Wedding

What are the conflicts. Classification of social conflicts

Conflicts are an integral part of a person's life in society and his interaction with other people. Conflicts arise everywhere and can lie in wait for each of us anywhere: at work, in the office, at school or college, in a store or public transport, and even at home. The ability to recognize conflict situations and neutralize them is a very important skill for any person. In the following lessons of the presented training on conflictology, we, of course, will talk in detail about the causes of conflicts and the analysis of their strategies, as well as discuss in detail the issues of conflict management, conflict prevention and prevention. However, before embarking on these more serious topics, we should understand what constitutes a conflict in general, what types of conflicts exist and how they are characterized.

What is conflict?

The term "conflict" comes from the Latin word "conflictus", meaning "collided". Usually, when talking about conflict, they talk about the most acute way of resolving contradictions in views, goals, interests that arise during the interaction of people with each other. As a process, the conflict consists in the opposition of the participants in this process to each other. social interaction, and is accompanied by negative emotions, which often go beyond the generally accepted norms and standards. In conflict understand the lack of agreement between several parties (it can be individuals or groups of people). The science that studies conflicts is called conflictology.

Attitude to the concept of "conflict"

In the vast majority of cases, it is believed that the conflict is an extremely negative phenomenon, causing misunderstanding, resentment, hostility or threats, in other words, something that you should try to avoid by all means. Also, representatives of earlier schools argued that conflict is a sign of poor management of the organization and an indicator of its inefficiency. But, despite this, many modern management specialists are increasingly inclined to believe that certain types of conflicts not only can occur, but are desirable even in the most difficult situations. effective organizations where employee relationships are worthy of the most best grades. The only thing that is needed here is to learn how to manage conflict.

Conflict, like any social phenomenon, has not only its own definition, but also its own signs. And this issue is no less important and is subject to separate consideration.

Signs of Conflict

First sign of conflict - BIPOLARITY

Bipolarity, also called opposition, is both confrontation and interconnectedness, which contains the internal potential of the existing contradiction. However, bipolarity by itself does not yet speak of a struggle or a clash.

The second sign of conflict - ACTIVITY

Activity here is understood as resistance and struggle. For the emergence of activity, an impulse is needed, which is set by the participant (subject) of the conflict by awareness of the conflict situation itself.

The third sign of conflict - SUBJECTS OF THE CONFLICT

The subject of the conflict is an active party capable of creating conflict situations, as well as influencing the process of the conflict, which, in turn, depends on his interests. Traditionally, the subjects of the conflict are distinguished by a peculiar type of thinking called conflict. Controversy may be the source conflict situations only for those people who have conflict thinking.

Types of conflicts

Classification of conflicts according to the impact on the activities of a group or organization

According to the impact on the activities of a group or organization, conflicts can be constructive and destructive.

Constructive (functional) conflicts- these are conflicts that lead to the adoption of informed decisions and contribute to the development of relations between the subjects of the conflict. As a rule, the following several functional consequences of conflicts are distinguished:

The conflict is resolved in a way that suits all parties to the conflict; each party feels involved in resolving the problem;
A joint decision is implemented as quickly and easily as possible;
The parties involved in the conflict master the skill of effective cooperation during the solution problematic issues;
If a conflict arose between subordinates and leaders, then the practice of resolving the conflict allows you to destroy the “submission syndrome”, when a person occupying a lower position has a fear of expressing his point of view if it differs from that of people with a higher status;
Relationships between people are getting better;
The parties to the conflict no longer view disagreements as something negative and leading to negative consequences.

EXAMPLE: A perfect example of a constructive conflict is a common work situation: a leader and a subordinate cannot agree on any issue regarding their joint activities. After a conversation and expression by each participant of his opinion, a compromise is found, and the leader and the subordinate find a common language, and their relationship becomes positive.

Destructive (dysfunctional) conflicts - these are conflicts that impede the adoption of competent decisions and effective interaction between the subjects of the conflict. Dysfunctional consequences of conflicts are the following:

Competitive, rival relations between people;
Lack of desire for positive relationship and cooperation;
Perception of the opponent as an enemy, his position - exclusively as incorrect, and his own - exclusively as correct;
The desire to reduce and even completely stop any interaction with the opponent's side;
The belief that "winning" a conflict is far more important than finding a common solution;
Bad mood, negative emotions a feeling of dissatisfaction.

EXAMPLE: Examples of non-constructive conflict include war, any manifestations of physical violence, family quarrels etc.

Classification of conflicts by content

Realistic conflicts - these are conflicts that are caused by dissatisfaction with the specific requirements of the participants or unfair, according to the opinion of one of the parties, the distribution of certain advantages between the participants. As a rule, such conflicts are aimed at achieving concrete result.

EXAMPLE: conflicts with the authorities of the former Nord-Ost hostages and relatives of the victims due to the failure of the state to comply with certain requirements.

Unrealistic conflicts - these are conflicts, the purpose of which is the specific expression of negative emotions, hostility or resentment, in other words, the conflict here is main goal.

EXAMPLE: murder by one person of another due to the fact that the first believes that the second is guilty of his problems and troubles; terrorist acts without expressing specific requirements.

Classification of conflicts by the nature of the participants

By the nature of the participants, conflicts are divided into intrapersonal, interpersonal, conflicts between the individual and the group, and intergroup conflicts.

Intrapersonal conflict - occurs when there is no harmony between different factors psychological nature in the inner world of a person, for example, his feelings, values, motives, needs, etc. For example, intrapersonal conflict associated with human activity can be expressed in various forms. But in most cases, this is a form of role conflict - when different roles of a person require him to fulfill different requirements.

EXAMPLE: A person who is an exemplary family man needs to be at home in the evenings, but his position as a leader obliges him to often stay at work in the evenings. The intrapersonal conflict here is due to the mismatch of personal needs and the requirements of his activity.

Interpersonal conflict - is the most common type of conflict. AT different situations it may appear in different ways. But the reasons for such a conflict can be not only differences in people's behavior, their manners, attitudes, opinions or characters, which are subjective reasons, but also objective reasons, moreover, they are the basis of interpersonal conflicts most often.

EXAMPLE: One of the most common causes of interpersonal conflicts is the scarcity of any resources, such as work force, production areas, equipment, cash and all kinds of vital benefits. For example, one person believes that it is he who needs the most resources, and not someone else, while this other person thinks the same way.

Conflict between individual and group the presented conflict appears in those cases when one of the members of a group or organization violates the norms of behavior established in it or the laws of communication adopted in informal groups.

EXAMPLE: The conflict between the individual and the group is clearly illustrated by the example of the conflict between subordinates and a leader who adheres to an authoritarian leadership style; similar conflicts can also be observed in youth parties, where one of the members of the party suddenly behaved not according to the laws of the “flock”.

Intergroup conflict - is a conflict between formal and/or informal groups that are part of a society or organization. Interestingly, during the period of intergroup conflict, people can unite in various close-knit communities. However, this cohesion often disappears immediately after the desired result is achieved.

EXAMPLE: An intergroup conflict may arise between employees of any division of the organization and its administration, for example, due to a sudden reduction in staff; a similar situation is often observed between opposition political parties or spiritual denominations.

Classification of conflicts according to the specifics of the opposite sides and the conditions for the development of the conflict

According to the specifics of opposite sides and conditions of development, conflicts can be internal, external and antagonistic.

Internal conflicts - characterized by the interaction of two or more opposing subjects within a community or group of people.

EXAMPLE: A perfect example internal conflict an intra-class struggle may emerge, for example, a struggle for leadership.

External conflicts - represent the interaction of opposites that relate to different objects (groups, classes, etc.).

EXAMPLE: As an example of an external conflict, one can name the confrontation between a person and natural elements or the struggle of an organism with the external environment.

Antagonistic conflicts - one of the most acute conflicts, because are interactions between social groups that are irreconcilably opposed to each other. It is unique that the very concept of "antagonism" is very common in medicine and biology - antagonism of teeth, muscles, microbes, drugs, poisons, etc. can occur. In addition, in mathematical science, antagonism is seen as the opposite of interests. In its pure form, antagonism is presented in social processes.

EXAMPLE: A striking example of an antagonistic conflict is war, market competition, revolution, sports competition, etc.

In addition to all of the above, a correct understanding and interpretation of conflicts, as well as their functions, features, essence and consequences is impossible without typology, i.e. without highlighting the basic types of conflicts on the basis of identifying their similarities and differences and ways to identify them with a commonality of the main differences and features.

In order to make it possible to choose an adequate method of influencing and managing a conflict (which you will learn about in our next lessons), it is necessary to typify conflicts according to their main features: methods of solution, areas of manifestation, direction of influence, severity, number of participants and violated needs.

It is on the basis of typology that both types and varieties of conflicts are determined. The type of conflict as a variation of conflict interaction is distinguished according to certain criteria.

Types of conflicts by way of resolution

According to the method of resolution, conflicts are divided into violent and non-violent.

Violent (antagonistic) conflicts - are such ways of resolving contradictions in which the destruction of the structures of all subjects of the conflict occurs or the refusal of all subjects, except for one, to participate in the conflict. As a result, the subject that remains wins.

EXAMPLE: An excellent example of a violent conflict is the election of authorities, a tough discussion, debate, and so on.

Non-violent (compromise conflicts) - these are conflicts that allow several options for resolving the situation by mutually changing the goals of the subjects of the conflict, the conditions of interaction, terms, etc.

EXAMPLE: As an example of a compromise conflict, the following situation can be mentioned: a supplier who has pledged to supply raw materials for production does not fulfill his obligations on time. In this case, the manufacturer has the right to require the supplier to comply with the agreed schedule, but the delivery dates could change for some good reason. The mutual interest of both parties allows them to negotiate, change the original schedule and find a compromise solution.

The next classification, which we will consider, is determined by the spheres of manifestation of conflicts. The spheres, in turn, can be very diverse - these are politics, people's beliefs, and social relations, and economics and much more. Let's talk about the most common of them.

Types of conflicts by spheres of manifestation

Political conflicts - are clashes on the basis of the struggle for power and the distribution of power.

EXAMPLE: An example of a political conflict is a confrontation between two or more political parties.

Social conflict - is a contradiction in the system of human relationships. These contradictions are distinguished by the strengthening of the interests of opposing subjects, as well as the tendencies of individuals and social groups. Social conflicts include both purely social and social-labor and labor conflicts.

EXAMPLE: Examples of social conflicts are pickets, strikes, rallies, wars.

Economic conflicts - this group of conflicts includes those conflicts, the basis of which are contradictions in the sphere of economic interests of individuals and social groups.

EXAMPLE: An economic conflict can be called a struggle for the distribution of property, a sphere of economic influence, social benefits or resources.

Organizational conflicts - they can be seen as a consequence of hierarchical relationships and regulation human activity, as well as using the principle of distribution of people's relations.

EXAMPLE: A striking example of organizational conflict is the application job descriptions, assigning certain duties and rights to the employee, the introduction of nominal management structures, the existence of certain provisions for the assessment and remuneration of employees, as well as their bonuses, etc.

Types of conflicts by direction of impact

According to the direction of influence, conflicts are distinguished between vertical and horizontal. Their characteristic feature is the distribution of the amount of power that is at the disposal of the subjects of the conflict at the time of the conflict situation.

Vertical conflicts - these are conflicts in which the amount of available power decreases along the vertical axis from top to bottom, thereby determining different starting conditions for the subjects of the conflict.

EXAMPLE: A vertical conflict can be called a conflict between a boss and a subordinate, a teacher and a student, a small enterprise and a higher organization, etc.

Horizontal conflicts - these are conflicts in the course of which subjects interact that have an equivalent power or a hierarchical level.

EXAMPLE: G a horizontal conflict can be a conflict between managers occupying equal positions, employees of the same level, consumers and suppliers, etc.

Types of conflicts according to the severity of conflict confrontation

According to the severity of conflict confrontation, conflicts can be hidden and open.

Hidden conflicts - conflicts in which there are no external aggressive actions between the subjects of the conflict, but there are indirect ones, i.e. indirect ways of influencing subjects on each other. Hidden conflicts are possible only when one of the subjects of conflict interaction either fears the other, or does not have enough resources for open confrontation.

EXAMPLE: An example of a hidden conflict can serve as an official scientific controversy between teachers, behind which lies the real essence of the conflict - the struggle for authoritative social status, for example, for some position at the university.

Open conflicts - differ in that they contain a clear clash of conflicting subjects, i.e. disputes, quarrels, squabbles, etc. The interaction of the participants in the conflict is regulated in this case by the norms corresponding to the position of the participants and the situation.

EXAMPLE: An example of an open conflict can safely be called a war, when two or more parties openly express their demands and use open methods to achieve their goals; a quarrel of people that arose for any reason and does not have hidden motives, etc.

It is important to distinguish between conflicts and on the basis of violated needs.

Types of conflicts depending on violated needs

Depending on the violated needs, conflicts of interest and cognitive conflicts are distinguished.

Conflicts of interest - represent a confrontation based on a clash of interests of the subjects of the conflict, which can be individuals, groups of people, organizations, etc.

EXAMPLE: P Examples of conflicts of interest can be found even in Everyday life- two children cannot share the toy they like among themselves; husband and wife, having one TV for two, want to watch different TV programs at the same time, etc.

Cognitive conflicts - these are conflicts of knowledge, points of view, views. As a rule, the goal of each subject of a cognitive conflict is to convince the opposite side that it is his position, opinion or point of view that is correct.

EXAMPLE: Examples of cognitive conflict can also be found quite often - these are discussions of various problems, disputes, discussions, disputes, during which participants express different points of view and give all kinds of arguments to prove their case.

Summing up the conversation about the types and types of conflicts, it should be noted that the distribution of conflicts by type is actually very conditional due to the fact that there is no clearly defined boundary between them, and in practice, i.e. in real life, various complex types of conflicts can arise, some conflicts can transform into others, and so on.

What else do you need to know about conflicts?

The history of mankind, its morality, culture, intellect is an ongoing struggle of ideas, aspirations, competition of forces and interests, rivalry. Throughout his life, every person systematically encounters conflicts of all kinds. When a person wants to achieve something, the goal can be difficult to achieve. When he experiences failure, he may blame the people around him for the fact that it was because of them that he could not get what he wanted. Those around him, in turn, no matter whether they are relatives, classmates, friends or work colleagues, may believe that he himself is to blame for his problems and failures. The form can be completely different, but almost always it can lead to misunderstanding, which can develop into discontent and even confrontation, thereby creating tension and causing a conflict situation.

Every person has conflicts in life. It is common for people to be dissatisfied with something, to perceive something “with hostility”, not to agree with everything. And all this is natural, because such is the nature of man. However, these and other similar internal properties can become harmful if a person is not able to resolve his own conflict with the people around him; if he is not able to give it a constructive form; if he cannot adhere to adequate principles in his contradictions.

It is quite reasonable to conclude that conflicts are inevitable. But, in reality, things are somewhat different. And not all conflict situations that arise between people from time to time end in conflict.

Conflict should not be treated as something dangerous and negative if it is an incentive for personal development, pushes a person to work on himself, tempers morally and psychologically, and promotes unity with other people. But you should try to avoid those conflicts that have a destructive potential, destroy relationships, create a state of psychological discomfort, and increase a person’s isolation. It is very important for the poem to be able to recognize any prerequisites for conflicts and be able to prevent the occurrence of unwanted conflict situations.

To be able to recognize and prevent conflicts means to own a culture of communication, to be able to control oneself, to show respect for the personality of other people, to apply various methods impact on them. Nothing can contribute to the elimination of various kinds of misunderstandings to such a strong extent as competent, civilized communication, which includes knowledge of elementary etiquette skills and the ability to master them, as well as the ability to establish and maintain effective contact, develop your own style of communication and interaction with others people.

If you find yourself in a difficult, controversial situation, the most important thing is to control your behavior and behave socially competently. If the conflict situation is based on experiences and emotions, then the unpleasant sensations from it can remain for a very, very long time. For this reason, you need to learn how to manage your emotional states control your behavior and reactions. You should always be tuned in to the stability and balance of your nervous system.

AN EXERCISE: As one of the most effective methods work with your psyche, you can bring self-tuning to a state of calm. It is not difficult to implement it: sit in a comfortable chair, relax, close your eyes and try not to think about anything for a while. Then, clearly and slowly say a few phrases to yourself that set you up for self-control, endurance, a state of calm. Strive to feel how balance seizes you, you become more cheerful, feel a surge of strength and good mood; You feel great physically, mentally and psychologically. Regular performance of this exercise will allow you to become more resistant to emotional stress of any intensity.

Recall that the presented lesson is more theoretical than practical, because. our task was to introduce you to what a conflict is in general and to present a classification of conflicts. From the following lessons of our conflictology training, you can learn not only a lot of theoretical information, but also learn a lot practical advice that you can put into practice immediately.

Test your knowledge

If you want to test your knowledge on the topic of this lesson, you can take a short test consisting of several questions. Only 1 option can be correct for each question. After you select one of the options, the system automatically proceeds to next question. The points you receive are affected by the correctness of your answers and the time spent on passing. Please note that the questions are different each time, and the options are shuffled.

Lecture 6 Classification of conflicts

Issues for discussion

Conflicts, as already noted when characterizing their main features, are not only an inevitable and ubiquitous phenomenon, but also many-sided. They are of great variety. Conflicts take place in all areas public life, and therefore it is legitimate single out socio-economic, ethnic, interethnic, political, ideological, religious, military, legal, family, social and other types of conflicts.

The analysis and evaluation of conflicts involve their grouping, systematization, division according to essential features, types and types. Such a classification is needed as a kind of model for studying the subject in its entirety, a methodological tool for distinguishing the entire spectrum of conflict manifestations.

Approaches to classification can be very different. For example, sociologists focus primarily on macro or micro level conflicts, into their main types, such as socio-economic, national-ethnic and political. Lawyers distinguish internal and external conflicts, areas of their manifestation, including family, cultural, social and labor, as well as a wide variety of economic, financial and property conflicts arising in the conditions of market economy.

For managerial conflictology, its own approach is preferable. In terms of personnel management, the subject study of conflicts is a priority production and economic type, which are mainly associated with the practice of management, the relationship of people in the world of work and entrepreneurial activity, satisfaction of the material and spiritual needs of workers, their social protection, the device of life, rest and leisure.

Conflicts in the practice of managing an organization are a complex production-economic, ideological, socio-psychological and family phenomenon, they are diverse and can be classified according to various criteria. The classification of conflicts allows you to navigate in their specific manifestations and, therefore, helps to find possible ways their permissions (Table 2.2).

With the inevitable conditionality of such a division, it nevertheless allows a systematic approach to the characterization of the conflict in the organization, to give it a proper assessment, taking into account the social nature, dynamics and consequences.

By areas of manifestation, conflicts are divided for production and economic, the basis of which are production and economic contradictions; ideological, which are based on contradictions in views; socio-psychological arising in connection with contradictions in the social sphere, as well as the peculiarities of the human psyche, and household reflecting the contradictions of family and domestic relations. If workers are tied family relations, then family and domestic conflicts can be intertwined with the types of conflicts listed above.

In terms of scale, duration and tension, conflicts are distinguished: general and local; stormy, fleeting, short-term, arising on the basis of individual psychological characteristics of the individual, they are distinguished by the aggressiveness and extreme hostility of the conflicting parties; acute long-term, protracted, arising in the presence of deep contradictions; weakly expressed and sluggish, arising on the basis of not very sharp contradictions, or associated with the passivity of one of the parties; mild and fleeting, arising in connection with superficial causes, they are episodic. According to the subjects of conflict interaction, conflicts are divided into: intrapersonal, which are associated with the collision of oppositely directed immanent motives of the personality; interpersonal in the clash of interests of two personalities; interpersonal-group, in which the opposing parties are, on the one hand, the individual, and on the other, the group; intergroup, arising from the clash of interests of two social groups.

Distinguish between conflicts according to the subject of the conflict real (objective), having a clear subject, and unreal (non-objective), which do not have a clear subject or have a subject of vital importance to only one side.

According to the sources and causes of conflicts are divided into objective and subjective. In the first case, the conflict can develop outside the will and desire of its participants, simply because of the circumstances that are developing in the organization or its subdivision. But a conflict situation can also be created because of the motives of behavior, the deliberate aspirations of a particular subject of social ties. The object of the conflict is a specific material or spiritual value, which the conflicting parties seek to possess. The subjects of the conflict are employees of the organization with their own needs, interests, motives and ideas about values.

CLASSIFICATION OF CONFLICTS

Table 2.2

p/n	Classification sign	Types of conflicts
	By areas of manifestation	Production and economic Ideological Socio-psychological Family and household
	In terms of scale, duration and intensity	general and local
	By subjects of conflict interaction	Intrapersonal Interpersonal Interpersonal-group Intergroup
	On the subject of the conflict	Real (objective) Unreal (non-objective)
	By sources and causes	Objective and subjective Organizational Emotional and social and labor Business and personal
	In terms of communication	Horizontal Vertical Mixed
	For social impact	Positive and negative Constructive and destructive Creative and destructive
	By forms and degree of collision	Open and hidden Spontaneous, proactive and provoked Inevitable, forced, inappropriate
	According to the methods and scale of settlement	Antagonistic and compromising Fully or partially resolved Leading to agreement and cooperation

For immediate reasons, conflicts appear as organizational, i.e. occurring within a certain social system, one or another structural formation in connection with a change in external circumstances or a violation of the regulated order; emotional, associated, as a rule, with a personal perception of what is happening around, with a sensual reaction to the behavior and actions of other people, differences in views, etc.; social and labor caused by mismatch, confrontation of private and common interests, incompatibility of goals individuals and social groups; business and personal.

Conflicts of communicative orientation are divided into horizontal, in which people participate who are not, as a rule, subordinate to each other; vertical, whose participants are connected by certain types of subordination. These conflicts can also be mixed, representing relationships of submission and non-subordination. A vertical conflict (both “top-down” and “bottom-up”) bears a special stamp, usually expressing the inequality of forces of the conflicting parties, differences between them in terms of hierarchical level and influence (for example, a leader - a subordinate, an employer - an employee, etc. ). In this case, unequal status and rank may be valid, which, of course, will affect the course and outcome of the conflict.

According to the social consequences of conflicts are: positive, when conflict resolution contributes to the development of the organization, and negative, leading to a deterioration in the performance of the organization; Constructive, which are based on objective contradictions that contribute to the improvement of the organization's activities, and destructive, which are based on subjective reasons that contribute to the growth of social tension and the deterioration of the organization's activities; creative, contributing to the prosperity of the organization, its rapid development, and destructive, leading to the destruction of the socio-economic system.

According to the forms and degree of collision, confrontation can be open(dispute, quarrel, etc.) and hidden(stealth actions, disguise of true intentions, etc.); spontaneous those. spontaneously occurring and enterprising, pre-planned or simply provoked.

According to the methods and scale of settlement (resolution), conflicts are divided into antagonistic accompanied by intransigence and intransigence of the parties, as well as compromise, allowing for the diversity of overcoming differences, the mutual convergence of views, interests, goals. Every person, every social group discover a manner of communication inherent only to them, establishing and maintaining relationships, a special style of behavior in conflict situations. From the degree of flexibility of behavior opposing sides in an antagonistic or compromise conflict, the method and scale of its settlement depend.

The presence of a huge number of general and particular classifications of the conflict, given by psychologists, suggests that there are as many of them as there are different sides to psychology. The main features on the basis of which various typologies of conflicts are proposed include:

the object of the conflict;

features of the parties;

duration;

manifestation forms;
type of relationship structure;
consequences etc.

In primary groups, conflicts are divided into short term and long term . Most conflicts are brewing gradually, the conflicting parties express their claims only in a narrow circle. Attempts are being made to resolve the issue peacefully, by satisfying the request or canceling the order. If this method does not cause a positive reaction or encounters refusal, the conflict goes from the latent incubation period into an open form, while each of the parties seeks not only to justify their actions, but also to attract supporters. Thus, the conflict becomes protracted nature .

By goals defended by the parties, conflicts are divided into pursuing personal, group and community goals. Goals are also divided according to their moral content (for which the conflict is started), by time (close or distant), by publicity (open or hidden).

By volume conflicts are divided into global (cover the entire team or most of it) and partial (occur between employees or between an employee and a manager).

According to the direction of the conflicts divided into vertical, horizontal and mixed.

In vertical conflicts involved persons, one of which is subordinate to the other. In horizontal - persons who are not subordinate to each other participate (see table 1). In mixed conflicts both vertical and horizontal components are presented.

Table 1 - Horizontal and vertical conflicts

Type of conflict	Way of manifestation of the conflict
	Horizontally	Vertically"
	Horizontally	"down up"	"top down"
Obstacles to achieving the main objectives of the joint labor activity	The actions of one hinder the success of the other. organizational conflict.	The leader does not provide subordinates with the opportunity to successfully achieve the goal of the activity	The subordinate does not provide the manager with the opportunity to fulfill the main goal of the activity
Barriers to Achieving Joint Work Goals	The actions of one hinder the achievement of the personal goals of others. organizational conflict.	The leader does not provide the subordinate with the opportunity to achieve personal goals	The subordinate creates obstacles for the leader to achieve personal goals
Action controversy accepted norms	Conflict of norms of behavior in the group	Contradictions in the activities of the leader, his style of work	The activity of a subordinate as a carrier of a certain social role contrary to the manager's expectations

Conflicts with a vertical component (i.e. vertical and mixed conflicts) account for an average of 70 to 80% of their total number. Such conflicts are the most undesirable for the leader: participating in them, he is “tied hand and foot”. For each action and order in this case is considered by all employees (and especially the participants in the conflict) through the prism of the conflict. And even in the case of complete objectivity of the leader, they will see intrigues in relation to opponents in any of his steps. And since the awareness of subordinates is often not enough to correctly assess the actions of the leadership, the misunderstanding is more than compensated for by speculation, mostly of a negative nature.

Naturally, in such conditions, when every order can lead to a deepening of the conflict, it is extremely difficult to work.

Already from this preliminary consideration, some of the leader's attitudes are clear: to show the greatest caution in relation to vertical conflicts (try to extinguish them in the bud).

Possible subjects of the conflict in the organization are:

administration of the organization;

middle management personnel;

lower management personnel;

key specialists (in the state);

auxiliary specialists (out of state - under contract);

technical staff;

structural units;

informal groups of employees.

There are four main types of conflicts: intrapersonal, interpersonal, conflict between the individual and the group and intergroup conflict.

Intrapersonal Conflict occurs when conflicting demands are placed on the same person. For example, a manager may require the performer to be in the office of a travel company at all times and "work" with clients on site. At other times, he already expresses dissatisfaction with the fact that his employee spends too much time on customers and does not engage in marketing activities.

Intrapersonal conflict can also arise as a result of the fact that production requirements are not consistent with personal needs or values. For example, a subordinate planned on Saturday - his day off - some family events, and the boss announced to him on Friday evening that, due to production needs, he should work on Saturday. Intrapersonal conflict arises as a response to work overload or underload.

Interpersonal conflict. This type of conflict is perhaps the most common. Most often, this is the struggle of the leader for limited resources, labor, finance, etc. Everyone believes that if resources are limited, then he must convince the higher authorities to allocate them to him, and not to another leader. Interpersonal conflict can also manifest itself as a clash of personalities, i.e. people with different characters, incompatible temperaments are simply not able to get along with each other.

Conflict between the individual and the group. In production groups, certain norms of behavior are established, and it happens that the expectations of the group are in conflict with the expectations of the individual. In this case, a conflict occurs. In other words, a conflict arises between an individual and a group when this individual takes a position different from that of the group.

Intergroup conflict. As you know, organizations consist of a variety of both formal and informal groups. Even in the best organizations, conflicts can arise between them.

In addition, conflicts are also classified according to the degree of manifestation: hidden and open. Hidden conflicts usually involve two people who, for the time being, try not to show the appearance that they are in conflict. But as soon as one of them loses his nerve, the hidden conflict turns into an open one. There are also random, spontaneously arising, and chronic, as well as deliberately provoked conflicts.

By importance for the organization conflicts are divided into constructive (creative) and destructive (destructive) .

In group relationships constructive function of conflict manifests itself in helping to prevent stagnation, serves as a source of innovation, development (the emergence of new goals, norms, values). The conflict, revealing and eliminating the objective contradictions that exist between the members of the team, contributes to the stabilization of the group.

The destructive function of conflict at the group level, it manifests itself in a violation of the communication system, relationships, a weakening of value-oriented unity, a decrease in group cohesion and, as a result, a decrease in the effectiveness of the functioning of the group as a whole. Usually, the conflict carries both constructive and destructive sides, as the conflict develops, its functionality may change. Assess the conflict by the predominance of a particular function.

By the nature of the causes of conflict can be divided into objective and subjective . The first (as the name implies) are generated by objective reasons, the second - by subjective ones.

In the field of conflict resolution they can be divided into those that are allowed in business , and those that are allowed in the personal-emotional sphere.

In terms of reasons There are three types of conflicts:

Goal conflict . The situation is characterized by the fact that the parties involved in it differently see the desired state of the object in the future.

Conflict of views when the parties involved disagree in their views, ideas and thoughts on the problem being solved.

Conflict of feelings when participants have different feelings and emotions that underlie their relationship with each other as individuals. People simply irritate each other with the style of their behavior, doing business, interacting

Conflict functions- is the impact of the conflict or its results on opponents, their relationships and on the social and material environment. Depending on the sphere of influence, the following main functions of the conflict can be distinguished:

impact on mental states and, as a result, on the health of participants;

impact on the relationship of opponents; on the quality of their individual activities; on the socio-psychological climate of the group in which the conflict developed;

on the quality of joint activities of group members.

Conflict functions can be both positive and negative (see Table 2).

Table 2 - Conflict functions

Positive	Negative
detente between the conflicting parties	large emotional, material costs of participation in the conflict
receiving new information about the opponent	dismissal of employees, reduced discipline, deterioration of the socio-psychological climate in the team
rallying the team of the organization in the confrontation with an external enemy	picture of defeated groups how about enemies
stimulation for change and development	excessive enthusiasm for the process of conflict interaction to the detriment of work
removal of the syndrome of submissiveness in subordinates	after the end of the conflict - a decrease in the degree of cooperation between part of the employees
diagnosing the capabilities of opponents	difficult recovery business relations(“conflict trail”).

Conflicts, as already noted when characterizing their main features, are not only an inevitable and ubiquitous phenomenon, but also many-sided. They are of great variety. Each conflict clash is unique in its own way, unrepeatable in terms of the reasons for its occurrence, the forms of interaction between two or more parties, the outcome and consequences. Conflicts take place in all areas of public life, and therefore it is legitimate to single out socio-economic, ethnic, international, political, ideological, religious, military, legal, family, social and other types of conflicts. They are the subject of consideration primarily of the relevant branches of science.

Approaches to classification can be very different. Thus, sociologists pay attention primarily to the macro- or micro-level of conflicts, to their main types, such as socio-economic, national-ethnic and political. Lawyers distinguish between intra- and extra-systemic conflicts, the spheres of their manifestation, including family, domestic, cultural, social and labor conflicts, as well as a wide variety of economic, financial and property conflicts that arise in a market economy.

For managerial conflictology, its own approach is preferable. In particular, it is necessary to more clearly represent both the main elements of conflicts and the variety of ways in which they manifest, deploy and regulate, the sources and immediate causes of the origin of conflict situations, the interests and motives of the opposing sides, driving forces confrontation, the functions of conflicts, their role in the life of an individual, a social group (collective) and society as a whole.

In terms of personnel management, the priority is the subject study of conflicts of the production and economic type, which are mainly related to business practices, people's relations in the field of labor and entrepreneurial activity, satisfaction of the material and spiritual needs of workers, their social protection, arrangement of life, recreation and leisure.

Conflicts in the practice of managing an organization are a complex production-economic, ideological, socio-psychological and family-household phenomenon, they are diverse and can be classified according to various features. The classification of conflicts allows you to navigate in their specific manifestations and, therefore, helps to find possible ways to resolve them (Table 2.2).

By spheres of manifestation conflicts are divided into production and economic, the basis of which are production and economic contradictions; ideological, which are based on contradictions in views; socio-psychological, arising in connection with contradictions in the social sphere, as well as the peculiarities of the human psyche, and family and domestic, reflecting the contradictions of family and domestic relations. If employees are connected by family relations, then family and domestic conflicts can be intertwined with the types of conflicts listed above.

By scale, duration and intensity allocate conflicts: general and local; stormy fast-moving, short-term, arising on the basis of individual psychological characteristics personalities, they are distinguished by the aggressiveness and extreme hostility of the conflicting parties; acute long-term, protracted, arising in the presence of deep contradictions; weakly expressed and sluggish, arising on the basis of not very sharp contradictions, or associated with the passivity of one of the parties; weak

CLASSIFICATION OF CONFLICTS

Table 2.2

№ p/n	Classification sign	Types of conflicts
	By areas of manifestation	Production and economic Ideological Socio-psychological Family and household
	In terms of scale, duration and intensity	General and local Stormy fast-moving, short-term Acute, prolonged Mild and sluggish Mild and fast
	By subjects of conflict interaction	Intrapersonal interpersonal Interpersonal-group Intergroup
	On the subject of the conflict	Real (subject) Unreal (pointless)
	By sources and causes	Objective and subjective Organizational Emotional and socio-labor Business and personal
	In terms of communication	Horizontal vertical mixed
	For social impact	positive and negative constructive and destructive Creative and destructive
	By forms and degree of collision	open and hidden Spontaneous, initiative and provoked Inevitable, forced, inappropriate
	According to the methods and scale of settlement	Antagonistic and compromising Fully or partially resolved Leading to agreement and cooperation

pronounced and fleeting, arising in connection with superficial causes, they are episodic in nature.

By subjects of conflict interaction conflicts are divided into: intrapersonal, which are associated with a collision of oppositely directed immanent motives of the personality; interpersonal in the clash of interests of two personalities; interpersonal-group, in which the opposing sides are, on the one hand, the individual, and on the other, the group; intergroup, arising from the clash of interests of two social groups.

By the subject of the conflict Distinguish between real conflicts (objective), having a clear subject, and unreal (non-objective), not having a clear subject or having a subject that is vital for only one side.

By sources and causes conflicts are divided into objective and subjective. In the first case, the conflict can develop outside the will and desire of its participants, simply because of the circumstances that are developing in the organization or its unit. But a conflict situation can also be created because of the motives of behavior, the deliberate aspirations of a particular subject of social ties. The object of the conflict is a specific material or spiritual value, which the conflicting parties seek to possess. This may be property, a job vacancy or the amount of wages - everything that is the subject of personal, group or public interest. The subjects of the conflict are employees of the organization with their own needs, interests, motives and ideas about values.

For immediate reasons, conflicts act as organizational, i.e. occurring within a certain social system, one or another structural formation in connection with a change in external circumstances or a violation of the regulated order; emotional, associated, as a rule, with a personal perception of what is happening around, with a sensual reaction to the behavior and actions of other people, differences in views, etc.; social and labor, caused by mismatch, confrontation of private and common interests, incompatibility of the goals of individuals and social groups; business and personal.

Conflicts communicative orientation are divided into horizontal ones, in which people who are not, as a rule, subordinate to each other participate; vertical, the participants of which are connected by certain types of subordination. These conflicts can also be mixed, representing relationships of submission and non-subordination. A vertical conflict (both “top-down” and “bottom-up”) bears a special stamp, usually expressing the inequality of forces of the conflicting parties, differences between them in terms of hierarchical level and influence (for example, a leader - a subordinate, an employer - an employee, etc. ). In this case, unequal status and rank may be valid, which, of course, will affect the course and outcome of the conflict.

By social consequences conflicts are: positive, when the resolution of the conflict contributes to the development of the organization, and negative, leading to a deterioration in the organization's activities; constructive, which are based on objective contradictions that contribute to the improvement of the organization's activities, and destructive, which are based on subjective reasons that contribute to the growth of social tension and the deterioration of the organization's activities; creative, contributing to the prosperity of the organization, its rapid development, and destructive, leading to the destruction of the socio-economic system.

By forms and degrees of collision confrontation can be open (argument, quarrel, etc.) and hidden (stealth actions, disguise of true intentions, etc.); spontaneous, i.e. spontaneous, and initiative, pre-planned or simply provoked. Such conflicts turn out to be either inevitable, to a certain extent natural; either forced, though necessary; or unjustified, devoid of any expediency.

By methods and extent of settlement(resolution) conflicts are divided into antagonistic, accompanied by the intransigence and intransigence of the parties, as well as compromise, allowing different options for overcoming differences, mutual convergence of views, interests, goals. Each person, any social group reveals a manner of communication inherent only to them, establishing and maintaining relationships, a special style of behavior in conflict situations. The degree of flexibility in the behavior of the opposing sides in an antagonistic or compromise conflict determines the method and scale of its settlement. The conflict can be resolved completely, partially and lead to the cooperation of the parties involved.

However, despite the dissimilarity of manners and styles, and despite the fact that there are no single recipes for overcoming conflicts and some universal ways to resolve them, there are some common features conflict behavior. Such behavior is almost always connected in one way or another with the solution of the problem that caused the confrontation and which is significant to a certain extent for each of the participants in the conflict, makes them interact. This requires the selection of an appropriate method, i.e. a course of action that would meet both the specifics (features) and common nature, some standard basis of this type conflict.

An illustration of the approach to the classification of a specific conflict can serve as a popular in the early 1980s. in former USSR the play by Alexander Gelman “Minutes of a Meeting” (performances based on it were staged in theaters under the name “Prize”), The plot of the play is simple: the workers of the site, led by foreman Potapov, refused the award, which was allocated to them by the leadership of the construction department; the refusal was motivated by the fact that the tasks for the performance of work were frustrated, the supply of materials was put out of hand very badly, there was no order at the construction site; the bonus in these circumstances was perceived by the workers as a concealment of shortcomings, as a "burn on the conscience." The conflict became the subject of investigation at a meeting of the collective body, which recognized the correctness of the position of the workers of the site, but not without reproach in the extreme form of indignation.

In terms of the scope of manifestation, the conflict referred to, of course, belongs to the production and economic. The immediate cause of its occurrence is emotional, reflecting the conscientious attitude of workers to the conditions, results and evaluation of their work. According to the form of the collision, the conflict should be considered as open, spontaneous, directed vertically - "from the bottom up", requiring the intervention of interested mediators. The way to resolve the conflict was a compromise between the parties, who admitted they were wrong: some (the management of the construction department) - on the merits of the problem, others (workers at the site) - on the defiant form of protest. In the end, a positive result prevailed.

Introduction.

1. The concept of conflict, conflict situation.

2. The main types of classification of conflicts.

3. The dynamics of the conflict.

Conclusion.

Introduction.

Conflictology is a fairly developed multidisciplinary discipline that explores the causes, essence, forms and dynamics of conflicts that arise in various spheres of public life, as well as ways to resolve and prevent them.

However, among scientists there is still no unity in understanding the nature of conflict as a social phenomenon. Some of them see the conflict as the norm of social life, believing that a conflict-free society is just as unthinkable as, for example, dry water is unthinkable. According to them, there is only one place in the world where there are no conflicts - a cemetery. “If there are no conflicts in your life,” ironically remarks one of the American conflictologists, “check if you have a pulse.” Other scholars assess the role of conflict differently. For them, conflict is dangerous disease, social pathology, which once and for all must be excluded from public life, from all forms of human communication as a foreign element. One of the modern domestic authors believes that the place of conflict in communication is not necessary and therefore it is necessary to wage a consistent, non-violent struggle with it, gradually freeing communication from conflicts.

However, today, when the growth of conflicts in society has assumed an avalanche-like character, the latter point of view looks like a utopian one, and its supporters are becoming less and less.

But regardless of this or that understanding of the nature of conflicts, all researchers are unanimous that these social phenomena need to be carefully studied and clear recommendations should be developed for their regulation in order to prevent their devastating consequences.

The efforts of conflictology are concentrated today around the solution of the following main theoretical problems:

- identification of the essence of conflicts, their causes, stages, participants;

- determination of methods for regulating conflict situations, as well as ways to prevent conflicts;

- Establishment of the main forms of conflicts, the originality of each of them.

As can be seen, these tasks are not only theoretical, but to a large extent also practical, applied, and the development of a classification of conflicts is of no small importance.

1. The concept of conflict, conflict situation.

The term "conflict" comes from the Latin word "conflictus", which means clash. A poet under conflict in modern management they understand the clash, the struggle of parties, opinions, forces, the process of growing a conflict situation into a clash open to others.

conflict in without fail contains a situation that is perceived by the participants as a conflict. A conflict situation is mutually exclusive positions objectively perceived by people on any issue, the desire for opposite goals, the use of any means to achieve them.

But sometimes the conflict is theoretically considered as a system of relations, the process of development of the interaction of subjects within the society (organization), determined by the differences in motives, interests, values of the participants. With this approach, conflict is considered a natural condition for the existence of people interacting with each other, an internal generator of the organization's development. However, although it is recognized that there are some negative consequences conflicts, but in general, over a significant period of time, their destructive impact is not so destructive in comparison with the consequences of the elimination of conflicts, their informational and social blockade.

Such a dualistic nature of the assessment and definition of the concept and essence of conflicts stems from the weak theoretical development scientific direction called conflictology. Currently, there is no generally accepted theory of conflicts that explains their nature, causes, determinants, impact on the development of teams, society as a whole.

The "fathers" of conflictology are considered to be Heraclius of Ephesus (535 - 475 BC), who argued that "discord is the father of everything" and Plato (428 - 348 BC). But the main coryphaeus of the conflictological view of the world is the German philosopher Georg Wilhelm Friedrich Hegel (1770 - 1831) with his doctrine of contradictions and conflicts (struggle) of opposites, which act as internal sources of "ascent from the abstract to the concrete" and are described in the form of triads .

The beginning of the doctrine of conflicts as a theory of conflictology was laid by Woodberry Small (1854 - 1926), William Graham Sumner (1840 - 1910) and others. In the 60s of the XX century, the German sociologist Ralf Dahrendorf substantiated the concept of the "conflict model of society", according to which social stratification society is built on relations of domination and subordination, inherent in any societies and civilizations and inevitably generating conflicts.

Currently, conflicts are studied within the framework of the scientific direction - conflictology - in the philosophical and sociological aspect - sociological conflict (causes, factors and trends at the macro level); in organizational and managerial - personnel management (causes, genesis and dynamics of conflicts in the organization); in the individual psychological plan (psychological and psychophysiological characteristics of the personality that affect behavior in conflict).

2. The main types of conflict classification

Conflict typology plays an important methodological role. It serves not only as a means of capturing and streamlining the accumulated knowledge, which is already very significant in itself, but also often plays a significant heuristic role in the process of obtaining new knowledge. Attempts to analyze existing concrete examples Conflict situations from the point of view of the chosen basis of classification often reveal completely new aspects of conflicts that previously eluded the attention of the researcher.

However, the methodological role of typology of the conflict can be fully expressed only if the basic logical requirements for scientific classification are met. In particular, the basis of the classification must be clearly identified and consistently carried out, as a result of which the classification must be complete (according to the selected basis) and non-overlapping.

The mentioned logical requirements, however, are quite often violated. As typical example one can cite the typology of conflicts proposed by M. Deutsch. Deutsch identifies the following six types of conflict:

1. "Genuine conflict." This is a conflict "which exists objectively and is perceived adequately." (If the wife wants to use a spare room in the house for painting, and the husband as an office, they enter into a "true" conflict.)

2. "Accidental, or conditional, conflict." The existence of this type of conflict "depends on easily changeable circumstances, which, however, is not realized by the parties." (The "genuine conflict" of the previous example turns into "accidental" if we assume that the wife and husband do not notice that there is also an attic, garage, or some other room that could easily be converted into an office or studio.)

3. "Displaced conflict." In this case, what is meant is an “obvious conflict”, behind which lies some other, hidden conflict underlying the explicit one. (The previous example is modified into a "displaced conflict" example if a vigorous dispute over a spare room takes place in a setting in which husband and wife have little or no interest in the studio or office, and the resulting clash is a manifestation of some other, more serious, perhaps even an unconscious conflict.)

4. "Incorrectly attributed conflict." It is a conflict "between misunderstood parties and, as a result, over misinterpreted issues." (When, for example, a child is blamed for something that he was forced to do, following the instructions of his parents.)

5. "Latent conflict". This is a conflict "which should have happened, but which is not," because for one reason or another it is not recognized by the parties.

6. "False conflict." This is the case when there are no "objective grounds" for the conflict, and the latter exists only due to errors in perception, understanding.

As the basis for the classification, Deutsch cites "the relationship between the objective state of affairs and the state of affairs as perceived by the conflicting parties." Such a formulation, however, cannot act as a valid basis, since it is extremely vague.

One of the generally accepted classifications of conflicts in conflictology is their division into four main types based on the parties to the conflict: intrapersonal conflict, interpersonal conflict, conflict between the individual and the group and intergroup conflict. This classification is universal, it can be applied both to social conflicts in general and to private ones - for example, to industrial conflicts. Let's take a closer look at these types of conflicts.

Intrapersonal (psychological) conflict. Intrapersonal conflict is a state of the internal structure of the personality, characterized by the confrontation of its elements. Just as there are numerous reasons for classifying conflicts in general, there are various grounds and to highlight the types of intrapersonal conflicts.