with each other. Historical experience shows that successes wrested from the other side by force and deceit are possible. It is also possible that they will be consolidated in systems of power and property. But history in this case acts as a zero-sum game. It contains the mechanism of the cycle: “The defeated side is waiting in the wings to turn the flywheel of history in the opposite direction.”

The efforts of individuals and groups to prevent conflict must in all cases take into account the interests of not one, but both parties. Let one side be wrong, and the other sinless. But the first side also has its own interests, and if they are ignored altogether, the conflict may temporarily subside, but will not disappear. Conflict specialists have developed a number of methods for peaceful conflict resolution, including identifying the factors necessary for this. These include, in particular, the following:

• institutional: the existence in society of mechanisms for consultations, negotiations and the search for mutually beneficial solutions, including mechanisms within the legislative, judicial and executive powers (constitutional court, arbitration, etc. This side of the matter will be discussed in subsequent paragraphs);
• consensual: the existence of agreement between conflicting parties about what should constitute an acceptable solution. In this regard, the remark of V.A. should be cited. Yadov that “conflicts are more or less regulated when their participants have general system values.” At the same time, the search for a mutually acceptable solution becomes more realistic;
• cumulative factor: the smaller it is, the higher the likelihood of a peaceful settlement. In other words, it is good when the conflict does not acquire new problems and participants;
• factor of historical experience, including examples of resolution of similar conflicts. Elders and other respected persons can play an important role here;
• balance of power factor: if the conflicting parties are approximately equal in their ability to coerce, then they will be forced to look for ways to a peaceful resolution of the conflict;
• psychological: much depends on the personal characteristics of those who make decisions during a conflict.

As L. Coser wrote, the subjects of the conflict, if they understand. its futility or irrelevance, they restructure their behavior in such a way as to no longer achieve the original goal that caused the conflict, but to reduce the social tension generated by the current situation.

Not only in interethnic, but also in many other conflicts, a method such as separating the parties and isolating them from each other can be used. In a domestic conflict, this is, for example, the resettlement of neighbors, in a family - a divorce, in management - the transfer of conflicting employees to different departments. In international practice, the separation of parties involves the establishment of a “security corridor”, the introduction of peacekeeping forces, etc. Naturally, the separation of the parties may meet resistance from the opposing forces, but sometimes, as international practice has shown, it is the only effective one.

It is also important to influence the ideological and socio-psychological elements of the conflict, in particular, to try to dispel false ideas about the other conflicting party, about its actions and the motives for its behavior. There are usually a lot of such distorted ideas, prejudices, false information, rumors, and in interethnic relations- especially.