Passive ways of solving interpersonal conflicts. Elimination of international conflicts

The concept of conflict

A conflict is a clash of different interests; a natural process that should not be feared. At right attitude, conflicts can teach us how to interact optimally with the world, get to know ourselves and people better, and discover a variety of points of view. The resolution of interpersonal conflict brings relationships to a higher level, expands the capabilities of the group as a whole, unites it.

- this is a clash of personalities with different goals, characters, views, etc.

The prerequisite for conflict is conflict situation. It appears when the interests of the parties do not coincide, the pursuit of opposite goals, the use of different means to achieve them, etc. A conflict situation is a condition of conflict. For the situation to turn into a conflict, a push is needed.

Ways to resolve interpersonal conflict

1. Evasion- unwillingness to participate in the settlement of the conflict and protect their own interests, the desire to get out of the conflict situation.
2. fixture- an attempt to mitigate the conflict situation and maintain relationships, yielding to enemy pressure. Adaptation is applicable to conflict situations in the relationship between the boss and the subordinate.
3. Compulsion- this is conflict management by pressure, the use of power or force, in order to force one to accept one's point of view.
4. Confrontation focused on achieving its goals without taking into account the interests of the other side. There is no scope for coercion. This way of resolving the conflict does not resolve anything.
5. Compromise is the settlement of the conflict through mutual concessions.
6. Cooperation involves a joint search for a solution that meets the interests of all parties.

The best way to resolve conflict is cooperation.

Any group, family or couple is system, united by one field.
All parties to the conflict are equally necessary for the system.

Conflict management

A sudden conflict can be avoided. If it is not possible to avoid it, it must be met calmly and strive to resolve to the satisfaction of all conflicting parties.
To permission conflict situation gotta get ready. Define your goal. What would you like? If you are resolving a conflict through negotiation, choose a time and place that is convenient for both parties.

For the correct management of interpersonal conflict, it is important not only to remember your position and understand the position of the other side, but also to be aware of the state of the field as a whole.

Calmly declare your interests, ask your opponent if he wants to work on resolving the conflict. If he does not want to, then how he sees the solution to the problem. Suggest different variants. If they are not accepted, work on the conflict yourself.

If the enemy is ready to resolve the conflict, be aware of your state: what you are feeling now and whose side you are taking at this moment - yours or your partner-opponent.

Seek understanding, not victory. Calmly discuss the causes of the conflict. Understand what led to the conflict: the actions of the other side or your misunderstanding of the situation. Assume the best, don't blame until you figure out what the other meant. Ask the right and tactful questions.

Defend your position, but do not put pressure on your partner. Don't ask him to change. Pressure limits the possibilities of both sides and does not contribute to the resolution of the conflict.

Watch what you say:

• Use words that "lift" a person, not "lower" him.
• Ask yourself if what you are now saying is true, are you exaggerating?
• Do not use the words "always" and "never".
• Be truthful and do it kindly.
• Sometimes it is better to remain silent.

Attack the problem, not the person.

• Talk about specific things, don't generalize.
• Solve the main issues, do not cling to the little things.
• Don't talk about him, talk about yourself. Instead of "you're lying" say "I have different information".
• Relax and don't be afraid. Remember the spirit of the field, if you do not interfere with it, the conflict will be resolved in the best way.

Be aware of your feelings and express them. Be sincere with yourself and your partner. Share your feelings the right way. This will help your partner understand you better. Allow your partner to freely express their emotions. Understand your feelings: determine which emotions you can express and which ones you suppress. Why? Reporting your feelings is one way to defend your position.

Manage your emotions don't suppress them, but don't let them control you either. As you express them, be aware of the space around you. Once you've expressed your emotion, calmly let it go. Don't cling to your fear, resentment, or pain. If, after fully and sincerely expressing your emotions, you feel uncomfortable, you can back off. Concession does not mean defeat, but gives the opportunity to continue the dialogue.
A flexible and creative attitude to the situation is one of the conditions for conflict management.

Learn to feel the state of the other, the general "atmosphere" of the conflict. Remember that you are in general field where each participant plays a role in the overall process.
Be open to the possibilities that may arise in the process of conflict resolution.

When you become aware of the subsidence of emotions or loss of interest in the conflict, admit it. Get out of your role and literally change position- go to another place, look from the outside at the conflict, at yourself and your partner.
What have you learned about yourself and the current situation? Perhaps you will open up new options for relationships.

If you now want to help your partner, return to the conflict and take his position. Do it sincerely, ask how you can help him. Watch him, try to feel what he is experiencing now. Help him express his feelings.

Taking the position of our adversary helps us understand which sides of ourselves we are currently in conflict with. A conflict situation arises because we ourselves have something that agrees with our opponent. The field organizes the conflict so that we understand ourselves better. And until we understand this, we will fall into similar conflicts or stay in one conflict situation for a long time.

If you were able to sincerely work through all the moments of resolving the conflict, it will subside or move to a new level, where other problems and new feelings will appear. Work on this level too.

If the conflict subsides, get out of it. Forgive yourself and your opponent. Forgiveness frees, restores relationships, eliminates negative emotions. Find words that correctly reflect the situation, without humiliating you and your partner.
If a person says "no", it is not yours problem. You do what is right for you.

If joint efforts did not lead to a resolution of the conflict, try to solve the problem yourself. To do this, imagine the parties to the conflict as internal parts of your "I" and work through it.

To become a master of conflict management, you need to develop receptivity. This makes it possible to feel the intentions of the partner (opponent), allowing for a more constructive dialogue. To develop receptivity, learn to live in the present moment - “here and now”. In the present, a person is balanced and open to new things, able to respond flexibly to a changing situation.

Conflict management is available to those who know how to manage themselves. This can only be learned through personal experience, in the process of internal growth.

To prepare for the resolution of interpersonal conflict you can use the help of a friend. Describe the situation as objectively as possible. Ask him to play the role of your opponent. Use what you read above.

Federal Agency for Education of the Russian Federation

State educational institution higher professional education

Tula State University

Department of Psychology

Discipline "Psychology"

Control course work

Topic: "Interpersonal conflicts: types, methods of resolution"

Completed: st.gr. 820381an2 *** E.S.

Checked by: Assistant of the Department of Psychology

Borodacheva O.V.

1. Introduction…………………………………………………………………………………….3

2. General concept conflicts………………..……………………………………………..4.

3. Interpersonal conflict………………………………………………………………………6

3.1 Causes of interpersonal conflicts……………………..…………………..8

3.2 Functions of interpersonal conflict…………………..……………………….9

3.3 Types of interpersonal conflicts………………………….………………….10

3.3.1 Interpersonal conflicts in society………………………….10

3.3.2 Interpersonal conflicts in the organization…………...…………11

3.3.3 Interpersonal conflicts in the family……………..……………….12

3.4 Permission……………………………………………………………………….13

4. Conclusion……………..………………………………………………………………..15

5. References ……………………………………………………………………..16

1. Introduction.

We are always surrounded by other people, forming a circle of friends, acquaintances, neighbors, distant and close relatives. We look forward to meeting them, we try to extend the time of communication, but sometimes the presence of other people burdens us. There are times when we ourselves unsuccessfully try to talk to at least someone. From the time spent together, we get more or less satisfaction. Often communication develops into a ritual, a game: relationships become routine, stereotyped, schematic. When we feel that the contact is uninteresting and does not give us anything, an understanding of the meaninglessness and absurdity of the relationship comes. It also happens that communication with someone is too painful and threatens our mental health. But the cause of dissatisfaction with contacts with people can sometimes be identified already by a single complaint of a person about the unfair treatment of other people. This can be caused by family conflicts, quarrels at work, painful shyness, inability to find a partner, failure in love, problems with children or other family members. These are all interpersonal conflicts. We feel annoyed when we lose mutual trust, sometimes our relationship is threatened by despondency and routine.

Conflict is inevitable social life. How to solve the problem of emerging and brewing conflicts, how to prevent them, how to manage them - this is the question facing modern man. People try to learn how to avoid conflicts, resolve them in the right way. In his term paper I will consider what conflicts and interpersonal conflicts are, their types, functions, causes and methods of resolution.

2. The general concept of conflicts.

Every person in his life had to deal with a conflict situation. Conflicts occupy a large place in our lives. Neither at work, nor at home, nor in any other unit of society, with all diligence, conflicts cannot be avoided. It is impossible to live without quarrels even for two loving friend a friend to people, what can we say about a team in which someone dislikes someone for something. Psychologists around the world unanimously say: “Conflict is required attribute relationships." What is conflict?

The word "conflict" in Latin means "collision". A conflict is “a situation in which the parties report an inconsistency between their potential positions that preclude the intention of the other party” (Boulding).

A conflict is a clash of opposing interests, goals, positions, opinions of two or more people. In any conflict situation, the participants in the conflict and the object of the conflict are distinguished. The object of the conflict is what each of the conflicting parties claims, which causes their opposition, the subject of their dispute, the receipt by one of the participants, completely or partially depriving the other side of the opportunity to achieve their goals.

Any conflict has time limits - the beginning and end of the conflict. The beginning of the conflict is characterized by the emergence of the first acts of counteraction.

One can quite clearly imagine the process of development of the conflict in time, based on a step-by-step analysis of conflicts. In this regard, we introduce four stages in the development of an elementary conflict.

The first stage is the beginning of the conflict, when the beginning side has taken its step in the conflict, and the second has not yet taken.

The second stage is the height of the conflict, the parties take actions aimed at clarifying the relationship.

The third stage is the final one, it begins from the moment when some side has taken the first step, objectively contributing to the end of the conflict, while the parties are in a state of direct contact. The final stage lasts until the end of the conflict or until the interruption of direct contact between the parties.

The fourth is the interruption stage, when the direct contact of the parties is terminated, but one party, or both, is still performing actions that can be attributed to the conflict.

There are 5 types of conflict:

Intrapersonal conflict (an acute negative experience caused by a protracted struggle between the structures of the inner world of the individual, reflecting conflicting connections with social environment and delayed decision making).

Interpersonal conflict (clash of opposite goals, motives, points of view of interests of participants in the interaction)

Intergroup (a conflict in which groups pursuing goals that are incompatible with the goals of the opposing group act as subjects)

Between the individual and the group (the conflict that occurs if the individual takes a position that differs from the position of the group, when the expectations of the group are in conflict with the expectations of the individual)

Social conflict (conflict, the immediate cause of which is disagreement social groups in motivation labor activity deterioration of their economic and status situation in general or in comparison with other groups, decrease in the degree of satisfaction with joint work)

In my control course work, I will consider interpersonal conflict in detail.

3. Interpersonal conflict.

An interpersonal conflict is understood as an open clash of interacting subjects based on the contradictions that have arisen, acting as opposite goals that are incompatible in a particular situation.

Interpersonal conflict is manifested in the interaction between two or more persons. In interpersonal conflicts, subjects confront each other and sort out their relationship directly, face to face. This is one of the most common types of conflicts. They can occur both between colleagues and between the closest people.

In an interpersonal conflict, each side seeks to defend its opinion, to prove the other wrong, people resort to mutual accusations, attacks on each other, verbal abuse and humiliation, etc. Such behavior causes sharp negative emotional experiences in the subjects of the conflict, which aggravate the interaction of the participants and provoke them to extreme actions. In conflict, it becomes difficult to manage your emotions. Many of its participants experience negative health for a long time after the resolution of the conflict.

Interpersonal conflict reveals the lack of agreement in the existing system of interaction between people. They have opposing opinions, interests, points of view, views on the same problems, which at the appropriate stage of the relationship disrupt normal interaction, when one of the parties begins to purposefully act to the detriment of the other, and the latter, in turn, realizes that these actions infringe on its interests, and takes retaliatory actions. This situation most often leads to conflict as a means of resolving it. The full resolution of the conflict will be carried out when the opposing sides together quite consciously eliminate the causes that gave rise to it. If the conflict is resolved by the victory of one of the parties, then such a state will be temporary and the conflict will necessarily declare itself in some form under favorable circumstances.

Any conflict resolution or prevention is aimed at preserving the existing system of interpersonal interaction. However, the source of the conflict may be such reasons that lead to the destruction of the existing system of interaction. In this regard, there are various functions of the conflict: constructive and destructive.

Interpersonal conflicts have their own specifics in comparison with other types of conflicts.

1. Each participant seeks to prove his case, more often resorting to blaming the opponent's opinion, but not to the actual argumentation of his views.

2. In the conflict, all parties involved have acute negative emotions which subjects are no longer able to control.

3. Negative attitude towards the opponent, inadequate emotions and moods prevail even after the conflict is resolved.

System interpersonal relationships- the main area of ​​interpersonal conflict. The system will be broken if its participants have opposite opinions or disagreement with the already established ways of interaction. The resolution of the conflict will come with the restoration of consent within the system of interpersonal relations; either by restoring old attitudes or modified ones, or by creating new, universally accepted views.

The article provides an analysis of such a phenomenon as interpersonal conflict. The most typical causes, main signs and features of interpersonal conflict, its varieties, the possibilities of prevention and overcoming are considered.

In psychological science, a conflict that arises during the interaction (communication, communication) of one individual (or several) with another (others) is commonly called interpersonal.

Interpersonal conflict is a kind of confrontation between participants in a particular situation, when they perceive events as a psychological problem that requires mandatory resolution in favor of either all or individual participants in such an interaction.

A mandatory phenomenon in interpersonal conflict in society is contradictions between people - obstacles in communication, communication, finding a common language or achieving individual goals, motives and interests.

Causes and signs of occurrence

The concept of interpersonal conflict has a number of features and characteristics:

• the presence of objective contradictions- they must be significant for each conflicting person;
• the need to overcome contradictions as a means of establishing relationships between the participants in a conflict situation;
• participants activity- actions (or lack of them) aimed at achieving their interests, or reducing contradictions.

The causes of interpersonal conflicts are very diverse and depend on the socio-psychological context of a particular situation, the characteristics of an individual, the nature of relationships between people, etc.

The classification of causes can be represented as follows:

1. Resource- reasons associated with limitations or insufficiency of material, human resources, their quantitative and qualitative indicators.
2. Interdependencies- act as the causes of conflicts in the course of the implementation of relations related to power, authority, the implementation of common tasks, emotional attachment, including related, sexual.
3. Target differences as the causes of conflicts are manifested in real or imaginary differences in the goals of the participants in the conflict, which are seen as a threat to the realization of their own results and expectations in a given situation.
4. Value-motivational differences as the cause of the conflict take place with incompatibility of approaches to assessing the situation, the actions of other people and their own, as well as motives for actions.
5. Behavioral- the essence of these reasons is manifested in the differences in the life experience of the participants in the conflict, as well as in the manner of behaving in a certain situation.
6. Communication- Causes that arise in the course of improper communication.
7. Personal- these causes appear in the process of conflict participants in the conflict, when they show their individual and personal (personal) characteristics.

The causes of the conflict may vary depending on the specifics of its participants. So, in adolescence, the following become characteristic of a person:

• increased self-esteem (if it is hurt, the teenager tends to defend it through conflict interaction);
• unambiguity and ultimatum of moral assessments and criteria (everything and everything that does not correspond to the values ​​of a teenager is criticized);
• biased level of claims - overestimated or underestimated (the desire to prove something to the whole world or unreasonable pessimism and disbelief in one's own capabilities);
• maximalism in everything (there is no “golden mean”, which often leads to tension in relations with others).

In the family, the causes of interpersonal conflicts are also specific: from the banal incompatibility of characters or gender differences, to a mismatch in understanding family traditions and values ​​(raising children, sharing responsibilities, duties, etc.).

Types and structure

The structure of interpersonal conflict is quite simple and understandable. Conflictologists distinguish the following elements:

1. Members- all those who, one way or another, are involved in the conflict process. Types of participants: those who entered into the conflict directly, "support groups" of opposing individuals, neutral people (they are trying to win them over to their side), influential individuals (group leaders, bosses, moral authorities).
2. Item- an imaginary or objectively existing problem, due to which there is a quarrel (discord) between the parties to the conflict.
3. An object- a value of a certain kind (spiritual, material, social), which is in the sphere of interests of the conflicting participants and which they seek to possess or use.
4. Micro and macro environment, in which the conflict proceeds at various stages and spheres: at the intrapersonal, personal, social, spatio-temporal level.

Typology and types of interpersonal conflicts have many varieties. Depending on the nature of the problems that are affected, conflicts are:

• valuable(conflicts over significant performances And basic values personality);
• interests(conflicts affect incompatible and conflicting interests, aspirations and goals of participants in a particular situation);
• normative(conflicts arise when rules and norms of behavior are violated in the course of interaction between individuals).

Depending on the dynamics of the conflict, they are divided into:

• sharp(occur here and now, affect significant events and values), as an example: deception in a married couple;
• protracted(last for a long period of time with medium, but constant, tension, affect problems that are significant for the individual) - conflict of generations, fathers and children;
• sluggish(not intense, flare up from time to time) - a conflict of people working together who are not suitable for each other in character.

Stages and consequences

Each conflict necessarily goes through certain stages and stages, which are characterized by the degree of intensity, duration and consequences:

1. Hidden, implicit stage interpersonal conflict. It is the foundation for the emergence of conflict and is found in the dissatisfaction of the individual with something - status in the team, unfair wages, the inability to possess something, inadequate assessment of others, etc. If the overcoming of internal displeasure is not carried out, the next stage develops.
2. Stage of tension. The conflict breaks out. This is where the positions of the participants in the conflict are formed and the opportunities to reduce the confrontation or increase it.
3. Confrontation stage. Antagonism intensifies in positions in conflicting relationships. There are active conflicts.
4. Completion stage. There is either a complete resolution of the conflict, when the parties were able to agree. Or partial completion - the conflict is preserved at a certain stage and tension is reduced. Or there is a complete break in the relations of the conflicting parties and the emergence of prerequisites for conflict at a deeper level.

Resolution methods

Ways to resolve interpersonal conflicts show the intentions of the participants in the conflict, strategies for building relationships in a tense situation:

1. offensive strategy manifests itself in the forceful scenario of conflict resolution. Only those who act in their own interests and impose them on the other conflicting side will win here. The means to achieve the result are dominance over others, emotional pressure, cunning and manipulation.
2. Avoidance and withdrawal strategy. In fact, the conflict is not resolved, but its tension is reduced by ignoring or changing the attitude towards the subject of the conflict. Or, here there are concessions by one of the parties to the conflict, a departure from their interests in order to maintain relationships.
3. Contract strategy. There is a choice optimal solution conflict through the procedure of negotiations and achieving a mutually beneficial result.

Prevention and principles of behavior in conflict

Prevention of conflict and its prevention contributes preliminary estimate any tense situation in the relationship and response to it:

1. Conflict management should include mandatory meetings of the parties to the conflict, where the causes of the conflict and ways to overcome it are identified.
2. A necessary principle of behavior in a conflict is the setting of common goals for the conflicting parties, which are understood and accepted by everyone. This is how collaboration is formed.
3. An important principle of behavior is consent to the invitation of a mediator to resolve the conflict. It can be one person or a group of people who are equally trusted by both one and the other side of the confrontation. The decision of the mediator is unconditional and binding on all parties to the conflict.

Video: How Interpersonal Conflict Occurs

A) determination of the strategy of behavior of the participants in the conflict and their readiness to take into account the interests of other partners in the conflict or the fundamental refusal of any concessions;

B) finding out the cause of the conflict;

C) assessment of the fairness of the requirements and goals of the participants in the conflict;

D) determining the impact of the conflict on the daily and combat training activities of the unit and the ship's crew;

E) the choice of ways and means of resolving the conflict (negotiations with its participants with each separately, organizing meetings between them, achieving mutual understanding and readiness for concessions);

E) making a decision on the use of public and official influence on the participants in the conflict (if necessary);

G) a proposal to the commander of the ship about the need for his participation in resolving the conflict.

We emphasize that, depending on the situation, the unit commander takes other measures to influence the conflicting parties, up to disciplinary coercion, or even comes up with a proposal to transfer them to other ships or dismissal (contractors) from service. But in classic version the resolution of the conflict can be considered final only if the participants in the conflict situation do not just find some solution to the problem that has become the subject of their disagreement, but come to this solution as a result of agreement. This makes it possible to rely not only on the elimination contentious issues but also to restore their relationship.

The modern position of specialists in the field of human relations is that conflict can be managed. The decisive factor in this case is the interest of the participants in the conflict in resolving it. It is important for participants to choose constructive behavioral strategies.

Value conflicts, according to experts, are the most difficult to regulate, since the special significance of values ​​for the individual makes concessions and compromises, therefore, ideas of the coexistence of values ​​are being developed in this area.

Potentially more acute also include resource conflicts in which the interests of their participants are incompatible.

Situations with disagreements about the norms and rules of interaction, on the contrary, are considered less difficult to resolve.

Another important factor- These are the characteristics of the participants in the conflict. It is known that in different cultures there are their own ideas about how to resolve disagreements, about the acceptable “price” of victory, the means used, etc. The more similar the representations of the participants in the situation in this respect, the mutual language". important and clean psychological features people - their tendency to compromise or, on the contrary, intransigence and dominance.

Great importance There is also a general situation against which the conflict arises and develops. The presence of complicating factors - the general difficult situation, "third forces" interested in continuing the conflict, etc. - makes it difficult to resolve the conflict.

An important role can be played by their skills of behavior in situations of dispute and negotiations - the skills of argumentation and listening, developing alternatives and finding a compromise, etc.

In general, the position of specialists in relation to the resolution of interpersonal conflicts is quite optimistic: conflicts are manageable and they can be successfully resolved.

Development of affective interaction skills in difficult situations of human relations.

Contradictions between people are inevitable, if only because of their inherent differences - differences in characters, life experience positions and attitudes towards life.

A typical response to conflicts is heightened emotionality. Experiences in conflicts are to a large extent connected with the fact that we cannot prove our obvious rightness for us, assert our own, as it often seems to us, the only correct point of view, with the feeling that they do not understand us (or do not want to understand).

However, it is far from the most effective method relationship to conflicts. The maturity of a person is largely determined by how he reacts to problems in communication with others and how he solves them.

Unfortunately, our ordinary consciousness often aimed at winning. People are determined to defend their point of view (after all, we know that we are absolutely right), getting excited and persuading each other. If our “enemy”, just like us, is absolutely sure that he is right (and this is usually the case in conflicts), then this mutual persuasion is unlikely to lead to success, but it can cause complications in relations. Even if we try to end a protracted dispute, the flavor of disagreement may linger for a long time.

The emotional reaction of the participants in the conflict in these cases is often associated with the fact that a person perceives his own position as part of his "I", his personality. That is why a person defends it in such a way: he actually defends himself. But to admit one's own delusion or error in separate case does not at all mean admitting one's personal failure. Try not to establish a rigid connection between your "I" and your position. It is important to help the partner in this as well, therefore, when negotiating, it is usually recommended that when discussing the problem and, possibly, criticizing the proposed options for solving it, in no case do not get personal. Talk about ways out of the conflict, not about the personality of the partner.

The easiest way to set up a partner for cooperation is to demonstrate your readiness for it. Who inspires confidence? The one who was previously ready to meet halfway, who, during previous contacts, was inclined to show readiness for understanding, for taking into account not only his own interests, but also the interests of his partner. If others have an idea of ​​you as an uncompromising, tough person, you should not be surprised that they, in turn, will show wariness towards you.

With our style of behavior, we unwittingly “set” the rules by which the group will behave with us. There is a psychological law of communication, which in a simplified form says: cooperation causes cooperation, competition causes competition.

In conflict, compared to "normal" communication, we especially need to understand our opponent correctly and to be correctly understood ourselves. This is possible only with a certain degree of trust and openness between people. However, in a conflict situation, people rarely resort to such confidential communication. The main barrier to this is the conscious and unconscious self-protection. A person may consciously seek to keep silent about something, as he believes that it can be used against him. Yes, and unconsciously, involuntarily, we "close" ourselves from a partner, trying not to show our true feelings and experiences. If we want our communication in a conflict situation to be more constructive, we must strive for trust, for understanding others, for sympathy for their failures. A typical misconception is the notion that something can be won in conflict. From the point of view of a specific goal, such a gain is quite possible. But in this case, the winner at the same time lost, at least by the attitude towards him not only of the loser, but possibly also of those in whose environment this “battle” was unfolding.

Therefore, a positive approach to conflict is that when it is resolved, everyone wins. Let's hope that such a resolution of the conflict is possible in the conditions of naval service.

Federal Agency for Education

State educational institution

higher professional education

Tula State University

Department of Psychology

Control coursework in psychology on the topic:

Interpersonal conflicts: types, ways to resolve them

Completed by: student gr.820171

Prokhorov Alexander Mikhailovich

Checked by: Assistant of the Department of Psychology

Borodacheva O.V.

Introduction……………………………………………………………………………………………..3

I. Interpersonal conflicts: theoretical and methodological aspect…………………….4

1.1. Interpersonal conflicts: concept, functions, features……………………………..4

1.2 Typology of interpersonal conflicts……………………………………………………………7

II. Resolution of interpersonal conflicts…………………………………………………...10

2.1 Basic negotiation models and styles of resolving interpersonal conflicts………10

2.2 Methods for preventing interpersonal conflicts…………………………………….13

Conclusion…………………………………………………………………………………………16

List of used literature………………………………………………………………..17

Introduction

Relevance of the research topic. Interest in the theoretical and practical study of conflicts is currently due to the increased conflict and tension in various fields public life. A certain contradiction has arisen between the demands of conflict management practice and the theoretical and practical possibilities of modern psychology in comprehending ongoing phenomena and developing practical approaches and recommendations for working with conflicts. Traditional for domestic social science of the past, a reduced interest in negative social phenomena led to insufficient research attention to the study of conflicts, which could not but affect their theoretical description.

The degree of development of the problem. In foreign and domestic literature the problem of interpersonal conflicts received some attention. In research various aspects Yu.Emelyanova, S.Rubinshtein, A.Leontiev and a number of other researchers made a significant contribution to this topic.

Object of study: interpersonal conflicts.

Subject of study: typology of interpersonal conflicts.

Purpose of the study: analyze interpersonal conflicts in terms of their typology and ways to resolve them

To achieve this goal, it is necessary to perform a number of tasks:

Consider the concept, functions, features of interpersonal conflicts;

Highlight the main types of interpersonal conflicts;

Determine the main models of negotiations in resolving interpersonal conflicts;

Analyze methods for preventing interpersonal conflicts.

Research methods: analysis of scientific sources and periodicals.

I. Interpersonal conflicts: theoretical and methodological aspect

1.1. Interpersonal conflicts: concept, functions, features and styles of behavior

Interpersonal conflicts- open clashes of interacting subjects on the basis of contradictions that have arisen, acting as opposite goals that are incompatible in a particular situation.

Interpersonal conflict is found in the interaction between two or more persons. In interpersonal conflicts, subjects confront each other and sort out their relationship directly, face to face. This is one of the most common types of conflicts. They can occur both between colleagues and between the closest people.

In an interpersonal conflict, each side wants to defend its opinion, prove the other one wrong, as a result of which people resort to mutual accusations, attacks on each other, verbal abuse and humiliation, etc. Such behavior causes acute negative emotional experiences in the subjects of the conflict, which exacerbate the interaction of the participants and provoke them to extreme actions.

A. Shipilov identifies three periods of interpersonal conflict:

o pre-conflict: the emergence of an objective problem situation, awareness of an objective problem situation and attempts to solve it in non-conflict ways;

o conflict: balanced opposition and conflict ending;

o post-conflict situation: partial or complete normalization of relations.

Doctor of Psychology D. Deng , one of the pioneers in the field of conflict resolution, in allocates three level of development of the conflict:

skirmishes: minor annoyances that do not pose a threat to the relationship;

clashes: the development of skirmishes into collisions - an expansion of the circle of causes that cause quarrels, a decrease in the desire to interact with others;

crisis: the escalation of clashes into a crisis is the final decision to break off relations that are unhealthy.

In any case, for the emergence of an interpersonal conflict, the presence of contradictions (objective or imaginary) is necessary. The contradictions that have arisen due to a discrepancy in the views and assessments of people on a variety of phenomena lead to a situation of dispute. If it poses a threat to one of the participants, then a conflict situation arises.

The conflict situation is characterized by the presence of opposite goals and aspirations of the parties to master one object.

In a conflict situation, the subjects and object of the conflict are identified.

The subjects of interpersonal conflict include those participants who defend their own interests, strive to achieve their goal. The object of interpersonal conflict is what its participants claim. This is the goal that each of the opposing subjects strives to achieve.

Distinctive features of interpersonal conflicts are:

o confrontation between people takes place directly, here and now, based on the clash of their personal motives;

o the whole spectrum is manifested known causes: general and particular, objective and subjective

interpersonal conflicts for the subjects of conflict interaction is a kind of field for testing characters, manifestations of abilities, intellect, temperaments, will and other individual psychological characteristics;

o differ in emotionality and coverage of almost all aspects of relations between conflicting subjects;

o affect the interests of the environment.

TO constructive functions of interpersonal conflicts include:

o cognitive: the appearance of a conflict acts as a symptom of a dysfunctional relationship and a manifestation of the contradictions that have arisen;

o development function: conflict is a source of improvement of the interaction process;

o instrumental: conflict is a tool for resolving contradictions;

o perestroika: the conflict contributes to the development of mutual understanding of the participants.

Destructive functions of interpersonal conflicts connected with:

o destruction of existing joint activities;

o deterioration or collapse of relations;

o negative well-being of the participants;

o low efficiency of further interaction, etc.

There are the following styles of behavior in interpersonal conflict: confrontation, evasion, adaptation, compromise, cooperation, assertiveness.

1. Confrontation - characterized by persistent, uncompromising defense of one's interests, for which all available means are used.

2. Evasion - associated with an attempt to get away from the conflict, not attaching great value to it, perhaps due to the lack of conditions for its resolution.

3. Adaptation - implies the readiness of the subject to give up his interests in order to preserve the relationship.

4. Compromise - requires concessions from both sides to the extent that an acceptable solution is found through mutual concessions for the opposing sides.

5. Cooperation - involves the joint action of the parties to solve the problem. With such behavior, different views on the problem are considered legitimate. This position makes it possible to understand the causes of disagreements and find a way out of the crisis acceptable to the opposing sides without infringing on the interests of each of them.

6. Assertive behavior (from the English. assert - assert, defend). Such behavior implies the ability of a person to defend his interests and achieve his goals without prejudice to the interests of other people. It is aimed at ensuring that the realization of one's own interests is a condition for the realization of the interests of interacting subjects. Assertiveness is an attentive attitude both to oneself and to a partner. Assertive behavior prevents the emergence of conflicts, and in a conflict situation helps to find the right way out of it.

All of these styles of behavior can be both spontaneous and consciously used to achieve the desired results in resolving interpersonal conflicts.

1.2 Typology of interpersonal conflicts

Psychologist A. Karmin as a criterion for classifying interpersonal conflicts highlights their reality or truth-falsity:

Genuine conflict: existing and adequately perceived;

Random or conditional conflict: depends on changing circumstances, which is not always adequately recognized by the parties;

Displaced conflict: hides an implicit but deep conflict;

Misattributed conflict between parties misunderstanding and misinterpreting issues;

Latent conflict is an unconscious conflict that still exists in a hidden form;

False conflict: exists due to errors of perception or interpretation, which has no objective basis.

There is a typology of interpersonal conflicts according to the reasons for their occurrence. According to this criterion, all conflicts can be divided into two large groups:

Deep conflicts that include in their orbit important values ​​for the individual, interests, goals associated with the image of "I". They can exist for a long time without revealing themselves explicitly. They arise naturally, as they are determined by the mental make-up of the personality, the history of its development and communication. The reasons for their appearance are internal, determined by the deep needs and values ​​of the individual.

Situational conflicts have an external, most often spontaneous reason for their appearance and do not affect the important life values ​​of the individual. They are emotionally explosive in nature and begin immediately with an incident. Examples of the beginning of such conflicts are the rudeness of the seller, the reprimand of the boss, the thing not returned on time, the book taken without permission, etc.

The most common typology of interpersonal conflicts is based on the scope of their manifestation:

Interpersonal conflicts in the family;

Interpersonal conflicts in the pedagogical process.

The family is constantly in the process of development, as a result of which unforeseen situations arise and family members have to respond to all changes. And their behavior in various situations is influenced by temperament, character and personality. It is not surprising that in every family, various kinds of clashes inevitably arise between its members.

The most typical causes of interpersonal conflicts in the family are:

Interpersonal compatibility: misunderstanding of each other based on difference value orientations, social attitudes, interests, motives, needs, characters, temperaments, personal development level;

Leadership in the family: the leader can lead the family quite successfully, can suppress the initiatives of another, forming an internal confrontation in him, fraught with open or hidden conflicts;

Excellence: in initial period family life there are cases when one of the spouses seeks to prove his superiority;

Household chores: the division of household chores is an enduring insoluble problem and the cause of conflict situations in the family.

Family budget: conflict situations can arise when one of the spouses thinks that the other is spending money imprudently or one of the spouses receives more than the other.

Intimate-personal adaptation of the family: moral-psychological and physiological satisfaction with each other in intimate relationships.

In pedagogical practice, the main types of interpersonal conflicts are conflicts:

- “student - student”: most of the conflicts among students arise due to claims for leadership in microgroups of the class;

- "student-teacher": students strive for autonomy, openly defend the right to be themselves, independently resolve issues relating to him personally, have their own attachments, as well as their own views on what is happening around him. At this age, the reaction to tactless remarks becomes much sharper and can lead to conflicts in any form.

- "teacher - teacher": conflict situations among teachers arise not only because of the peculiarity of temperament and character, but also in cases of a low level of personality development.

Among interpersonal conflicts between a teacher and a student, according to M.M. Rybakova, the following conflicts stand out:

The conflict of activity that arises between the teacher and the student and is manifested in the refusal of the second to complete the educational task or its poor performance.

Conflict of actions: any mistake of the teacher in resolving the conflict gives rise to new problems and conflicts, which include other students.

The conflict of relations that arises as a result of the inept resolution of problem situations by the teacher and is of a long, protracted nature. These conflicts acquire personal meaning, give rise to a student's long-term dislike for the teacher, and disrupt their interaction for a long time.

II. Resolution of interpersonal conflicts

2.1 Basic Negotiation Models and Interpersonal Conflict Resolution Styles

The following algorithm for resolving interpersonal conflicts is assumed:

Determine the cause and essence of the problem;

Talk to everyone affected by the conflict, discuss opinions, smoothly moving on to the next point;

Find out all the wishes and interests of the participants;

Find everything possible solutions, trying not to refuse other offers and highlight the best options.

According to experts in the field of conflict resolution, the interaction strategies that the participants in a conflict situation choose become a decisive factor in overcoming this conflict situation.

The behavioral strategies of participants in an interpersonal conflict situation are divided into three main categories.

1. power strategies: these include strategies of behavior of the participants in the conflict, aimed at achieving their own interests without taking into account the interests of the partner. In psychology, they are described as dominance, competition, rivalry.
2. another group of strategies for interaction in conflict is formed by such forms of behavior that are based on the desire to avoid conflict. They may have the character of ignoring the problem, not recognizing the existence of a conflict, avoiding the problem instead of solving it.
3. the third form of avoiding conflict is compliance, willingness to neglect, to sacrifice one's interests and goals. It can have a reasonable, rational character in cases where the subject of the conflict is not too significant for a person. This group of strategies is regarded as the most effective way to resolve interpersonal conflicts. It combines a variety of negotiating strategies leading to the development of solutions that more or less satisfy the interests of both parties.

When resolving interpersonal conflicts, two models of negotiations are distinguished:

· model of "mutual benefits": it is possible to find such solutions to the problem that fully satisfy the interests of both parties. This is possible in situations where the interests of the parties, although they contradict each other, are not incompatible.

· model of "concessions - rapprochement": used in cases where the interests of the parties are incompatible and only compromise solutions are possible, obtained through concessions of the parties.

In any case, negotiation strategies for resolving conflicts are united by the fact that the interaction of participants from contradictory becomes coordinated, based on a common interest.

The resolution of the conflict can be considered final only if the participants in the conflict situation do not just find some solution to the problem that has become the subject of their disagreement, but come to this solution as a result of agreement. This allows us to count not only on the elimination of disputable issues dividing them, but also on the restoration and normalization of their relations and interactions that could be violated. The consent of the parties regarding one or another solution is possible only as a result of the agreements of the parties, which is why negotiation strategies are really constructive ways to resolve interpersonal conflicts.

There are five other basic interpersonal conflict resolution styles:

Evasion of the resolution of the contradiction that has arisen, when one of the parties, which has been “charged”, transfers the topic of communication in a different direction. Departure as a variant of the outcome of the conflict is most characteristic of the psychological type of "thinker", which is not always immediately ready for resolution. difficult situation. He needs time to think through the causes and ways to solve the conflict problem. This type of permission is also used by the "practitioner", while adding an element of reciprocity of the accusation.

smoothing, when one of the parties either justifies itself or agrees with the claim, but only for this moment. Justifying oneself does not completely solve the conflict and can even aggravate it, as the internal, mental contradiction intensifies.

· compromise as an open discussion of opinions aimed at finding the most convenient solution for both parties. In this case, the partners put forward arguments in their favor and in someone else's favor, do not postpone decisions for later and do not unilaterally force one possible option. The advantage of this outcome is the reciprocity of the equality of rights and obligations and the legalization (opening) of claims.

coercion - an unfavorable and unproductive outcome of the conflict, when none of the participants takes into account the position of the other. It usually occurs when one of the parties has accumulated enough small grievances, gathered strength and put forward the strongest arguments that the other side cannot remove.

Problem solving: in order to determine the essence of the conflict, its participants must coordinate their ideas about the current situation and develop a specific strategy of behavior.

The resolution of interpersonal conflicts is impossible without the adequacy of people's perception of what is happening, the openness of their relations and the presence of an atmosphere of mutual trust and cooperation.

2.2 Interpersonal conflict prevention methods

No matter how diverse conflicts are, the process of preventing them is characterized by some common features. First of all, as a stage of a broader management process, it is carried out within the framework of its necessary conditions and fundamental ones, analyzed earlier. In addition, it has its own prerequisites, specific stages, strategy and technology.

Conflict management involves not only the regulation of confrontation that has already arisen, but also the creation of conditions for its prevention. Moreover, the most important of the two specified management tasks is prevention. It is well-organized work on conflict prevention that reduces their number and excludes the possibility of destructive conflict situations.

All conflict prevention activities are one of the concrete expressions of the human ability to generalize the available theoretical and empirical data and, on this basis, predict and predict the future.

Conflict prevention is a type of management activity that consists in early recognition, elimination or mitigation of conflict factors and in this way limiting the possibility of their occurrence or destructive development in the future. The success of this activity is determined by a number of prerequisites:

Knowledge of the general principles of managing social organizations, formulated modern theory management, and the ability to use them to analyze conflict situations;

The level of general theoretical knowledge about the essence of the conflict, its causes, types and stages of development, which are formulated by conflictology;

Depth of analysis on this common theoretical basis a specific pre-conflict situation, which in each individual case turns out to be unique and requires a special set of methods and means to resolve it;

The degree of compliance of the chosen methods of correcting the current dangerous situation with its specific content; this adequacy of the means used in a real situation depends not only on the depth of theoretical knowledge of the possible participants in the conflict, but also on their ability to rely on their experience and intuition.

It follows that conflict prevention is a very complex undertaking. Therefore, the possibilities of preventive activities should not be overestimated, although they should not be neglected.

Maintaining and strengthening cooperation, relationships of mutual assistance is central problem all conflict prevention tactics. Its solution is complex and includes methods of socio-psychological, organizational, managerial and moral and ethical nature.

The most important of the socio-psychological methods focused on correcting the thoughts, feelings and moods of people are as follows:

1. the consent method involves carrying out activities aimed at involving potential conflict parties in a common cause, during the implementation of which potential opponents have a more or less wide field of common interests, they get to know each other better, get used to cooperating, jointly solving emerging problems.

2. the method of benevolence, or empathy, of developing the ability to empathize and sympathize with other people, to understand their internal states, involves the expression of the necessary sympathy for a workmate, partner, readiness to provide him with practical assistance. This method requires the exclusion from the relationship of unmotivated hostility, aggressiveness, impoliteness.

3. a method of maintaining the reputation of a partner, respect for his dignity. In the event of any disagreement fraught with conflict, the most important method of preventing a negative development of events is the recognition of the dignity of a partner, the expression of due respect for his personality.

4. a method of mutual complementation, which involves relying on such partner's abilities that we ourselves do not have.

5. the method of non-discrimination of people requires the exclusion of emphasizing the superiority of one partner over the other, and even better - and any differences between them. Of course, one can criticize the egalitarian method of distribution as unfair, inferior to the method of individual reward.

6. The last of the psychological ways of preventing conflict is borrowed from animal trainers, from animal trainers, who, as you know, always reward their pupils for well-executed commands. This method can conditionally be called the method of psychological stroking. He assumes that people's moods, their feelings can be regulated and need some support. For this, practice has developed many ways, such as anniversaries, presentations, various forms carrying out joint rest by members of labor collectives. These and similar events relieve psychological stress, promote emotional relaxation, evoke positive feelings of mutual sympathy, and thus create a moral and psychological atmosphere in the organization that makes it difficult for conflicts to arise.

Summarizing the above, it should be emphasized that the prevention of conflict contributes to everything that ensures the preservation of normal business relations, strengthens mutual respect and trust.

Conclusion

It is impossible to avoid conflicts, and there is no need for this, since any conflict, including interpersonal, is a form of manifestation of objective contradictions that arise in the process of social interaction, contributes to their development, the transition to more high level. The task is to minimize the destructive consequences of conflicts, reduce their destructive potential, using methods of their constructive settlement. To do this, first of all, it is necessary to analyze the causes of the conflict, its structure.

Conflict resolution is a complex multi-step process, which, based on the diagnosis of conflicts, is expressed in the prevention, containment, regulation of conflicts. Conflict management is characterized in strategizing conflict behavior, in the suppression or stimulation of conflicts, in reducing the level of conflict destruction.

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