Conflict Resolution Formula
Speech at a meeting of the methodical association
educators of 9th - 11th grades
educator Ulesova N.A.
WAYS OF CONSTRUCTIVE RESOLUTION OF THE CONFLICT
So, the task of the participants in the conflict is not to leave it, but to control the conflict and oneself in order to obtain the best result. It is necessary to consider any conflict situation as a problem that needs to be solved. To this end, psychologists recommend building communication with an opponent as follows:
first of all, you need get rid of negative emotions. The following techniques will help remove your own emotional irritation: relaxation, directing anger in a different direction - a short exit from the room, switching negative emotions to another object; verbalization - open expression of my feelings, saying out loud how I feel. It is also necessary to cool or dispel the irritation of the other participant in the conflict. This will help: sympathetic listening, allowing the other to "let off steam", demonstrating understanding of his condition;
second step - statements, conveying how you understood the words and actions of the interlocutor, and your desire to receive confirmation that you understood him correctly. This helps to see the situation as it appears to the opposite side, to understand what drives the antagonist;
analyze your real desires and needs your goal - what do you want to achieve? Is it worth it to get it?
invite your opponent to joint problem solving;
define your vision of the problem and possible ways to solve it;
encourage the opposite side put forward their positions;
try find a win-win solution.
- struggle for leadership; infringement of the dignity or ambitions of one of the children; non-confirmation of role expectations, for example: one of the conflicting considered the other her friend, and she did not support her in a situation where she needed to be rescued”; psychological incompatibility (for example, extrovert and introvert); a primitive type of communication of one of the opponents: for him, conflict behavior is the norm, he is rude, “hurts” others, constantly provokes confrontation.
So, how should a teacher act in a situation of conflict between children?
Allocate direct and indirect methods settlement of conflicts. Direct conflict resolution methods 1. Reconciliation- on the basis of a compromise that would not infringe on the personal dignity of both parties:
- the educator in turn invites the warring to himself and asks each to state the essence and causes of the collision. At the same time, attempts to denigrate the other are suppressed, only facts are listened to, not emotions. Then the teacher makes a decision; conflicting people express their claims to each other in the class. The decision is made on the basis of the performance of the children and is announced on behalf of the group. But in this case, the group must be at a sufficiently high level of development and be able to act as a mediator in resolving the conflict.
Indirect conflict resolution methods
1. First of all, it is necessary to give the conflicting people the opportunity to speak out, to “let off steam”. The task of the teacher- do not evaluate, do not make comments, but listen carefully until all negative emotions come out and the conflicting ones are ready to accept calmly and reasonably the arguments of the teacher and each other. 2. Then the educator repeats, clarifies what was said by both parties, tries to help them determine the essence of the disagreement, formulate the problem that needs to be solved. 3. This is followed by a proposal to the conflicting ones to find a way out: “What are we going to do?” The mediator listens to the proposals of both parties, pushes them to reach a compromise or jointly solve the problem.
Pedagogical reception "Exposure of Aggression"
The teacher organizes a game or discussion during whichgives the feuding guys the opportunity to express their dislike for each other. He encouragesallows them to quarrel in his presence and does not stop them for quite a long timequarrels to give an opportunity to speak out. Pedagogical reception "Forced hearing of the opponent" The teacher encourages conflicting children to quarrel in his presence, and then stops the quarrel and gives the following instruction: “And now each of you, beforewhere to answer the opponent, he must repeat as accurately as possible his lastreplica." Thus, the mediator forces the conflicting parties to attentive service.each other, which reduces the intensity of mutual bitterness and contributes togrowth of self-criticism.Pedagogical reception "Exchange of positions"
The teacher invites the disputants to change places in which they were sitting and continue the dispute, but at the same time bring accusations against each other on behalf of the opponents.Nika. This technique encourages conflicting children to look at the quarrel through the eyes of the opponent.GAMES FOR CONFLICT PREVENTION AND RESOLUTION
Role-playing game "Court"
A role-playing game in which a "trial" is played out based on a fictional plot. For the role of the "defendant" it is necessary to elect exactly the one who causes active general discontent or is in conflict with some members of the group. But it is unacceptable to touch on the real actions of this person, it is necessary to immediately stop any attempts to clarify the relationship between the members of the group. The main tasks of the game:
- provide an opportunity for the group in a playful way to make it clear to the “defendant” that they are not satisfied with communicating with him; express, along with its negative assessments, positive ones that contribute to its justification.
The game "Improving Relationships"
The goal is to correct the relationship between two conflicting groups of teenagers. Having established a trusting relationship with a group of children who felt the conflict more acutely and suffered more from it, the teacher needs to inspire the children that they themselves can improve their relations in the classroom if they act as initiators. On behalf of these children, the class can be offered a game of “Improving Relationships”. For each group, you need to distribute colored tokens. Teenagers give away their tokens if they violate the rules of good relationships: they allow shouting, rudeness towards each other. The duration of the game is 10 days and it will enable children to realize the need to change the way they treat each other, to restrain their negative emotions, to become more tolerant and attentive to each other. Further steps in overcoming the conflict are associated with the inclusion of members of conflicting groups in joint gaming and collective creative activities by organizing mixed teams.
The game "silent mode"
In case of aggravated conflict relations that have arisen in the class, a "silence mode" is established for some time (1.5-2 hours). It is necessary that this time be saturated with joint activities. A condition is announced: the members of the group will address each other in case of emergency, and then with the help of gestures, facial expressions or notes. Violating the "regime" is fined (the imposition of additional duties or lengthening the period of silence). Game Goals: to enable children to perceive themselves and others in a new way, awakening the thirst for communication and awareness of the value of communication, changing the nature of communication between children.
"Big Talk"
It is carried out after the "silence mode". This is a form of group communication. The facilitator begins it by posing a specific question to the class and inviting those who wish to answer it. The first of these questions might be: “What was I thinking, what was I going through while the silence lasted?” It is assumed that gradually every teenager will have a need to speak out on this topic. Starting from the statements of the children, the facilitator leads the conversation, asking new questions and encouraging everyone to express their point of view. Facilitator's position: do not interrupt the speaker, even if he is, by all accounts, wrong, make sure that active participants do not "kill" restrained and easily lost children, encourage everyone to participate in the conversation, but do not demand statements , "do not pull" them. The “big talk”, if it is successful, becomes an unforgettable event, noticeably unites the group, allows organizing communication in it at a high spiritual level. Use such formulas for expressing agreement and disagreement that will not alienate the student, but will encourage interaction with you or with a peer. Consent Formulas: Yes, of course, you are right, I agree, I do not mind, I share your opinion. Undoubtedly, it goes without saying, absolutely true. Disagreement Formulas: No, it's not right, let me disagree with you, I'm afraid not, it's impossible to agree with you, in any case, I'm sorry, but I can't, I would gladly do it, but ..., I can't make a promise to you, I don’t see the need for that ... I won’t, and don’t ask.
Rules, the observance of which allows you to influencepupils without offending them and without causing feelings of resentment.
1. Start communication with praise and sincere recognition of the child's virtues. 2. Point out his mistakes not directly, but indirectly (for example, first talk about your mistakes, and then criticize the pupil). 3. Celebrate your child's every success, but don't overpraise it. 4. Ask the pupil questions instead of ordering. 5. Strive to create a good reputation for pupils, which they themselves will subsequently maintain.
Rules that allow you to persuade students to your point of view.
1. The only sure way to win an argument is to avoid it. 2. Show respect for the child's opinion. 3. If you are wrong, admit it quickly and firmly. 4. Be friendly from the start. 5. Let your student talk most of the time. 6. Stand in his position. 7. Get your child to say "yes" right away. 8. Present and dramatize your ideas correctly. 9. Touch a nerve, challenge, at the same time, take into account the socio-psychological level of development of each pupil
Introduction
Approaches to the Study of Conflict in Social Psychology
The concept and typology of conflicts
Conflict resolution methods
Conflict prevention
Conclusion
Literature
Introduction
Conflicts are the eternal companion of our life. And therefore, even the most consistent policy of humanization in enterprises and institutions and the best methods of management will not protect against the need to live in conflict conditions. Word conflict - Latin root and literally means collision . At the heart of any conflict lies a contradiction, which usually leads either to constructive (for example, to strengthening group dynamics, development of the team) or to destructive (for example, to the collapse of the team) consequences. The purpose of this work is to consider constructive ways to resolve conflicts and prevent conflicts. The set goal led to the solution of the following tasks: to consider approaches to the study of conflict in social psychology, what is conflict and the typology of conflicts, methods of conflict resolution and conflict prevention. 1. Approaches to the study of conflict in social psychology
Judging by numerous publications, the study of conflicts is conducted from the point of view of various approaches. In order to streamline the results obtained by researchers on the problem of interpersonal conflict, it is necessary to consider these approaches. There are various classifications of approaches in the literature. The classification proposed by R.L. Krichevsky and E.M. Dubovskaya is the most widely known. They identify the following approaches. Motivational. The motivational approach is based on the idea of a confrontation between incompatible intentions and goals that guide the behavior of participants in interpersonal interaction; Cognitive. Within the framework of the cognitive approach, the cognitive aspects of interpersonal conflict are studied. Its occurrence is due, according to experts, the structure of the task, the cognitive structures of the opposing sides, the degree of consistency of their strategies; Activity. In this case, the study of conflicts is based on the principles of the activity-justice approach. However, the number of works, according to the authors, performed from the standpoint of the discussed approach, is extremely small; Organizational. In this case, the organizational approach refers to various models of conflict relations in social organization, embodied in a fairly large number of empirical developments. Among the works of domestic scientists, a systematic approach also stands out. From the standpoint of this approach, conflict is understood as the interaction of complex systems with different goals and ideas about them. As the researchers write, most Western research on conflict is carried out within the framework of a motivational approach to conflict. Recently, a normative approach has also emerged. It is based on the "polygenetic theory of interpersonal relations" proposed by R.Kh. Shakurov. From the standpoint of the normative approach, social norms and normative expectations play an important role in the emergence, development and resolution of interpersonal conflicts. Interpersonal conflict, from the point of view of this approach, arises as a result of the following interrelated factors: frustration and violation of social norms of interaction in a given situation. At the same time, the process of conflict escalation, the emotions that arose in it, and the change in relationships during the conflict are determined by the action of the mechanisms of formation of interpersonal relations. In addition to the above classification, which is based on conceptual schemes from which the conflict is studied, there are classifications on other grounds. For example, approaches are divided depending on how researchers approach the causes of interpersonal conflicts. From this point of view, V.A. Fokin identifies the following approaches: Person-oriented approach - the causes of the conflict are seen in the characteristics of the personality in general or are localized in cognitive processes. Motivation-oriented approach - the so-called "objective" signs of the situation are emphasized, the specificity of which causes the emergence of a conflict. The integral approach is an attempt to overcome the one-sided way of explaining the causes of the conflict, i.e. the desire to take into account all possible factors influencing the emergence and course of the conflict. As V.A. Fokin notes, the motivation-oriented approach leads in terms of the number of explicit and implicit supporters. Another basis from which the approaches to the conflict are considered is the understanding of the essence of the conflict as a phenomenon. The classification built on this basis is proposed by T.Yu. Bazarov and B.L. Eremin. They distinguish two approaches: Proponents of the first approach describe conflict as a negative phenomenon. They divide conflicts into constructive and destructive. Most of the works within the framework of this approach give recommendations on manipulation, which is called "conflict management", "conflict management". Proponents of the second approach consider conflict to be a natural condition for the existence of interacting people, an instrument for the development of an organization, any community, although it has destructive consequences, but in general and over a long period is not as destructive as the consequences of the elimination of conflicts, their informational and social blockade. The second approach assumes the impossibility of managing the conflict and optimizing the interaction, theoretically substantiating the development of the conflict as a self-regulating mechanism. The general trend in recent years, according to Bazarov T.Yu. and B.L. Eremin, is such that most theorists and practitioners of social psychology tend to the second approach, while maintaining some orientation towards psychological manipulation, psychological mitigation of the destructive consequences of the conflict. The basic thing in this choice is that the first approach is based on subject-object communication, while the second one is based on subject-subject communication. Speaking about approaches to the study of interpersonal conflict, it is necessary to note the features of the study of conflicts by Western scientists. As a rule, conflict studies by Western scientists are carried out mainly in laboratory conditions with extensive use of mathematics, in particular, game theory. This feature immediately leads to the question of the possibility of applying the results obtained in real situations. The literature also contains criticism of the main theoretical postulates that are used in the study of conflicts by this method: First, it is the postulate of rationality, according to which the desire to maximize gains is the main determinant of individual behavior. As you know, this postulate does not always correspond to reality. It is indicative, A.I. Dontsov, T.A. Polozova write, that situations where the principle of maximizing payoffs is violated are either not considered in most studies or are recognized as deliberately inefficient. Secondly, it is the postulate of a static situation of conflict interaction: it is assumed that an individual initially possesses all the information contained in the matrix description of the situation and once and for all fixes the hierarchy of individual significance of certain actions. It is clear that in reality this principle is also often not fulfilled. Attempts to find a consistent synthesis of the results obtained are faced, according to the prominent French psychologist M. Plon, with significant difficulties: functioning of social relations, although these latter have never, in essence, been studied. . The concept and typology of conflicts
A conflict is a relationship between the subjects of social interaction, which is characterized by a confrontation for the presence of opposing motives (needs, interests, goals, ideals, beliefs) or judgments (opinions, views, assessments, etc.). Another group of concepts in the categorical apparatus of conflictology are concepts that define the main types of conflicts, their typology. The need to classify conflicts is dictated by the research interests of a deeper insight into their essence, as well as by the practical needs of the most effective regulation of their various types. Classification depends on the criteria that are taken as its basis. The most common classifications of conflicts are based on criteria such as: ) parties to conflicts, ) the nature of the needs, the infringement of which caused the conflict, ) direction of the conflict, ) time parameters of the conflict, ) the effectiveness of conflicts. Depending on the parties, the conflicts are divided into: on intrapersonal, interpersonal, between the individual and the group intergroup, international. In terms of needs, the blocking of which served as a prerequisite for the conflict, they can be divided into: material, status - role-playing, spiritual. Conflicts are divided into: horizontal, arising between business partners, work colleagues; vertical - between subordinates and superiors. Mixed in this classification are those conflicts in which both colleagues and leaders of different levels are represented. As practice shows, up to four-fifths of all conflicts in organizations belong to the conflicts of the second and third groups according to this typology. According to time parameters, conflicts are divided into: short-term fleeting, long, sometimes lasting for years and decades, which are often state, national and religious violent conflicts. And finally, according to the criterion of effectiveness, conflicts are divided into two types: constructive, normal, positive, in which the groups where they occur retain their integrity, and relations between members of the group - the nature of cooperation, cooperation; destructive, pathological, negative, when relationships between people acquire uncivilized forms, the nature of opposition, struggle, leading even to the destruction and disintegration of the organization. Therefore, the most important task of a leader at any level is to solve the problems of conflict management, to prevent their transfer. growing from a constructive to a destructive form, preventing the proliferation, generalization of the conflict. To do this, it is especially important to understand the structure, dynamics, typology of the conflict, i.e. in the entire conceptual and categorical apparatus of conflictology and, above all, in the content of its basic concept - the category of conflict. 3. Conflict resolution methods
All methods are divided into 2 groups: 1) negative, include all types of struggle, aim to achieve the victory of one side over the other. 2) positive, when using them, it is assumed that the basis of the relationship between the subjects of the conflict will be preserved. These are various types of negotiations and constructive rivalry. The distinction between negative and positive methods is conditional. These methods often complement each other. No matter how diverse the types of struggle, they have some common features, because any struggle is an action involving at least two subjects, where one of them interferes with the other. In any struggle it is necessary to be able to: a) choose the field of the decisive battle in the best possible way, b) concentrate the necessary forces in this place, c) choose the optimal moment for striking. All techniques and methods of struggle involve one or another combination of these components. The aim of the struggle is to change the conflict situation. And this is achieved in three general ways: by direct influence on the opposing subject, his means of struggle, on the situation; change in the balance of power; true or false information of the opponent about his actions and intentions; obtaining an adequate assessment of the opponent's capabilities and the situation. In various methods of struggle, these methods of influence are used in different combinations. Negotiation
- this is a joint discussion by the conflicting parties with the possible involvement of a mediator of contentious issues in order to reach an agreement. They act as a kind of continuation of the conflict and at the same time serve as a means of overcoming it. When the emphasis is on negotiations as part of the conflict, they tend to be conducted from a position of strength, with the aim of achieving a one-sided victory. Naturally, this nature of negotiations usually leads to a temporary, partial resolution of the conflict, and negotiations serve only as an addition to the struggle for victory over the enemy. If negotiations are understood as a property method of conflict resolution, then they take the form of honest, open debate, calculated on mutual concessions and mutual satisfaction of a certain part of the interests of the parties. The method of principled negotiation, or "negotiation based on certain principles", is characterized by four basic rules. "Make a distinction between the negotiators and the negotiator", "separate the person from the problem". Negotiations are conducted by people with certain character traits. Discussion of them is unacceptable, because. this introduces an emotional factor that interferes with the solution of the problem in the course of negotiations. Criticism of the personal qualities of the negotiators only exacerbates the conflict or, at least, does not contribute to the search for ways to resolve it. "Focus on interests, not positions." Opponents' positions may hide their true goals, and even more so interests. Meanwhile, conflicting positions are always based on interests. Therefore, instead of arguing about positions, one should examine the interests that determine them. Behind opposing positions, along with contradictions, are shared and acceptable interests. "Develop mutually beneficial options." Interest-based negotiation promotes the search for a mutually beneficial solution by exploring options that satisfy both parties. In this case, the dialogue becomes a discussion with an orientation - "we are against the problem", and not "I am against you." With this orientation, it is possible to use brainstorming. As a result, more than one alternative solution can be obtained. This will allow you to select the desired option that meets the interests of the parties involved in the negotiations. "Find objective criteria." Consent as the goal of negotiations should be based on such criteria that would be neutral in relation to the interests of the conflicting parties. Only then will it be fair, stable and lasting. If the criteria is not neutral with respect to any party, then the other party will feel disadvantaged, and therefore the agreement will be perceived as unfair and ultimately it will not be implemented. The fairness of the solutions worked out depends on the procedures used in the course of the negotiations for the settlement of conflicting interests. Among such procedures: elimination of disagreements by drawing lots, delegation of the right to decide to an intermediary, etc. The latter way of resolving a dispute, i.e. when a third party plays a key role, is widespread, its variations are numerous. One of the main ways to resolve conflict is communication between people. This is the most common method, including negotiation. This method is based on two rules: "do not interrupt communication", because the refusal to communicate generates and means conflict; "Do not use power games to win the struggle for power through coercion, threats, ultimatums." In D. Den's description, the named method looks like this: Step 1: Find time to talk. Step 2: Prepare conditions. Step 3: Discuss the problem. Introductory part: Express gratitude. Express optimism. Remind the cardinal rules. State the problem. Invite to talk. Task 1. Stick to the core process. Task 2. Support gestures of reconciliation. Step 4: Sign a contract (if necessary): Balanced; Behaviorally specific; In a written form. The negotiation process in a specific form - with the participation of an intermediary - mediation. This is the most versatile and successful form of dispute resolution through a third party, independent mediator. The use of positive methods of conflict resolution is embodied in the achievement of compromises or consensuses between the opposing subjects. These are forms of ending the conflict, mainly according to the "win-win", "win-win" type. Compromise means an agreement based on mutual concessions. Distinguish compromises forced and voluntary. The former are inevitably imposed by the prevailing circumstances. Or a general situation that threatens the existence of the conflicting parties. The second ones are concluded on the basis of an agreement on certain issues and correspond to some part of the interests of all interacting forces. The theoretical and methodological basis for compromises is the position of dialectics on the combination of opposites as a form of regulation and resolution of social contradictions and conflict. The social base is the commonality of certain interests, values, norms as prerequisites for the interaction of social forces and institutions. In the case of a voluntary compromise, there is a commonality of basic views, principles, norms that confront the interacting subjects of practical tasks. If the compromise is coercive, then it may consist of: a) mutual concession on certain issues in the name of ensuring a balance of private interests and goals; b) in uniting the efforts of all the conflicting parties to resolve some of the fundamental issues related to their survival. The technology of compromises is quite complex, unique in many respects, but still there is something repetitive in its structure. These are some ways of harmonizing interests and positions: consultation, dialogue, discussion, partnership and cooperation. Their use makes it possible to identify common values, to discover the coincidence of views on certain issues, helps to reveal positions on which the conflicting parties need to make concessions, to develop a mutually acceptable agreement on the "rules of the game", or otherwise, the norms and methods of further actions in order to appropriate balance of interests and thereby resolve the conflict. Consensus is a form of expressing agreement with the arguments of the opponent in a dispute. Consensus becomes the principle of interaction between opposing forces in systems based on democratic principles. Therefore, the degree of consensus is an indicator of the development of public democracy. The technology of reaching consensus is more complicated than the technology of compromises. The essential elements of this technology are: a) analysis of the spectrum of social interests and organizations expressing them; b) clarification of the fields of identity and difference, objective coincidence and contradiction of priority values and goals of the acting forces; substantiation of common values and priority goals on the basis of which agreement is possible; c) the systematic activity of the institutions of power of socio-political organizations in order to ensure public agreement on the norms, mechanisms and ways of regulating public relations and achieving those goals that are recognized as generally significant. 4. Conflict prevention
Destructive conflict, like a disease, is easier to prevent or treat when it occurs. The early stage of dealing with the conflict is its prevention, which involves preventing the appearance of the causes of the conflict. Prevention of conflicts in the organization is achieved through a clear organization of work; healthy moral and psychological climate in the team; professionally and socially competent leadership; satisfaction of staff with their stay in the organization; people's confidence in the future, stable employment, etc. In other words, the prevention of conflict involves preventing the occurrence in the team of all the previously considered and some of its other causes. Conflict prevention, as well as its prevention in general, is served by such measures as: proper selection and placement of personnel; continuous improvement of wages in accordance with the changing situation; the rhythm of work, attention to the working conditions and life of workers; improving the methods of managing the organization, taking into account the changing situation; timely provision of resources, their rational and fair distribution; compliance with the rights and obligations of employees, especially managers, strict control over respect for rights and fulfillment of duties, maintaining high labor discipline; clear distribution of production tasks, powers and responsibilities; formation of favorable interpersonal relationships; strengthening the collective norms of self-regulation of the behavior of employees, team building; paying special attention to rumors, gossip, petty quarrels, which are usually indicators of unloaded workers and create fertile ground for conflicts; Ensuring uniform workload for all employees. Conflict prevention in an organization is carried out by three main actors, subjects: senior management, which determines the general position of this unit in the system of an enterprise or institution; the head of the unit, who outlines the general line of dealing with conflicts and manages them, and the labor collective, who is able to perform educational and regulatory functions, unite people, form in them a sense of group identity, relations of cooperation and mutual assistance, and be the most authoritative arbiter in the event of a conflict. Despite the importance of all subjects of conflict management, the leading role in dealing with conflicts is played by the immediate supervisor of the unit in which the conflict is brewing or is already developing. To effectively prevent and resolve conflicts, the manager is required to: the ability to analyze the social situation and its conflictological diagnosis; knowledge of the psychology of people and the patterns of their behavior; own restraint, impartiality and consistency in relation to opponents; the ability to conduct individual conversations and negotiations on a principled, business-like basis; sufficient power and authority. Under normal conditions of the existence of an organization, with the coherence of the actions of the top management, a specific leader and the team, it is in principle possible to exclude conflicts with a negative, destructive orientation from its life. However, it is not always possible to prevent conflicts. In addition, most often this happens and is not advisable. In the event of a conflict, it is important to ensure that the process of its deployment and resolution is managed. Conclusion
Although relationships with other people should promote peace and harmony, conflicts are inevitable. Every sane person should have the ability to effectively resolve disputes and disagreements so that the fabric of social life is not torn with every conflict, but, on the contrary, is strengthened due to the growth of the ability to find and develop common interests. To resolve conflict, it is important to have different approaches at your disposal, be able to use them flexibly, go beyond the usual patterns and be sensitive to opportunities and act and think in new ways. At the same time, conflict can be used as a source of life experience, self-education and self-learning. Conflicts can be great learning material if you take the time to remember what led up to the conflict and what happened in the conflict situation later on. Then you can learn more about yourself, about the people involved in the conflict, or about the surrounding circumstances that contributed to the conflict. This knowledge will help you make the right decision in the future and avoid conflict. social conflict warning Literature
1.Kolominsky Ya.L. Psychology. - Mn., 1993. 2.Vilyunas V.K. Psychology of emotional phenomena. - M., 1973. 3.Izard K.E. Human emotions. - M., 1980. 4.Jung K.G. Problems of the soul of our time. - M., 1996. 5.Anikeeva N.P. Psychological climate in the team. - M., 1989. 6.Andreeva G.M. Social Psychology. - M., 1998. 7.Sieger W. Lang L. Lead without conflict. - M., 1990. 8.Scott J. The power of the mind. Conflict resolution methods. - St. Petersburg, 1993. 9.Fair M. Everyone Can Win. - M., 1992. 10.Sheinov V.P. Conflicts in our life and their solution. - Mn., 1996.
Conflicts, causes of conflicts, types of conflicts, ways to resolve conflicts
Conflict- this is the disagreement of the parties or the conscious behavior of one side in conflict with the other side. Conflicts are designed to help meet people's needs. In a conflict situation, each of the parties seeks to achieve its goal, solve its problems, approve and accept its point of view. In practice, this is often done by infringing on the interests of opponents and eliminating the positions of opponents. Conflict is the highest stage in the development of contradictions, it is the lack of agreement between two or more parties, which may be specific individuals or groups.
Reasons for conflicts:
- Resource allocation . R-s are always limited and the management must decide how to distribute them among the various groups in order to achieve the goals of the organization in the most efficient way. To allocate a larger share of resources to any one leader, subordinate, or group means that others will receive a smaller share of the total.
- Task Interdependence . The possibility of conflict exists wherever one person or group is dependent on another person or group for a task. Since all organizations are systems of interconnected elements, if one department or person does not work adequately, the interdependence of tasks can become a cause of conflict.
- Differences in purpose. Specialized units formulate their own goals and may pay more attention to their achievement than the goals of the entire organization.
- Differences in perceptions and values . The idea of a situation depends on the desire to achieve a certain goal. Instead of assessing a situation objectively, people may consider only those views, alternatives, and aspects of the situation that they believe are favorable to their group and personal needs.
- Differences in behavior and life experiences . Differences in life experience, values, education, seniority, age and social characteristics reduce the degree of mutual understanding and cooperation between representatives of different departments.
- Poor communications . Poor communication is both a cause and a consequence of conflict. It can act as a catalyst for conflict, making it difficult for individuals or groups to understand the situation or the perspectives of others.
Types of conflicts
1. intrapersonal conflict . It can take various forms
o role conflict, when conflicting demands are made to one person about what the result of his work should be
o production requirements are not consistent with personal needs, interests, values,
o response to work overload or underload.
2. interpersonal conflict . The most common and manifests itself in different ways:
o management struggles to limit resources, capital or labor, time to use equipment, or project approval. This group includes the well-known conflicts between two candidates for promotion in the presence of one vacancy,
o clash of personalities. People with different personality traits, attitudes and values are sometimes just not able to get along with each other.
3. Conflict between the individual and the group .
o if the expectations of the group are in conflict with the expectations of the individual,
o The leader may be forced to take disciplinary actions that may be unpopular in the eyes of subordinates.
4. Intergroup conflict theory .
o In organizations, there may be conflicts between formal and informal groups. Informal groups that believe that the leader is treating them unfairly can rally more strongly and try to "pay off" with him by a decrease in productivity or a conflict between the trade union and the administration.
1. Structural conflict resolution methods:
Job Requirements Explained - this is one of the best management methods that prevents dysfunctional conflict theory. It is necessary to clarify what results are expected from each employee and unit. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authorities and responsibilities, as well as clearly defined policies, procedures and rules, should be mentioned here. Moreover, the leader clarifies these issues not for himself, but conveys them to his subordinates so that they understand what is expected of them in a given situation.
Coordination and integration mechanisms - This is one of the most common mechanisms - a chain of commands. Establishing a hierarchy of authority streamlines the interaction of people, decision-making and information flows within the organization. If two or more subordinates have disagreements on any issue, the conflict can be avoided by contacting the common boss, inviting him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows whose decisions he must carry out.
Corporate Comprehensive Goals - the effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea behind this methodology is to direct the efforts of all participants towards a common goal.
Structure of the reward system Rewards can be used as a method of conflict management by influencing people to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide complex goals, help other groups in the organization and try to approach the solution of the problem in a complex way, should be rewarded with gratitude, bonus, recognition or promotion. It is equally important that the reward system does not encourage non-constructive behavior of individuals or groups. The systematic, coordinated use of a reward system to reward those who contribute to the implementation corporate goals, helps people understand how they should act in a conflict situation so that it is in line with the wishes of the leadership.
2. Interpersonal conflict resolution styles:
Evasion - this style implies that a person is trying to get away from the conflict. His position is not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues fraught with disagreements. Then you don't have to get into an excited state, even if you are trying to solve the problem.
Smoothing - with this style, a person is convinced that one should not be angry, because "we are all one happy team, and we should not rock the boat." Such a "slicker" tries not to let out signs of conflict, appealing to the need for solidarity. But at the same time, you can forget about the problem underlying the conflict. As a result, peace and quiet may come, but the problem will remain, which will eventually lead to an "explosion".
Compulsion - within the framework of this style, attempts to force people to accept their point of view at any cost prevail. The one who tries to do this is not interested in the opinions of others, usually behaves aggressively, uses power by coercion to influence others. This style can be effective where the leader has a lot of power over subordinates, but it can suppress the initiative of subordinates, creating a greater likelihood that the wrong decision will be made, since only one point of view is presented. It can cause resentment, especially among younger and more educated staff.
Compromise - this style is characterized by taking the point of view of the other side, but only to some extent. The ability to compromise is highly valued in managerial situations, as it minimizes ill will, which often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, using compromise early on in a conflict over an important issue can shorten the time it takes to find alternatives.
Solution . This style is an acknowledgment of differences of opinion and a willingness to get acquainted with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style is not trying to achieve his goal at the expense of others, but rather looking for the best solution. This style is the most effective in solving organizational problems. Suggestions for using this style of conflict resolution: define the problem in terms of goals, not solutions; once the problem is identified, determine solutions acceptable to all parties; focus on the problem, not on the personal qualities of the other party; create an atmosphere of trust by increasing mutual influence and information exchange; during communication, create a positive attitude towards each other, showing sympathy and listening to the opinion of the other side.
| In the process of labor and social activities, the teacher interacts with other participants in school life. At the same time, conflicts are inevitable. But what remains after the conflict situation largely depends on the teacher. A universal recipe for a constructive solution to the conflict, the aftertaste of which will be the satisfaction of all parties and the acquisition of valuable life skills in society, is considered in this article. |
| The influence of genetic factors on the emergence of conflict situations in adolescence Psychology in parables and examples How to talk with inadequate parents of students and prevent their aggression Yandex.Direct In the course of his professional activity, the teacher, in addition to his immediate duties related to the education and upbringing of the younger generation, has to communicate with colleagues, students, and their parents. It is hardly possible to do without conflict situations in daily interaction. And is it necessary? After all, having correctly resolved a tense moment, it is easy to achieve good constructive results, bring people together, help them understand each other, and make progress in educational aspects. |
Definition of conflict. Destructive and constructive ways to resolve conflict situations
What is conflict? The definitions of this concept can be divided into two groups. In the public mind, conflict is most often a synonym for hostile, negative confrontation between people due to the incompatibility of interests, norms of behavior, and goals.
But there is another understanding of the conflict as an absolutely natural phenomenon in the life of society, which does not necessarily lead to negative consequences. On the contrary, when choosing the right channel for its flow, it is an important component of the development of society.
Depending on the results of conflict resolution, they can be designated as destructive or constructive. Bottom line destructive collision is the dissatisfaction of one or both parties with the result of the collision, the destruction of relations, resentment, misunderstanding.
Constructive is a conflict, the solution of which became useful for the parties who took part in it, if they built, acquired something valuable for themselves in it, were satisfied with its result.
Introduction.
The theme of the master's thesis is "Conflict situations and ways to solve them
(based on the activities of student public organizations of RUDN University) "I
I've been doing it for about four years. Over the years of work in this system has been accumulated
great practical and theoretical material on which I will rely
In that work.
The relevance of this topic, both theoretical and practical, is very
great. Currently, there is a certain lack of theoretical
research in the sociology of conflict. With a large number
publications devoted to specific applied aspects of conflictology,
there are practically no works that would analyze the underlying causes
conflicts and their impact on the life of society as a whole and the individual and in particular.
At the same time, the issue of conflict is purely applied in nature. She is
is in great demand in solving very specific situations, in
where there is a conflict of interest between two or more parties.
To find the optimal solution, you need to have knowledge of how
such conflicts develop. Clash of points of view, opinions,
positions are a very frequent occurrence in industrial and social life. To
develop the right line of conduct in various conflict situations, very
it is useful to know what conflicts are and how people come to terms. Knowledge
conflicts increases the culture of communication and makes a person's life not only
calmer, but also more stable psychologically.
From a practical point of view, the relevance of the work is no less significant.
At present, managers at many levels lack the elementary
conflictological culture, there is not enough knowledge about conflicts, about the ways of their
peaceful solution. Many managers prefer to solve emerging
conflict situations by force, without even realizing that there is
peaceful and constructive methods of resolving their conflict, leading to a situation
"win-win". In addition, processes are currently underway
reform and liberalization of higher education, active inclusion of students
in the process of managing a higher education institution, in the decision-making process
in a higher education institution. General Course of Higher Education Reform
aimed at delegating part of the authority from the administration
institutions of higher education to student public organizations of universities.
The administrations are ready to take this step, and the student government
willing to accept some responsibility for their own learning and
education at the university.
However, the question arises whether student self-government bodies will be able to
cope with the task? Are they formed as a whole
a structure capable of partnership with the university administration or not? AT
currently the process of formation of student public organizations
largely depends on specific individuals who create student
self-management from scratch. Now there is a rebirth and
the formation of organizations that were created in the Soviet educational and
ideological system and destroyed in perestroika and post-perestroika
period. Naturally, this process cannot be painless. At
formation of new structures, while delegating power and
material resources, conflict situations are inevitable. How justified
conflict situations and whether they are always necessary, I am trying to consider in
his work.
The purpose of this work is to analyze typical conflict situations,
arising in the course of activity of student public organizations and
on the basis of the considered theoretical provisions of modern sociology
permission.
The tasks of this work are the following:
Identify specific features, factors, causes and types of conflict
situations in modern public organizations (based on literary
sources);
Define conflict management strategies and steps in the management process
conflict during various conflict situations;
resolution of conflict situations;
Identify constructive opportunities for negotiation and mediation as
the most effective ways to manage conflict;
Conduct an analysis of typical conflict situations in student communities
RUDN organizations and on this basis develop methodological recommendations
on the regulation and resolution of similar conflict situations.
In this work, we used the methods of document analysis and interviews with
participants in conflicts. However, the specifics of the object of study imposed
a number of restrictions on the use of these methods. Pointing out immediately that the subject
of this work are conflict situations that arise in the process
functioning of student public organizations of the university, it is impossible
not to mention that the object of research is directly student
public organizations of the university - has a very vague
structure. Often, during the functioning of student public
organizations such an important attribute of any organization as documents,
It is produced in very limited quantities and is practically not stored.
The reasons for this lie in the lack of a material base (the necessary
office equipment) and the absence of working premises where they could be stored
the documents. In addition, the amorphous structure of the object of study is often
is manifested in the fact that, apart from the leader of the student organization, it is impossible
to single out its other participants, tk. the state is not documented, but
staff turnover is very high. These factors determined the choice of methods: analysis
official and unofficial documents, interview method, group method
discussions. At the same time, it should be noted that it is precisely in the development of problems
conflicts, agile methods are especially important. Surveys of a statistical nature
here they will not give great results, another thing is the study of the mentality
opposing sides through interviews, including sometimes repeated
contacting the respondent. Adequate analysis of the conflict situation
involves a thorough clarification of the circumstances of the maturation of the conflict.
The logic of the work determined its structure. The work is divided into four chapters.
The first chapter analyzes conflict situations in modern
organizations, the structure of organizations, role models and
communication in organizations. The types of conflicts in organizations are determined,
the reasons for their occurrence. The second chapter addresses the issue
conflict management in organizations are given
characteristics of the stages of the management process, methods of resolution
conflicts. Strategies of the leader's behavior in conflict are described. AT
the third chapter discusses negotiation and mediation as methods
resolution of conflict situations. The key concepts of the theory are given.
negotiations, types and structure of negotiations, conditions for successful completion
negotiation process. The fourth chapter consists of practical material,
university organizations. Typical specific conflict situations are considered.
an overview of typical conflict situations that arise in the process
functioning of student public organizations in PFUR.
Chapter first. Conflict situations in modern organizations.
1. Structure, distribution of roles and communication in organizations.
Since almost the entire labor process takes place in organizations,
then they can be considered as the most important element of external influence on
work behaviour. In most cases, people join forces and
organized to achieve any physical, personal or economic
benefits. People organize under the influence of the belief that it is
the best way to achieve their goals. Organization is a system
coordinated behavior. Rules, regulations, standard procedures and
etc., these are just mechanisms of coordinated behavior. Also important
is the fact that people in the process of joining an organization donate
part of their freedom and do so with the aim of achieving personal and
organizational goals.
Organizations are formed to achieve their goals. AT
Indeed, there are many such purposes. At the same time, the organization
strives to achieve not only its formalized goals, but also personal
the goals of its members, the latter being given no less importance,
than the first. If the organization were unable to meet the goals
its members, it would quickly lose them. In addition to the fact that the goals
organizations encourage people members to join and stay in it, they
perform two other functions. First, they serve to control
behavior and stimulation of labor efforts. Second, they serve as a benchmark
measurements. When goals are not achieved, organizational performance
is being questioned.
The management of an organization involves the coordination of human and
material resources to achieve the formal goals of the organization.
Responsibility for coordinating, regulating, integrating various
activities to effectively and timely achieve
set goals falls on people called managers.
Organizational structure is the sum of the methods by which
the organization divides its work process into separate tasks and, then,
seeks coordination between these tasks. No couple
organizations does not have the same structure, but each organization has
some kind of structure. Consider the elements of this structure.
horizontal differentiation. Horizontal differentiation refers
to the way in which the various tasks performed in an organization
separated and grouped into separate units. There are various types
horizontal differentiation: according to the work performed, according to the
product, consumer group and location. In real
most organizations are divided based on several criteria, then
is, for example, first on the basis of the product, and then on the basis of
location. This differentiation can lead to conflict
interests, since groups formed on the basis of various
criteria serve different purposes.
vertical differentiation. In addition to horizontal
differentiation, organizations are also divided vertically. vertical
differentiation is determined by the number of levels of authority in an organization. it
There is a degree of separation of managerial specialties. In general, with growth
organization, more and more hierarchical levels appear in it. The more
people are part of the organization, the more effort is required to coordinate their
behavior. However, even with an equal numerical size of organizations, they sometimes have
different number of hierarchical levels. At the same time, those organizations
which there are more hierarchical levels are called "long" organizations,
and those in which there are fewer hierarchical levels are called "flat"
organizations. The degree of vertical differentiation of an organization has
significant impact on the job satisfaction of the members of the organization. For example,
top managers in long organizations are more satisfied with their work,
than in "flat". Conversely, those who occupy the lowest positions in the "flat"
organizations are more job-satisfied than their long-term counterparts
organizations.
In most organizations, management activities are subordinated to
strict hierarchical structure, so that each manager has only
one chief. This is called the "scalar chain of command".
Those organizations that deviate from this rule have what is called
"matrix structure". In a matrix structure, an organization simultaneously
divided on the basis of two different criteria, and each manager has two
chiefs. Matrix structures are used to combine benefits
each elementary structure that enters them. However, they are unusual
difficult to manage. The breadth of control is determined by the number
subordinates from one boss, and also depends on the degree of vertical
differentiation in the organization. It decreases significantly as you advance.
up the hierarchical ladder. Lower-level managers may have
twenty to thirty subordinates, while the top managers have four
Six. The breadth of control affects the behavior of members of the organization in two ways.
different ways. If the boss has too many subordinates, then
the level of control decreases and the return decreases. But if the boss has too
few subordinates, this also leads to reduced returns.
The smaller the group of people that makes fundamental decisions
about the activities of the organization, the higher the level of centralization in it. If
decision-making powers are delegated to lower hierarchical levels,
then the organization is decentralized. The degree of centralization affects
job satisfaction is the same as the degree of "length" of the organization.
Understanding roles gives us the opportunity to learn about how people perceive
what they should do in a particular situation. Role is a set
expected behavioral attitudes of the subject who has this position.
These expectations depend primarily on the position occupied by the individual, and not
on his personal characteristics, and will be the same for all individuals,
occupying this position. At the same time, each person can play (and, as
usually plays) several roles at the same time. Roles at work, in the family, in
society of friends, they are all different from one another. We will concentrate
our focus is on job roles, that is, roles that are directly related to
behavior at work. These roles share several characteristics. In-
first, the job roles are independent, they are performed by everyone who occupies
specific social position. Secondly, they are directly related to
work behavior associated with the task. The role of the worker in
organization is a set of expected behavioral stereotypes associated with
performing specific work. Third, job roles can be difficult
compatible with each other. The problem lies in determining who
determines what is expected of whom. What is the scope of our role, what about it
what others think and what it really is can vary considerably.
This makes it difficult to define what a "real" role is. Finally, roles
learn quickly and can have a significant impact on both social
positions and labor behavior of workers. Much of what we
what we think and do is determined by our roles.
Roles also help us understand the problems that
organization is facing. Role conflict occurs when two or more
expectations are incompatible. There are four different types
role conflict. They differ in terms of origin.
incompatible expectations. The first type is known as intra-role conflict and
occurs when the same role set member gives two or more
incompatible tasks. The second type of conflict is called inter-role conflict.
intrapersonal conflict. It appears when two or more roles
performed by an individual contain incompatible requirements. Another type
conflict is called inter-role conflict. It occurs when two
or more subjects of social relations have incompatible expectations.
There is also a personality-role conflict. It's related to the situation
when the personal positions of the performer of the role are incompatible with his
role requirements. Note that the high level of role conflicts
leads not only to a lower degree of employee satisfaction with their
work, but also to lower productivity and higher employee turnover.
Role ambiguity simply means that the role performer is not
knows exactly what is required of him. In this case, the role performer can
either not knowing the goals to be achieved, or the ways to achieve
these goals. The roots of role ambiguity should be sought in the role set,
when the expectations formed by this set are not clear enough (whereas in
in the event of a role conflict, they are clear but incompatible).
Recognizing the negative impact of both role conflict and
role ambiguity, it is necessary to ask the question, what is the problem
is more serious. The answer depends on the position
role performer. Role conflict is a more serious problem in
lower levels, while role uncertainty is at higher levels. role-playing
overload occurs when the expectations and requirements of a role exceed
ability of its performer. As a rule, the reason for this situation is also
is the uncertainty. Problems caused by role conflict
uncertainty and reset are extremely serious and their impact on
people and organizations is huge. To get rid of them, use
One of the causes of conflict situations in organizations
is inadequate perception of information. About 80 percent
A person's working time is spent interacting with other people.
About 50 percent of all transmitted information is perceived incorrectly.
In this case, three different situations are possible: the information sent by A,
never reaches B; information is distorted by the sender or the person
transmitting it; the recipient misunderstands what is given to him.
One of the factors that can complicate the interaction process is
the large size and complexity of the organization, where messages can
there will be huge obstacles (lost mail, discarded
telephone messages). Part of this problem is that in the process
horizontal differentiation and growth of the organization of its unit all
more isolated from each other, engaging in more and more specific
work, this isolation takes the form of a territorial division, so
that they end up in different buildings, cities, and sometimes countries. So
Thus, the possibility of personal communication disappears and other channels are narrowed.
interactions.
Communication problems are also closely related to the number of
hierarchical levels in the organization. As already mentioned, when transferring
information through the levels, at each of them it is subject to revision and
corrections. In this case, various kinds of distortions can occur, when,
for example, important information is considered unimportant and discarded. Note
that "filtering" of information occurs both on the way up the levels, and
on the way down, while filtering can be either intentional or
unintentional. Unintentional filtering occurs when pieces
information is destroyed without the knowledge of the person who transmits this information.
Intentional filtering, in contrast, occurs with full awareness
transmitting.
Even when the information sent by A successfully reaches B, it remains
the possibility that this information is distorted. This distortion may be
caused not only by the filtering of the people transmitting it, but also by the sender himself.
There are two reasons for this. First, we imagine the world more
immovable and concrete, which he really is. Therefore, when
transmission of information, we sometimes exaggerate the importance of specific factors and
downplay the importance of random. This process is called absorption.
uncertainty. The second reason for the distortion of information is the desire
people to present themselves in the most favorable light, especially when transmitting
information up, for example, when a person suspects that the real
information is not as good as it should be.
The recipient of information can also serve as a source of distortion in that
sense that he may misinterpret the meaning of the message.
One of the reasons for this may be language. In the process of horizontal and
vertical differentiation people located in different divisions
begin to speak in completely different languages. Second reason
misperception of the message can serve as selective perception,
when we are looking for what we are configured for in the received message. Human
hears what he wants to hear and skips the rest. One more
expectation can be the cause of misperception. According to various
reasons we might expect to hear certain types of messages. Another
the phenomenon is the perceived reliability of the sender. If the recipient of the information
does not consider the sender a source of sufficiently reliable information, he
may underestimate the importance of his message. The same problem occurs when
the sender is taken too seriously. Misperception can
arise simply due to information overload, when a person receives
so many messages that it ceases to give them all more
meaning.
There are a number of funds both on the individual and
organizational level to help overcome these challenges. On the
at the individual level, use language that is clear, concise and
most applicable to the subject of the message. It is also necessary
establish trust. The message must not only be understood, but also
received. The use of stamps and unnecessary
classifications, as much factual information as possible should be reported.
Finally, feedback must be actively sought in order to
ensure that the information is correctly interpreted.
Much can be done at the organizational level as well. For example, this
may be the establishment of feedback channels by the organization, or the implementation
computer technology of data transmission. The organization can also train
their employees to the art of communication. Workouts may include
various types of role-playing games and serve to improve the ability to speak,
write or listen, and most importantly - understand someone else's point of view. And although such
workouts are not always very effective, they often help.
2. The main causes of social conflicts in organizations.
List all possible causes of conflict in
organizations is not possible. The main ones are
limited resources to share, interdependence of tasks,
differences in goals, differences in values presented, differences in manner
behavior, educational attainment, as well as poor communication,
job imbalance, lack of motivation, etc.
Organizations resources are always limited. Management must decide how
allocate materials, information, human resources and finances among different
groups in order to achieve the goals of the organization in the most efficient way.
Differences in purpose. Specialized divisions of the organization and even
subgroups form their goals, are responsible for their achievement,
get paid for the end result. Therefore, divisions and workers
groups may pay more attention to achieving them than to the goals of the whole
organizations. The reason for the conflict is usually the fact that
that no functions, no means, no duties, no power, no responsibility
are not clearly distributed among departments and workplaces. Differences in
values is also a very common cause of conflict. Instead of,
in order to objectively assess the situation, people focus on those views
alternatives and aspects of the situation that, in their opinion, are favorable for
group and personal needs. Bad communication is like
cause and effect of conflict. She can act as a catalyst
conflict, making it difficult for individuals or groups to understand the situation or points
the sight of others. Common communication problems that cause
conflict - ambiguous quality criteria, inability to accurately determine
job responsibilities and functions of all employees and departments, as well as
presentation of mutually exclusive requirements for work.
Poor communication is also a consequence of conflict. Yes, between
its participants reduce the level of communications, begin to form
misconceptions about each other, hostile relations develop - all
this leads to an intensification and continuation of the conflict. If the majority
employees feel that the style and methods of management do not meet
practical needs, this may lead to
conflict situation. Dissatisfaction with the level of business or
managerial competence of the leader has a great demotivating
potential. Obviously, it is important to know what the staff expects from their
leaders, and draw appropriate conclusions from this. If it is possible to achieve
coincidence of consumers of individuals with the needs of the organization, obviously,
that staff will go to great lengths to meet those needs,
which no coercion will provide.
Speaking about the sequence of technological actions in the conditions
conflict, it is necessary, first of all, to indicate the need for its
institutionalization, that is, the establishment of norms and rules for conflict resolution.
Their effectiveness is directly dependent on the degree of legitimacy
institutional procedure, that is, from the voluntary readiness of the majority
members of conflicting groups to comply with these rules and regulations. Must
be realized and the structuring of conflicting groups, which presupposes
creation of conditions for the manifestation and organizational consolidation of collective
subjects - carriers of interests available in society.
The relationship of the conflicting parties includes such stages as
information confrontation (measurement of one's own potential in
compared with the capabilities of the opponent) and energy confrontation
(immediate action). With more complete information, the main task
conflict is resolved with minimal energy costs. The better
information, the smaller part of the energy is allocated for counteraction and the
large - to solve the main problem. Hence the purpose of the information
confrontation - to diagnose one's own position, as well as the position
enemy and, depending on this, choose adequate methods of behavior.
R. L. Krichevsky indicates three groups of causes of conflict relations:
due to the labor process, psychological characteristics
human relationships, personal identity of group members. Conflicts are distinguished by their significance for the organization, as well as the way
their permissions. There are constructive and destructive conflicts. For
constructive conflicts are characterized by disagreements that affect
fundamental aspects, problems of the life of the organization and its members
and the resolution of which brings the organization to a new higher and
effective level of development. Destructive conflicts lead to
negative, often destructive actions, which sometimes develop into
squabbles and other negative phenomena, which leads to a sharp decrease
performance of a group or organization.
3. Types of conflicts in organizations and their functional and
dysfunctional consequences.
The source of the aggravation of conflicts between large groups is
accumulation of dissatisfaction with the existing state of affairs, an increase
claims, a radical change in self-consciousness and social well-being.
As a rule, at first the process of accumulating dissatisfaction is slow and
implicitly, until some event occurs that plays the role of its own
kind of trigger that brings this feeling out
dissatisfaction. Dissatisfaction, acquiring an open form,
stimulates the emergence of a social movement, during which
leaders, programs and slogans are being worked out, the ideology of defense is being formed
interests. At this stage, the conflict becomes open and irreversible. He
or turns into an independent and permanent component of public
life, either ends with the victory of the initiating party, or is decided on
basis of mutual concessions of the parties.
As part of the socio-conflictological analysis, it is interesting to consider
interrelations of people within the framework of their relations in the production team. In-
First, it is the relationship of a functional nature, determined by the joint
labor activity. These relationships are both direct and
and indirect nature. Secondly, these are the relationships arising from
belonging of workers to the same production team. Thirdly,
These are interconnections of a psychological nature, caused by the needs of people in
communication. Based on these relationships, which normally should have
agreed character, the following main types of conflicts are identified,
disrupting the successful implementation of the relevant communication:
Conflicts, which are reactions to obstacles to achieving
the main goals of labor activity;
Conflicts that arise as a reaction to obstacles to achieving personal goals
employees in the framework of their joint labor activity;
Conflicts arising from the perception of the behavior of team members as
inconsistent with accepted social norms of joint labor
activities;
Purely personal conflicts between employees due to incompatibility
individual psychological characteristics - sharp differences
needs, interests, value orientations, the level of culture in general.
In the real activities of teams, conflicts are more common,
which are combinations of several of the above types.
In terms of direction, conflicts are divided into horizontal (in which there is no
involved persons who are subordinate to each other), vertical (in
which involve persons who are subordinate to one another) and
mixed (represented by both "vertical" and "horizontal"
components). Conflicts that have a "vertical" character are most
undesirable for the leader, since his actions are considered by all
employees through the prism of this conflict. And even in the case of complete
objectivity of the leader in any of his steps will be seen by the intrigues of
towards his opponents. And since subordinates often lack
information or competence in order to competently assess
actions of the leadership, the misunderstanding is usually compensated by speculation.
The most common conflicts are vertical and mixed. They are on average
make up 70-80% of all the rest.
According to their importance for the organization, conflicts are divided into constructive and
destructive. Constructive conflict occurs when opponents do not
go beyond ethical standards, business relationships and reasonable arguments.
The reasons are usually deficiencies in the organization of activities and
management. The resolution of such a conflict leads to the development of relations between
people and group development. The consequences of this conflict are
functional and lead to an increase in the efficiency of the organization.
A destructive conflict occurs when one of the parties is rigidly
insists on its position and does not want to take into account the interests of the other side
or the entire organization as a whole, or when one of the opponents resorts to
morally condemned methods of struggle, seeks to psychologically suppress
partner. The consequences of such conflict are dysfunctional and
lead to a decrease in personal satisfaction, group cooperation and
organization efficiency.
Intrapersonal conflict is expressed in the form of a struggle of motives within
person accompanied by emotional tension. One of the most
common forms - role conflict: when to one person
There are conflicting demands about what should be
the result of his work. Intrapersonal conflict arises as a result of
the fact that the requirements are not consistent with personal values, and is also
response to work overload or underload. The latter is associated with low
degree of job satisfaction.
Interpersonal conflict, the most common, occurs where
different schools, behaviors collide, they can be nourished by a desire
get something that is not backed by the appropriate capabilities. AT
organizations, interpersonal conflict is most often the struggle of the leader for
limited resources, capital or labor, time of use
equipment or project approval; this struggle for power, privileges; this is
clash of different points of view in solving problems, different
priorities.
Conflict between an individual and a group may arise if the individual
take a position different from that of the group. In the process of functioning
groups develop group norms, standard rules of behavior,
adhered to by its members, but in an organization people interact
directly with each other, not only as functionaries of the organization.
Relationships arise that are not regulated by any instructions. Compliance
group norms ensures the acceptance or non-acceptance of the individual by the group.
Intergroup conflict often arises due to a lack of clear agreement
functions and work schedules between departments. The reason may also be
lack of resources: materials, information, new equipment, time, etc.
e. Intergroup conflicts also arise between informal groups in
organizations.
Conflict promotes development and change in an organization because
discover flaws in the organization, reveal contradictions. Conflict contributes
Most people consider conflict to be a purely negative phenomenon, which leads only to quarrels, contradictions and destruction. However, this is an erroneous opinion. In addition to the destructive ones, there are also constructive conflicts that lead to the resolution of many hidden problems.
Definition of concepts
The conflict is a certain contradiction or confrontation that arises due to the incompatibility of the interests of the parties. It can occur between individuals or their groups in the process of life.
In accordance with the nature of the consequences, psychologists distinguish between destructive and constructive conflicts. In the first case, there will be nothing but quarrels, negativity and strained relationships. Sometimes destructive conflicts can turn into physical violence. Often they arise on the basis of bias, the desire to extract benefits.
Constructive conflicts have absolutely opposite meaning. They contribute to the resolution of obvious and hidden problems, the removal of tension in the team, and the strengthening of friendly relations. When it comes to enterprises, managers sometimes deliberately provoke conflicts in order to defuse the tense situation.
Constructive and Destructive Conflict - Evaluation Difficulties
It is worth noting that the confrontation between individuals or their groups is rather difficult to assess. It is not always possible to determine the variety due to the following objective factors:
- There are no clear criteria according to which constructive and destructive conflict are distinguished. Most often, this can only be done after the end of the confrontation, when the consequences can be assessed (and even then the answer may not be unambiguous).
- Most conflicts, regardless of the environment in which they arise, are characterized by both constructive and destructive functions at the same time.
- The characteristics of the confrontation can vary significantly depending on what stage it is at. A constructive conflict can become such only after an acute phase or, conversely, it can move into the area of destruction.
- When evaluating a conflict, it is always worth considering the subjective side. So, one side may consider it constructive, while for the other it will be destructive. In addition, it is important to take into account the interest of third parties that may initiate the confrontation.
Constructive functions of social conflict
Despite the general negative connotation of such a phenomenon as conflict, it performs a number of positive functions. Thus, the constructive side of the conflicts is as follows:
- conflict allows you to identify contradictions and problems at the very moment when they have reached the stage of maturity and need to be eliminated immediately;
- can act as a mechanism for relieving tension in society and resolving a situation that is a source of stress;
- in the process of finding ways out of the conflict, individuals can integrate, showing mutual assistance and mutual understanding;
- as a result of resolving the dispute and eliminating its source, the social system becomes more stable;
- A timely conflict can warn against more serious clashes and contradictions.
Thus, it is impossible to unambiguously speak about the negative nature of the conflict. Constructive social conflict is aimed not at aggravating, but at resolving problems.
Constructive functions of interpersonal conflict
Constructive interpersonal conflict performs the following positive functions:
- allows you to discover the true character traits of the opponent, as well as to reveal the true motives of his behavior;
- conflict situations contribute to the strengthening of character and the formation of personality;
- contributes to the adaptation of the individual in society, its self-realization and self-affirmation.
Destructive functions of conflict
Conflicts are characterized by the following destructive functions:
- in view of the fact that the confrontation can go from verbal to physical, there is a high risk of material losses, as well as human casualties;
- disorganization of society due to the tension of relations;
- slowdown in the pace of socio-economic development due to the violation of interpersonal and intergroup ties;
- in the process of confrontation, new conflicts may open, which will be even more destructive;
- decrease in the level of discipline and disorientation;
- deterioration of the psychological climate in a team or society;
- from the point of view of a single individual, self-doubt may develop, disappointment in beliefs and values \u200b\u200bmay occur;
- negative assessment of others;
- during the conflict, protective mechanisms of the psyche can work, which can lead to or painful conditions.
Types of conflict personalities
A constructive solution to the conflict is not always possible due to the individual characteristics of its participants. Psychologists distinguish six types of personalities that most often come into confrontation with others:
- demonstrative- they like to be in the center of events, they are quite emotional, and therefore they are often the initiators of disputes and confrontations;
- rigid- due to high self-esteem and resentment, they often neglect the opinions and interests of others, which causes serious conflict situations;
- unmanaged- characterized by excessive impulsivity and lack of self-control skills;
- ultra-precise- too demanding of themselves and others, picky about trifles, distrustful;
- conflict- purposefully enter into confrontation with others, considering such behavior as a way of manipulating and achieving their goals;
- conflict-free- they are afraid of any disputes and confrontations, as a result of which they can provoke aggression and irritation of others, which leads to the opposite effect.
Models of conflict behavior
There are three main models of conflict behavior, namely:
- destructive characterized by a desire to aggravate confrontation and increase tension. A person may try to involve even more participants in the conflict, expanding its scope. This model is characterized by the following:
- neglecting a partner in order to reduce his role in resolving the dispute;
- personal insult and negative performance evaluations;
- open display of distrust and doubt;
- deviation from the moral and ethical standards of communication.
- Constructive behavior in a conflict is aimed at "putting out" the confrontation as soon as possible and solving the problem through diplomacy. If one of the participants is aimed at reconciliation, then he will show restraint and self-control, regardless of the behavior of the opponent. It is important to behave openly and kindly, while maintaining laconicism.
- Compromise behavior model is aimed at finding an alternative solution, it is characteristic of insecure individuals. They are quite passive and avoid direct answers to questions. Participants do not insist on observing their interests and willingly make concessions.
Constructive development of the conflict
In order for the conflict to develop according to a constructive scenario, the following conditions must be met:
- participants recognize the existence of disagreements, try to understand their nature and recognize the opponent's right to respect their rights and defend their personal position;
- before proceeding to eliminate the causes of the contradiction, negative manifestations of the conflict, such as increased tone, mutual insults, and so on, must be completely excluded;
- if it is impossible to reach a consensus on its own, then it is possible to involve a third disinterested party in resolving the dispute, which will be able to give an objective assessment of the problem;
- the agreement of all parties to the conflict with the established rules of conduct, which contributes to effective communications.
Smoothing out destructive conflict
It is worth noting that a conflict that is destructive in nature can have a completely favorable outcome. In this regard, the following constructive ways of resolving conflicts are distinguished:
- Eliminate the cause of the confrontation by limiting the contacts of the parties. If we talk about the management of an organization, then we can talk about the division of powers or
- Strengthening interaction between the conflicting parties. If the confrontation does not concern directly performed duties, then it is advisable to set a common goal for them, which will force the participants to search for a common language.
- Stimulation for independent search Moreover, we are not necessarily talking about encouragement in the event of an early end to the confrontation. It is quite possible to develop a system of sanctions that will be in place if the dispute is not resolved.
Conflict management
Constructive conflict management includes the following basic techniques:
- A clear distinction and its participants. It is unacceptable to criticize personal qualities or interests. Thus, all attention is focused directly on the problem.
- Development of options that satisfy both parties. In order to reach a common solution, the parties to the conflict must direct all their efforts not to personal confrontation, but to concentrate them on the search for alternatives. It is worth rallying against the problem, and not confront each other. Brainstorming works well here, and third parties can also be involved.
- The use of objective criteria implies an objective view of the problem, regardless of the interests of the parties to the conflict. In such a case, a decision can be made that is stable and neutral.
- Exclusion of the influence of fundamental positions. First of all, each of the parties must decide what its rational interest is in this or that development of events. It is quite possible that the conflicting parties will have them in common or, at least, they will not exclude each other.
End of the conflict
The end of the conflict can take the following forms:
- permission- the sides of the confrontation, through joint efforts, came to a final decision that to some extent satisfies their interests;
- settlement- elimination of contradiction by the efforts of a third party;
- damping- this is a temporary or complete cessation of active confrontation, which may be associated both with the depletion of the resources of the participants, and with the loss of relevance of the cause of the conflict;
- conflict resolution is "liquidation" of its structural elements(withdrawal from the dispute by one of the parties or a long absence of contacts between opponents, neutralization of the problem);
- in some cases, the current conflict may lead to the emergence of new confrontations around objects, which were identified during attempts to resolve it.
conclusions
Despite the fact that most people consider conflict to be a purely negative phenomenon, this is not entirely fair. It may well be constructive. Moreover, in some cases it is simply necessary. So, for example, the leaders of some organizations deliberately provoke constructive conflicts in labor collectives. This helps to identify existing problems, relieve emotional stress and create a healthy working atmosphere. It is also worth remembering that with a competent approach to conflict management, even a destructive confrontation can have a constructive end.
