Conflicts in organizations. Constructive and destructive conflicts

Causes of constructive conflicts. Usually these are shortcomings in organization and management. We list the shortcomings that most often lead to conflicts:

Unfavorable working conditions;

Imperfect wage system;

Irregularity of work (downtime, "storming");

overtime work;

omissions in technology;

Insecurity of tasks with resources;

Mismatch of rights and obligations;

Lack of clarity in the division of responsibilities, in particular ineffective, overly vague or outdated instructions;

Low level of labor and performance discipline;

Conflictogenic (i.e., contributing to the emergence of conflicts) organizational structures.

A positive resolution of a constructive conflict is, first of all, the elimination of shortcomings, the reasons that led to it. And since these reasons are objective, reflecting the imperfection of organization and management, their elimination means improvement. And the business decision of constructive conflicts is one of the ways of development of the organization.

^ Causes of destructive conflicts. Destructive conflicts are generated most often by subjective reasons. Such subjective reasons include: incorrect actions of the leader and subordinates; psychological incompatibility of individuals. The manager usually sees the illegal actions of subordinates better than his own erroneous actions (the vast majority of people are arranged in such a way that, first of all, they see mistakes in others).

In addition, the leader is the authority that must neutralize the mistakes of subordinates. Therefore, we will focus on the erroneous actions of leaders that lead to destructive conflicts.

Erroneous actions of managers can be grouped into three groups: violations of professional ethics; violations of labor legislation and an unfair assessment by the head of subordinates and the results of their work.

3. Strategies for behavior in specific situations

When you are in a conflict situation, in order to solve the problem more effectively, you need to choose a certain style of behavior, taking into account your own style, the style of others involved in the conflict, as well as the nature of the conflict itself.

K-W. Thomas and R. H. Kilmenn identified the following five typical strategies (styles) of behavior in conflict situations:

1. Adaptation (changing one's position, restructuring of Behavior, smoothing out contradictions, etc.).

2. Compromise (settlement of differences through mutual concessions).

3. Cooperation (joint development of a solution that satisfies the interests of all parties: albeit long and consisting of several stages, but benefiting the cause).

4. Ignoring, avoiding the conflict (the desire to get out of the conflict situation without solving it).

5. Rivalry, competition (open struggle for one's interests, stubborn upholding of one's position).

Your style of behavior in a particular conflict is determined by the extent to which you want to satisfy your own interests (acting passively or actively) and the interests of the other side (acting jointly or individually). Below are recommendations on the appropriate use of one or another method of conflict resolution, depending on the specific situation. After specifying each strategy of behavior, the situations in which this strategy is appropriate are listed.

1. Fixture:

the most important task is to restore calm and stability, not to resolve the conflict;

The point of contention is more important to the opponent than to you;
- it opens up the possibility of solving more complex problematic situations compared to the one that is being considered now, but for now it is necessary to strengthen mutual trust;
- there is an opportunity to allow subordinates to act at their own discretion so that they acquire skills and abilities, learning from their own mistakes;
- it is necessary to admit one's own wrong;

Defending your point of view requires a lot of time and considerable intellectual effort;

You don't particularly care what happened;

You understand that the result is much more important than the dachas of another person than for you.

2. Compromise:

The parties have equally convincing arguments;

It takes time to resolve complex issues;

It is necessary to make an urgent decision with a lack of time;

Cooperation and directive assertion of one's point of view do not lead to success;

Both parties have equal power and mutually exclusive interests;

You may be satisfied with a temporary solution;

Satisfaction of your desire is not very important for you, and you can change the goal set at the beginning a little;

3. Cooperation:

It is necessary to find a common solution if each of the approaches to the problem is too important and does not allow compromise options;

The main purpose of the discussion is to acquire joint work experience, obtain broad information;

Integration of points of view and convergence of opinions of employees is necessary;

It seems important to increase personal involvement in activities and group cohesion;

You have a close, long-term and interdependent relationship with the other party;

You have time to work on the problem that has arisen (this is a good approach to resolving conflicts based on long-term plans);

You and your opponent want to put some ideas on the table and work on

solution work.

4. Ignoring:

The source of contention is trivial and unimportant compared to more important issues;

Time is needed to restore calm and create conditions for a sober assessment of the situation;

Studying the situation and searching for additional information about the nature of the conflict seems to be more preferable than the immediate adoption of any decision;

The subject of the dispute is irrelevant, diverts, and at the same time is a symptom of other, more serious problems;

Subordinates can successfully resolve the conflict themselves;

The tension is too great and you feel the need to loosen the heat;

You know that you cannot or even do not want to resolve the conflict in your favor;

You have little power to solve the problem or to solve it in the way you want;

Trying to fix the problem immediately is dangerous because
open discussion of the conflict can only worsen
situation.

5. Rivalry:

Quick and decisive action is required in case of unforeseen and dangerous situations;

When solving global problems related to the effectiveness of activities (if the manager is confident that he is right);

There is interaction with subordinates who prefer an authoritarian style;

The outcome is very important to you, and you make a big bet on your solution to the problem that has arisen;

You feel that you have no other choice and that you have nothing to lose.

I am glad to welcome you, dear readers of the blog! I have already told in the article that they can both destroy relationships and health, and help a person in development. Accordingly, they are distinguished as destructive and constructive conflicts. Today I propose to consider their features and differences from each other in more detail.

Introduction

Let's start with a definition

Conflict is the emergence and collision of contradictions, that is, when opposite parties have completely different views on circumstances, values ​​and information, as a result of which there is no agreement between them.

The outcome of such disagreements can sometimes be predicted, but most often it is unforeseen. It depends not only on the subject of the dispute, but also on the individuals who participate in it, their motivation, as well as the environment and background in which it arose. Usually people have a negative attitude to quarrels, disputes, preferring to avoid them.

Sometimes their needs are ignored out of fear and unwillingness to compete, to clarify something and declare themselves and their own, perhaps different from others, point of view. But modern psychology gives a lot of arguments, on the basis of which, the clarification of disagreements is considered not only as useful, but in general necessary. And not only for a person in order to improve his quality of life, but also for the whole organization, which ceases to develop if employees in every possible way "leave" tense moments.

Therefore, the task of managers and leaders in large corporations and successful companies is to artificially create creative, stimulating circumstances.

Differences

1.Constructive

The functions are to bring its participants closer, to relieve tension that could accumulate for a long time. To defuse the situation and provide full information about the opposite side, the absence of which destroyed both the relationship and the workflow. This kind of dispute helps to clarify the shortcomings of the whole system in which people exist. Stabilize it and fix bugs.

If we look at the example of the family, did you notice how much closer the partners became after a quarrel, instead of completely quarreling? How did the communication process improve, the level of satisfaction increased, and mutual understanding appeared? In addition, with the constructive conduct of the dispute, there is a huge probability of preventing very serious and protracted disagreements. Sometimes they have such devastating consequences that they can lead to the death of one of the opponents if the tension has reached a level that the person becomes unable to control.

It also has the function of uniting the participants in the dispute. Then they may well group up and direct all their energy to creativity, that is, a creative and developing innovative way to solve a problem that previously seemed overwhelming. Thanks to constructivism, character is tempered, it becomes possible to gain recognition. From which self-esteem rises and self-respect arises.

New styles of behavior and values ​​are born when a whole system of people understands that the old methods and attitudes do not work and it is time to creatively adapt and develop new ones. After all, society is rapidly developing, and it is always necessary to adapt and be "on the wave" of change.

Basic rules and features of constructive dispute management

Clarity

The very first thing that distinguishes a developing conflict from a destructive one is clarity. When both sides are ready to hear each other's opinion, even if they categorically disagree with it, this is, as they say, "half the battle." With clarity, the opponent becomes understandable, it is quite possible to ask clarifying and clarifying questions, to give "feedback" to his words. With this type of communication, a person is heard and retains self-esteem.

Creativity

concreteness

Both parties directly discuss the specific subject of the dispute. They do not take on each other's personalities and do not remember past cases, even if they are somewhat similar to the one that has arisen at the moment.

Involvement

Inclusion in the dialogue, interest and wasted energy are the same, the participants alternately both inflict and receive “hits”. If there is no dialogue and the attack is one-sided, we can talk about the so-called triangle of violence, from which it is very difficult to escape. Its essence lies in the fact that someone necessarily plays the role of a victim, a tyrant and a savior, and, moreover, replacing each other.

Honesty

It is not practiced to use manipulations and "dirty methods" when they try to hurt and injure, using information that is a weak point for a person. Although aggression arises, there is mutual respect and a desire to maintain contact.

Contact

No one leaves prematurely, and no matter how difficult it is to clarify some points and listen to feedback, people stay in touch. Since they are interested in finding a way out and peacefully ending the quarrel, and not showing their weaknesses, unable to withstand the stress. Because they understand that then they will have to continue living with him, feeling discomfort and anxiety, and it is better to make an effort now, and still breathe a sigh of relief, having come to a compromise.

Well, for example, has it happened that after quarreling with someone, you don’t greet when you meet and try to ignore him, believing that this person is a scoundrel and not worthy of putting up with him, punishing him in this way?

The main methods are argumentation and counterargumentation.

When arguing, they usually use the method of positive answers and present facts that prove the accuracy and truth of the opinion. When counterarguing, they find such a fact that refutes the opinion and arguments of the opponent. I recommend reading the article in which you can find information on how to effectively conduct a dispute, you will find

2.Destructive

The very concept of "destruction" suggests that these are destructive situations that are not beneficial, but threaten both relationships and health, and sometimes even human life. With this type of disagreement, innocent people who are not at all involved and have become victims of circumstances may well suffer. Victims are when both sides have lost control and "lost their temper", wanting to destroy each other, both physically and mentally.

It leads to a decrease in motivation, if it happened at the workplace, to the point that the entire organization system suffers. It causes depression and a lack of desire to be active, participate in social life, and also leads to a decrease in self-esteem. A person "wounded" in a verbal battle may well experience shame. It can lead to neurosis, which causes panic attacks in stressful situations and an unwillingness to leave the house so as not to intersect with other people.

The consequences are so horrifying that they can provoke a suicide attempt if you do not get the support of loved ones in time and do not find in yourself the resources to move on. At best, tension and disappointment remain, not only from myself, but also from people with whom I was in friendly, partner and other relations. By the way, this disappointment may well eventually lead to excessive distrust, even to close people. What will alienate from everyone, again causing symptoms of neurosis, in extreme cases leading to the degradation of the personality.

Features and styles of management

• Generalization . Sometimes completely illogical arguments and facts aggravate the process of communication, delaying time and making it impossible to understand the problem. This is the simplest example, when sellers and customers swear in the market. There is even a phrase that characterizes the personality of the participants, namely “bazaar woman”. That is, it begins with a certain subject, because of which the dispute arose, and ends with insults and mutual wishes for the worst.
• "falling out" of the process. When one of the parties ceases to take part in the discussion and leaves it without the consent of the opponent. Sometimes "playing on feelings", showing how offended and injured, in order to cause guilt and immediately mitigate the consequences of a quarrel with the help of apologies and other things.
• Communication is broken. Because it becomes impossible to clearly argue one's opinion for various reasons, and one can trace not only a misunderstanding of the arguments of another, but sometimes one's own position too.
• Words are selected , which must certainly injure and disarm. At a critical moment, when there are no arguments at all, threats can begin to pour in, depreciation of authority and personality.
• Depreciation . It often happens that attempts to clarify the points that caused misunderstandings are associated with the "bad" character of the party that took the initiative. For example, a subordinate says that the boss is unfair, who in turn simply calls him quarrelsome or not getting enough sleep.
• Flattery is also a method that does not dot all the “and”, but on the contrary, aggravates the situation. Due to the fact that it causes a lot of anger, which becomes difficult to present to the defendant. The reasons for its use are simple - manipulation. And if the participant in the dispute decides to show anger, then for those around him he will be a negative character, because they communicated with him in a good way, and he allows himself this.

Ways to be a winner

In order for the quarrel to be not in vain, and, moreover, not destructive, it is necessary to transform it into a constructive one. Then it will be possible to hear each other and come to a mutually beneficial agreement or understanding.

1. Learn to separate "flies from cutlets"

That is, if a problem arises, do not associate it with the character of another person. At the moment of contention, this will not be your argument, no matter how much you want, but will only alienate you from your partner. And besides, it will not help in any way to correct the situation. Even children are told that it is not they who are bad, but sometimes their behavior. For example, if a woman tells her man that he is a terrible husband, then, in addition to the fact that this will cause a lot of negative feelings, it will not help him find a solution in any way, because it is one thing - to replace him with a good husband.

But if you explain what exactly in his behavior and actions makes his wife unhappy, then there is a chance to move forward in the relationship and change them a little.

2. Disagreement resolution begins with the determination of the total

After all, even if you are on opposite sides of the barricades, you are bound to have something in common. Without this, there will be no motivation to withstand stress and look for solutions, which threatens to fall into destructive communication. So, no matter how you feel about each other, discuss how this misunderstanding hinders both of you.

3.Now each of you must offer solutions

Gain the strength to listen and hear, showing respect, you increase the chance of being heard in response. If the option doesn’t fit, don’t discount it or criticize it, but simply explain what exactly you don’t like about it.

4.Use arguments

In order to become more understandable for the second party. And remember, do not attract old situations and resentments.

5. The last stage is the adoption of a decision that you mutually approve

It happens that it is not always possible to find ways to solve the complexity, then it is quite normal if you come to a mutual agreement to do nothing for now and see how things develop further. The level of tension will subside, you will already have the experience of conducting a conversation with each other, which means that over time everything will definitely fall into place.

6.Dismemberment

It suddenly happened that you just had a tangle of claims to each other - be sure to use the method of dismemberment and concretization, otherwise you will not come to any mutually beneficial agreement if you talk about everything at once. We singled out one problem - solve it, and only then move on to the next one.

7. Special phrases

In your speech, use phrases such as “I understood you”, “I heard you”, “Do you mean that ...?”, “Did I understand you correctly?” And so on. This will endear you and will not provoke you to a militant position.

Conclusion

And that’s all for today, dear readers! It does not matter what kind of conflicts arise, social or interpersonal, it is important to find the courage and strength in yourself to solve them, and not avoid them. This will help you to progress in development, be healthy and experience the joy of life. If you have your own ways to resolve the conflict, please write in the comments. I will be very interested in discussing your suggestions, thanks in advance. See you soon, take care!

Productive and destructive conflict

Definition destructive conflict is more consistent with the ordinary idea. It is this type of conflict that leads to a mismatch of interaction, to its loosening. A destructive conflict often becomes independent of the cause that gave rise to it, and more easily leads to the transition "to the individual", which gives rise to stress. It is characterized by a specific development, namely the expansion of the number of involved participants, their conflict actions, the multiplication of the number of negative attitudes towards each other and the sharpness of statements (“expansion” of the conflict).

(Slide2)

Another feature - the "escalation" of the conflict means an increase in tension, the inclusion of an increasing number of false perceptions of both the traits and qualities of the opponent, and the situations of interaction themselves, the growth of prejudice against the partner. It is clear that the resolution of this type of conflict is especially difficult, the main method of resolution - a compromise - is implemented here with great difficulty.

(Slide 3)

Productive conflict often occurs when the clash is not about the incompatibility of personalities, but is generated by a difference in points of view on a problem, on ways to solve it. In this case, the conflict itself contributes to the formation of a more comprehensive understanding of the problem, as well as the motivation of a partner who defends a different point of view - it becomes more “legitimate”. The very fact of a different argument, the recognition of its legitimacy contributes to the development of elements of cooperative interaction within the conflict and thus opens up the possibility of its regulation and resolution, and hence finding the optimal solution to the problem under discussion.

(Slide 4)

The idea of ​​two possible varieties of conflict interaction provides a basis for discussing the most important general theoretical problem of conflict: understanding its nature as a psychological phenomenon. In fact: is the conflict only a form of psychological antagonism (ie, the representation of the contradiction in consciousness) or is it necessarily the presence of conflict actions. A detailed description of various conflicts in their complexity and diversity allows us to conclude that both of these components are mandatory signs of a conflict.

The functions of the conflict are of a dual nature. One and the same conflict can play a positive and negative role in the life of opposite, conflicting parties, and it can be constructive and destructive at different moments of its development. It is necessary to take into account for which of the participants this conflict is constructive, and for which it is destructive. If the goal of one of the parties may be to resolve the contradiction, then the goal of the other side may be to maintain the status quo, avoid conflict, or resolve the conflict without confrontation.

It is not the opponents themselves who may be interested in conflicts, but other forces that provoke the conflict. This must be taken into account when giving your own assessment of the situation.

So, in relation to the participants in the conflict, it can perform constructive and destructive functions.

Design features:

* The conflict acts as a means of activating the social life of a group or society (for example, an innovative conflict).

* Conflict highlights unresolved issues. Interpersonal conflicts in organizations are almost three times more likely to positively affect the effectiveness of joint activities than negatively.

* Conflict shows public opinion.

* The conflict sometimes contributes to the creation of new, more favorable conditions for human activity.

* Conflict can serve as a uniting group (and even an entire people).

* In scientific teams, conflicts create intellectual and emotional tension, which accompanies the clash of different research strategies, which contributes to a productive search for the right solution (Truth is born in a dispute).

* The end of the conflict is often accompanied by an increase in the discipline of employees, an acceleration of the response of employees to each other's comments and wishes, and the establishment of a more benevolent environment.

Destructive functions:

The conflict is always accompanied by a temporary disruption of the communication system, relationships in the team

If the conflict ended with the adoption of a destructive decision, relationships in the team worsen in 19-30% of cases.

Frequent conflicts lead to a decrease in group cohesion.

Sometimes the quality of joint activities deteriorates during a conflict. If the conflict is not resolved, but slowly fades or the preponderance is on the side of the one who, from the point of view of the group, is wrong, the quality of joint activity decreases even after the end of the conflict.

We can conclude: good little by little. The conflict should not be too frequent and skillfully managed. Only in this case it brings maximum benefit.

Destructive conflict is characterized by:

1) The efforts of the parties are aimed at destruction.

2) Participants have mutually exclusive goals.

3) The interaction procedure is not defined and not agreed upon.

A typical example of a destructive conflict at the level of the body is a fight. At the level of the psyche - a scandal. At the level of intelligence - a dispute. In a fight, everyone seeks to destroy the opponent's body. Scandal is mental. In a dispute - a picture of the world.

Constructive conflict is characterized by:

1) The efforts of the parties are aimed at both destruction and creation.

2) The participants have a common goal.

3) The interaction procedure is defined and agreed upon.

A typical example of a constructive conflict at the level of the body is a duel. At the level of the psyche - the clarification of relationships. At the level of intellect - discussion. In a duel, the parties find out who is stronger or which technique and tactics are more effective. During the showdown, it is determined who is right and who is wrong. During the discussion - who is smarter or whose picture of the world is closer to the truth. Type of conflict Efforts

focused on: Common goal Procedure Typical examples

Destructive Destructive No Not Agreed Fighting. Scandal. Dispute

Constructive As to destruction, so

and on creation there is an agreed duel. Showdown. Discussion

And, despite the fact that during a constructive conflict, the parties, of course, seek to destroy something in a partner (for example, in a discussion - the partner’s delusions), but they do this with a common agreed creative goal and according to agreed rules. (By the way, rules are a clear difference between a constructive conflict and a destructive one).

Basic ways to resolve conflicts

The main thing to remember is one thing: it is impossible to eliminate the conflict, we will learn to manage it!
Remain calm in all situations. Don't say hurtful words to your opponent. When things get out of hand, remember "silence is golden".
Don't try to win the argument. Remember: conflicts are not won, they are settled. Try to honestly understand the other's point of view. Show respect for him, look for a compromise solution. Truth is born in a dispute, if it suddenly turns out that you are wrong, adequately admit it.
If you cannot reach an agreement, contact a third party. From the outside, errors are often visible or the solution to the problem is on the surface for an outsider.
Remember a few aphorisms: “If you have to communicate with unbearable people, be glad that you are not like that!”, “Reconcile with what cannot be prevented yet”, “Remember, no one owes you anything!”

Ways or tactics of resolving conflicts are as diverse as the conflict situations themselves.

However, all of them can be reduced to the following main ones:

1 - rivalry;can be used by a person with a strong will, sufficient authority, power, not very interested in cooperation with the other side, and striving first of all to satisfy his own interests

2 - avoidance;is usually implemented when the issue at hand is not important to you, you do not stand up for your rights, do not cooperate with anyone to develop a solution, and do not want to spend time and effort on solving it. This style is also recommended in cases where one of the parties has more power or feels they are in the wrong, or believes that there is no good reason to continue contact.

3 - cooperation;can be used if, in defending your own interests, you force you to take into account the needs and desires of the other party. This style is the most difficult, as it requires more work. This style requires the ability to explain their desires to listen to each other, to restrain their emotions. The absence of one of these factors makes this style ineffective.

4 - fixture;; mean that you are acting in concert with the other party, but at the same time you are not trying to defend your own interests in order to smooth the atmosphere and restore a normal working atmosphere. Thomas and Kilmenn believe that this style is most effective when the outcome of the case is extremely important to the other side, and not very important to you, or when you are sacrificing your own interests in favor of the other side.

5 - compromise.Its essence lies in the fact that the parties seek to resolve differences with mutual concessions. In this regard, it somewhat resembles the style of cooperation, however, it is carried out at a more superficial level, since the parties are somewhat inferior to each other.

This style is the most effective, both parties want the same thing, but they know that it is impossible to do it at the same time.

Practical work:

1) Test "Strategy of behavior in conflict"

With the help of the methodology, it is possible to identify the most preferred forms of social behavior of a teacher in situations of conflict with students, parents, colleagues or administration.

Instruction: You are offered 15 statements. Rate each one on the answer sheet as follows:Completely disagree - 1 point;Disagree - 2 points;Rather agree - 3 points;Agree - 4 points;Completely agree - 5 points.

Statements

I am a man of principle and never change my position.
2. It is difficult for me to defend my position, even if I know for sure that I am right.
3. I spend a lot of time looking for common ground.
4. It is more important for me to maintain a good relationship, even if I have to sacrifice my own interests.
5. I respond to the suggestions of others, but I myself am not inclined to take the initiative.
6. I emerge victorious from any conflict.
7. I avoid tense situations, although the business may suffer from this.
8. I reconsider my point of view, feeling in the course of the discussion that I was wrong.
9. I devote a lot of time to the problems of others and often forget about myself.
10. I easily agree to give in if the other does the same.
11. I continue the argument until the interlocutor is forced to accept my point of view.
12. I achieve effective results when I work under the guidance of a more experienced partner.
13. I take the initiative to reconcile the parties with pleasure.
14. If it makes another happy, I give him the opportunity to insist on his own.
15. Often I agree to the very first condition that leads to the settlement of a problem in a relationship.

Results processing . On the answer sheet, next to the numbers indicating the number of the statement, put the appropriate score and calculate their sum in each column.

Correspondence of column numbers to strategies of behavior in conflict:
1 - rivalry ;

2 - avoidance ;

3 - cooperation ;

4 - fixture

5 - compromise .

A strategy of behavior in a conflict situation is considered to be expressed if the total score for it exceeds 10.

The pedagogical situation is proposed for groups:

For example:A conflict arose between the student and the teacher: the teacher is outraged by the student's poor performance and gives him the opportunity to correct his grades with the help of an essay, the student agrees and brings the essay to the next lesson. Firstly, off topic, but in the way he liked, although, according to him, he spent, according to him, his entire evening preparing him. Secondly, all crumpled. Consider the situation and propose a way out of it in accordance with 5 tactics for resolving a conflict situation, which way out of this situation is constructive and which is destructive? Try to prove it.

Start considering this issue by defining a conflict as a collision of oppositely directed, incompatible with each other tendencies, a single episode in consciousness, in interpersonal interactions or interpersonal relationships of individuals or groups of people, associated with negative emotional experiences. Those. conflict is not only an extremely acute form of contradiction, but it also serves as a way to identify and resolve contradictions. In this regard, the question arises: what precedes the conflict, what are the stages of its development? You can answer that it is preceded by an objective life situation in which the opposing sides are, and these sides themselves have certain interests, needs, goals. Naturally, the encroachment of one side on any of these needs of the other side creates the socio-psychological basis of the conflict. This is the structure of a contradiction that has not yet turned into a conflict - a conflict situation. Thus, a conflict situation is such a combination of human needs and interests that objectively creates the ground for a real confrontation between various social actors.

Since contradictions are resolved during the conflict, ways out of the impasse are sought, the question arises about its function - positive or negative, bad or good. From an ordinary point of view, only a negative answer can be given here, because the conflict is associated with such phenomena as domestic quarrels and troubles, official troubles, interethnic, territorial, socio-political confrontations and confrontations associated with suffering and losses. Hence the assessment of the conflict as an undesirable phenomenon.

Since conflicts are inevitable in the interaction of people, they can perform positive constructive function, namely :

conflict contributes to a certain movement forward, prevents stagnation;

· in the process of conflict, the objectification of the source of disagreement takes place and its resolution, "removal" is possible, means of preventing future conflicts are found;

conflict is a certain denial of old, "obsolete" relationships, which leads to the formation of new relationships, correction of interaction;

· in a conflict, internal tension is “eliminated”, aggressive feelings “splash out”, frustrations, neuroses are “discharged”;

Conflict is a way of self-affirmation of a personality, especially in a teenager, for whom conflict is a necessary form of behavior to maintain status in a group;

· intra-group conflict in scientific activity creates the necessary level of tension necessary for creative activity; Thus, the study showed that the productivity of creative scientific activity is higher in conflict personalities;

· intergroup conflicts can contribute to group integration, the growth of cohesion, solidarity of the group;

· the need to resolve the conflict leads to cooperation, to the concentration of efforts of the participants to resolve the conflict situation, to the involvement of group members in the common life of the group.

On the other hand, there are signs destructive conflict:

Expansion of the conflict

escalation of the conflict (i.e. the conflict becomes independent of the original causes and, even if the causes of the conflict are eliminated, the conflict itself continues);

increase in costs, losses incurred by the participants in the conflict;

Growth of situational statements, aggressive actions of participants.

Thus, speaking about the usefulness or harmfulness of conflicts, it should be noted that the conflict is useful in that, one way or another, it resolves the contradiction. The best resolution of an objectively existing contradiction is not its conflict method, but a peaceful, consensus version that occurs in peaceful, civilized ways and means, when the opposing parties and all participants in the conflict come to understand the need for this earlier, before the development of events goes along the conflict channel.

Each conflict has a more or less clearly defined structure. In any conflict, there is an object of a conflict situation, associated either with technological and organizational difficulties, peculiarities of wages, or with the specifics of business and personal relations of the conflicting parties.

The second element of the conflict is the goals, the subjective motives of its participants, due to their views and beliefs, material and spiritual interests.

And, finally, in any conflict it is important to distinguish the immediate cause of the collision from its true causes, often hidden. There are 5 styles of interaction (behavior) in conflict:

Confrontation and its alleged productivity

Confrontation or rivalry is a style that involves efforts to impose a preferred solution on the other side. In its orientation, it is oriented towards, acting actively and independently, to achieve its own interests without taking into account the interests of other parties directly involved in the conflict, or even to the detriment of them. The one who uses this style of behavior seeks to impose his solution to the problem on others, relies only on his own strength, and does not accept joint actions. The effectiveness of this style depends on how well one side is able to use competitive tactics and how well the other side is able to parry them.

Avoidance or evasion

A person who adheres to this style seeks to get away from conflict. This strategy may be appropriate if the subject of disagreement is not of great value to a person, if the situation can be resolved by itself (this is rare, but still happens), if there are no conditions for effective conflict resolution now, but after a while they will appear.

Evasion as a style of behavior in conflicts is characterized by a clear lack of desire on the part of the person involved in the conflict to cooperate with anyone and make active efforts to pursue their own interests, as well as to meet opponents halfway; the desire to get out of the conflict field, to get away from the conflict. If the conflict arose on an objective basis, then in such a situation, evasion and neutrality may turn out to be ineffective, since the controversial problem retains its significance, the causes that gave rise to it do not disappear by themselves, but become even more aggravated.

Accommodating or smoothing

Adaptation as a style of passive behavior is distinguished by the tendency of the participants in the conflict to soften, smooth out the conflict situation, maintain or restore harmony in relationships through compliance, trust, readiness for reconciliation. Unlike evasion, this style of behavior involves taking into account the interests of opponents to a greater extent and not avoiding joint actions with them. Adaptation is applicable in any type of conflict. But this style of behavior is most suitable for conflicts of an organizational nature, in particular along the hierarchical vertical: subordinate - superior, subordinate - boss, etc.

Compromise

Compromise means the disposition of the participant in the conflict to resolve the disagreement on the basis of mutual concessions, achieving partial satisfaction of their interests. This style equally involves active and passive actions, the application of individual and collective efforts. The style of compromise is preferable because it usually blocks the path to ill will, allows, albeit partially, to satisfy the claims of each of the parties involved in the conflict.

Collaboration or problem solving

Cooperation is aimed at the maximum realization by the parties of the conflict of their own interests. Unlike confrontation, cooperation does not involve an individual, but a joint search for a solution that meets the aspirations of all conflicting parties. This is possible with timely and accurate diagnosis of the problem that gave rise to the conflict situation, clarification of both external and hidden causes of the conflict, and the readiness of the parties to act together to achieve a common goal for all. The benefits of cooperation are undeniable: each side receives maximum benefit with minimal losses. But such a path requires time and patience, wisdom and friendly disposition, the ability to express and argue one’s position, attentive listening to opponents explaining their interests, developing alternatives and agreeing on a mutually acceptable solution during negotiations.

Stages of conflict development –

1 - latent stage: a hidden increase in discontent, an unorganized form of its expression;

2 - the peak of tension: an open expression of the conflict, the sharpness of the contradictions is naked, realized and manifested in the active actions of the parties;

3 - conflict resolution: reducing tension by finding forms and methods for overcoming a crisis situation.

The functions of the conflict are of a dual nature. One and the same conflict can play a positive and negative role in the life of opposite, conflicting parties, and it can be constructive and destructive at different moments of its development. It is necessary to take into account for which of the participants this conflict is constructive, and for which it is destructive. If the goal of one of the parties may be to resolve the contradiction, then the goal of the other side may be to maintain the status quo, avoid conflict, or resolve the conflict without confrontation.

It is not the opponents themselves who may be interested in conflicts, but other forces that provoke the conflict. This must be taken into account when giving your own assessment of the situation.

So, in relation to parties to the conflict, it can perform constructive and destructive functions.

Design features:

· · · The conflict eliminates completely or partially the contradictions arising due to the imperfection of the organization of activities, management errors, performance of duties, etc. when resolving conflicts in more than 65% of cases, it is possible to fully or partially resolve the contradictions underlying them.

· · · The conflict allows you to more fully assess the individual psychological characteristics of the people involved in it. The conflict highlights the value orientations of a person, the relative strength of his motives, reveals psychological resistance to the stress factors of a difficult situation. It contributes to the disclosure of not only negative, but also positive aspects in a person. In approximately 10-15% of conflict situations, the relationship between opponents after the end of the conflict becomes better than it was before it.

· · · The conflict allows to weaken the psychological tension, which is the reaction of the participants to the conflict situation. Conflict interaction, accompanied by violent emotions, relieves a person of emotional tension, leads to a subsequent decrease in the intensity of negative emotions. One of the final feelings of conflict can be catharsis, i.e. the release of accumulated energy that pressed on a person for a long time.

· · · Conflict serves as a source of personality development, interpersonal relationships. Subject to a constructive resolution, the conflict allows a person to rise to new heights, expand the scope and ways of interacting with others. A person gains social experience in solving difficult situations.

· · · Conflict can improve the quality of individual performance. After the end of the vertical conflict, the quality of the leader’s activity increases in 28% of cases, decreases in 17% of cases, the quality of the subordinate’s activity, on the contrary, worsens more often. This is apparently due to the fact that the leader, by virtue of his status, more often achieves his goal. Do not conflict with the authorities!

· · · When defending just goals, the authority of one of the participants increases, the attitude of colleagues towards him noticeably improves. Regardless of the outcome of the conflict, this happens four times more often than in relation to an opponent advocating dubious goals.

· · · Interpersonal conflicts serve as a means of human socialization, contribute to the self-affirmation of the individual.

Destructive functions:

The pronounced negative impact of most conflicts on the mental state of the participants. As a rule, after the end of the conflict, the mood as a whole worsens in 31 cases out of 100 and almost never improves immediately after the end of the conflict.

Unfavorably developing conflicts can be accompanied by psychological and physical violence, injury to opponents. According to statistics, the majority of intentional killings are committed as a result of the escalation of the conflict.

Conflict comes with stress. With frequent emotionally intense conflicts, the likelihood of cardiovascular diseases, as well as chronic disorders of the functioning of the gastrointestinal tract, increases sharply.

The conflict forms a negative image of the other - the "image of the enemy" - which is easily restored in the event of even minor complications in relations and often leads to a new conflict.

If the victory in the conflict is won with the help of violence, it is likely that later the person will resort to the same method of solving the problem in a similar situation without sufficient reason.

Defeat in a conflict negatively affects the self-concept of a person.

Such is the impact of the conflict on the direct participants. But the conflict has an impact not only on the parties involved, but sometimes on macro and micro environment. The degree of influence of the conflict on the group is directly proportional to the degree of connection of the parties with the environment in which this conflict occurs, is directly proportional to the rank of the participants, the intensity of the confrontation.

Design features:

* The conflict acts as a means of activating the social life of a group or society (for example, an innovative conflict).

* Conflict highlights unresolved issues. Interpersonal conflicts in organizations are almost three times more likely to positively affect the effectiveness of joint activities than negatively.

* Conflict shows public opinion.

* The conflict sometimes contributes to the creation of new, more favorable conditions for human activity.

* Conflict can serve as a uniting group (and even an entire people).

* In scientific teams, conflicts create intellectual and emotional tension, which accompanies the clash of different research strategies, which contributes to a productive search for the right solution (Truth is born in a dispute).

* The end of the conflict is often accompanied by an increase in the discipline of employees, an acceleration of the response of employees to each other's comments and wishes, and the establishment of a more benevolent environment.

Destructive functions:

Conflict is always accompanied by a temporary disruption of the communication system, relationships in the team

· · · If the conflict ended with the adoption of a destructive decision, relationships in the team worsen in 19-30% of cases.

· · · Frequent conflicts lead to a decrease in group cohesion.

· · · Sometimes the quality of joint activities deteriorates during the conflict. If the conflict is not resolved, but slowly fades or the advantage is on the side of the one who, from the point of view of the group, is wrong, the quality of joint activity decreases even after the end of the conflict.

We can conclude: good little by little. The conflict should not be too frequent and skillfully managed. Only in this case it brings maximum benefit.

9. The impact of conflicts on the life of opponents and social groups, organizations and society.

10. Conflicts and human health.

There are four types of social interaction: a) adaptation; b) competition; c) assimilation; d) conflict.

Conflict (from lat. conflictus - clash) is an extremely acute contradiction associated with acute emotional experiences. Conflict is a clash of parties, opinions, forces.

Distinguish the following types of conflicts: short-term and protracted; explicit and hidden; internal (intrapersonal) and external (interpersonal, intergroup).

Internal (intrapersonal) conflicts. A clash of equal in strength but opposite in direction needs, motives, interests, drives, etc. from the same person:

1) manifests itself externally: in instability of mood, increased vulnerability, etc.;

2) if delayed, it can take the form of deviations in behavior, lower performance, neurosis.

The teacher needs to be very observant (attentive) to deviations in behavior. To return the child to emotional well-being, he needs to be helped: 1) to realize which of his internal tendencies have entered into conflict; 2) restore shaken self-esteem; 3) bring the level of claims in line with the possibilities.

External (interpersonal, intergroup) conflicts. A situation arising from the interaction of people who either pursue incompatible goals, or adhere to incompatible values ​​and norms, or in a competitive struggle strive to achieve the same goal.

Stages of the conflict: 1) occurrence; 2) formation; 3) maturity; 4) transformation.

Conflict correction options:

1) compromises (mutual concessions), friendly agreement;

2) involvement of objective judges (arbitrator), involvement of social institutions;

3) switching attention;

4) explosion, discharge;

5) separation of the business and emotional sides of the conflict;

6) postponement (postponing the resolution of the conflict to a more favorable time).

Social conflict is a struggle for objective goals: 1) power; 2) status change; 3) redistribution of income; 4) revaluation of values.

Resolution of social conflicts:

In closed societies (rigid), as a rule, it is accompanied by an undermining of the foundations of social harmony; destruction of social ties, revolutionary violence;

In open (pluralistic) societies, conflict is given a way out, but at the same time, the social peace of society is protected.

You should know that conflicts, like psychosomatic illnesses, can perform a protective function. They protect us from more destructive acts and actions.

The first to study the defense mechanisms unconsciously used by a person and classify them was an Austrian doctor and psychologist-analyst 3. Freud.

Crowding out. This mechanism allows you to "forget" and not be aware of the events of the past and present that cause anxiety, painfully affecting the well-being of the individual. Often, not only the conflict is forgotten, but everything connected with it, and in order to restore the events that have disappeared from memory, thereby relieving emotional stress, intensive psychotherapy or hypnosis is needed.

Rationalization, or devaluation, helps the individual to maintain his "I" in the most difficult situations. An excellent illustration of this mechanism is the well-known fable "The Fox and the Grapes". Depriving the attractiveness of what is impossible to get, devaluing an object or phenomenon, people try to maintain their image at a sufficiently high level in their own eyes. By distorting perception, they retain their dignity without losing self-confidence.

Compensation - the search for compensation, replacing one's social role in order to preserve one's "I", one's self-esteem. Any person who finds himself in the position of an outcast in a group, who does not receive satisfaction from communicating with other people, is looking for a field of activity where he can succeed, gain respect.

Identification is an unconscious, less often conscious desire to put oneself in the place of another person, to take an example from the ideal.

About 30% of young people perceive their individual characteristics inadequately, sometimes they have an opposite opinion about themselves compared to other people. Such inadequate self-perception creates the prerequisites for the emergence of problems in communication and relationships.

Projection - a person attributes his own positive or negative thoughts, actions, qualities to a communication partner. We sometimes perceive our neighbor not as he is, but as he seems to us, attributing to him our own negative thoughts or actions.

Conflict resolution methods

There are three groups of methods that facilitate the search for a peaceful solution to the conflict.

The first group is aimed at preventing the development of the violent stage of conflict development. The first group of methods includes early diagnosis and identification of the causes of the conflict in order to prevent its further growth. The second is to resolve the contradictions that caused the conflict. The third is to reduce the level of confrontation between the parties, the refusal of each participant from unilateral actions and the transition to the search for a joint solution to the problem. The third group of methods includes a number of techniques that involve the translation of the conflict into a rational plan.

Usually the most effective is the complex application of various methods, depending on the specific conditions and nature of the conflict.

There are other methods to reduce tension, including the use of force pressure. Thus, in international relations, the parties to the conflict are subject to sanctions in order to encourage them to seek peaceful means to resolve the problem. The main problem when using methods focused on finding a mutually acceptable solution is that the conflicting parties do not always behave rationally and are not always ready to compromise in order to reach an agreement. Within the framework of this group of methods, the technology of negotiation and the implementation of intermediary services is being developed.

11. Psychophysiological aspects of stress in conflict situations.

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