Signs and superstitions 

Ways to resolve interpersonal conflicts. Ways to resolve conflicts

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 principled rejection 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 the classical version, the resolution of the conflict can be considered final only if the participants in the conflict situation not only 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 is 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 easier it will potentially be for them to agree, “find a common language”. important and clean psychological features people - their tendency to compromise or, on the contrary, intransigence and dominance.

The general situation against which the conflict arises and develops is also of great importance. 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 taken 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, this is far from the most effective way of dealing with 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 is often aimed at victory. 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 “opponent”, 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 after all, admitting one's own delusion or mistake in a particular 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 understanding ongoing phenomena and developing practical approaches and recommendations for working with conflicts. The reduced interest in negative social phenomena, traditional for domestic social science of the past, 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 has received some attention. Yu.Emelyanova, S.Rubinshtein, A.Leontiev and a number of other researchers made a significant contribution to the studies of various aspects of 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, the 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 aggravate 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 relationships 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, assessments of people according to the most various phenomena, lead to a 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 range of known causes is manifested: 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 linked to:

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 important life values personality. 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: not understanding each other, based on the difference in value orientations, social attitudes, interests, motives, needs, characters, temperaments, the level of development of individuals;

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 feels 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.

AT teaching 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 fulfill study task or 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 chosen by the participants in a conflict situation 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 to resolve a 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, partners put forward arguments in their favor and in someone else's favor, do not postpone decisions until 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 wider 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 thus 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 general management principles social organizations, formulated by modern management theory, 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 the central problem of 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. last of psychological ways conflict prevention 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 the moods of people, their feelings are amenable to regulation, they 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 what has been said, it should be emphasized that everything that ensures the preservation of normal business relations, strengthens mutual respect and trust contributes to the prevention of conflict.

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 a higher 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 the development of strategies for conflict behavior, in suppressing or stimulating conflicts, in reducing the level of conflict destruction.

Bibliography

1. Antsupov A. Ya., Shipilov A. I. Conflictology [Text] / A. Ya. Antsupov, A.I. Shipilov. - Moscow Publishing House Unity, 2004. - 552 p.

2. Bogdanov, I.V. Psychology and Pedagogy [Electronic resource] / I.V. Bogdanov. – Access mode: http:|//www. gummer.ru

3. Druzhinin V.O. Psychology. Textbook for humanitarian universities [Text] / V.O. Druzhinin. - St. Petersburg Publishing House Peter, 2006. - 656s.

4. Zerkin, D.P. Fundamentals of conflictology [Text] / D.P. Zerkin. - Rostov-on-Don Phoenix Publishing House, 2005. - 266s

5. Kibanov, A.Ya. Conflictology [Text] / A.Ya. Kibanov. - Moscow Publishing House Infra-M, 2007. - 302 p..

6. Maksimenko, S. L. General psychology [Text] / S.L. Maksimenko. - Moscow Publishing house Refl-book, 2004 - 528

7. Slastenin, V.A. Psychology and Pedagogy [Text] / V.A. Slastenin. - Moscow Publishing House Academy, 2007. - 487p.

Federal Agency for Education of the Russian Federation

State educational institution of 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 an inevitable phenomenon of 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 a mandatory attribute of 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 one 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 the parties involved have acute negative emotions that the subjects are no longer able to control.

3. Negative attitude to the opponent, inadequate emotions and moods prevail even after the resolution of the conflict.

The system of interpersonal relations is 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.

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

First of all, you need to understand that conflict is a completely normal state of the individual. All the time while a person realizes conscious life activity, he is in conflict with other people, groups of individuals or with himself. However, if you learn the skills that will help you understand how to resolve conflict, you can significantly develop and strengthen personal and professional relationships. Permission social conflicts- a rather serious skill that can be very useful.

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

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

Based on this definition, the foundation of a conflict situation is a clash of interests, goals and ideas. Quite clearly, conflict manifests itself when people do not agree on their values, motivations, ideas, desires or perceptions. Often such differences look rather trivial. However, when the conflict involves strong feelings, basic needs become the basis of the problem. These include the need for security, solitude, closeness, awareness of one's own value or significance. Correct resolving interpersonal conflicts primarily focuses on the primary needs of people.

Specialists have developed a variety of ways to resolve conflicts and recommendations regarding various aspects of the behavior of individuals in situations of conflict of interest or opinion. Based on the possible models of conflict resolution, the goals and interests of the parties, there are the following styles of conflict resolution.

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

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

  • The evasion due to weakness style is often used when the potential loss in a particular conflict is much higher than the moral cost associated with "flight". At the same time, flight may not always be some kind of physical action. It is not uncommon for people in leadership positions to evade a controversial decision by postponing or rescheduling an unwanted meeting or conversation indefinitely. As excuses, the manager may talk about the loss of documents or give useless tasks regarding the collection additional information on some issue. Often the problem just gets more complicated, so don't avoid conflicts this way too often. Try your best ways to resolve conflicts choose this one when it really suits you.

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

  • The style of adaptation lies in the fact that a person acts, focusing on the behavior of other people, while not striving to defend his own interests. In such a situation, he recognizes the dominance of the opponent and concedes victory to him in the conflict. This model of behavior can be justified when you understand that by giving in to someone, you do not lose much. It is recommended to choose from all ways of conflict resolution the style of accommodation when you are trying to maintain relationships and peace with another person or group of people, or if you realize that you were still wrong. You can use this pattern of behavior when you don't have enough power or other resources to win a particular conflict, or when you realize that winning is much more important to your opponent than to you. In this case, the subject practicing the accommodation style seeks to find a solution that will satisfy both conflicting parties.

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

Considering this style of behavior in the context of a business, it is possible to analyze the situation when new company with significantly more powerful financial, technical and administrative resources than your firm has. In such a situation, of course, you can put all your strength and capabilities into an active fight against a competitor, but the probability of losing remains very high. In this situation, it would be more rational to try to adapt by finding a new market niche or, in extreme cases, by selling the company to a stronger player in the market.

The accommodating due to strength strategy is used when you are aware of the pitfalls your opponent will face if he sticks to it. In this situation, you allow the other person to "enjoy" the consequences of his actions.

  • The style of cooperation implies that the subject seeks to resolve the conflict for the sake of his own interests, but at the same time does not ignore the interests of the opponent and tries together with him to find ways for the outcome of the situation to be beneficial to both. Among the typical circumstances in which this style is used, we can mention the following: both parties have the same opportunities and resources to resolve a problem; conflict resolution is beneficial to both parties and no one wants to get away from it; the presence of interdependent and long term relationship between opponents; each of the conflicting parties is able to clearly explain their goals, express their thoughts and come up with alternative ways out of the situation. The resolution of social conflicts in this way may be the most acceptable.

Cooperation due to strength takes place when each side has enough time and energy to find more significant common interests than those that caused the conflict. After the opponents come to an understanding of global interests, you can start looking for a way to jointly realize the interests of more low level. Unfortunately, in practice, this method of conflict resolution is not always effective due to its complexity. . The process of resolving the conflict in this way requires tolerance on both sides.

Cooperation due to weakness is like accommodation. However, those who practice this style are often called collaborators or traitors. Such a strategy can be effective if no obvious changes in the alignment of forces of the conflicting parties are foreseen in the future.

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

The main ways to resolve the conflict

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

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

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

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

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

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

  • Impact on the opponent, his defense and the situation;
  • Change in the balance of power;
  • False or true information of the enemy about his intentions;
  • Obtaining a correct assessment of the situation and the capabilities of the enemy.

Different methods of struggle use all these methods in different combinations.

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

Quite effective is the method of using the opponent's reserves by one conflicting party for its own benefit. An excellent technique that demonstrates the effectiveness of the method can be forcing the enemy to take actions that are useful to the other side.

An important method of struggle is the primary incapacitation of the main control centers of the conflicting complexes. They can be leading individuals or institutions, as well as the main elements of the opponent's position. During the discussion (here without the art of public speaking it is difficult to manage), discrediting the leading representatives of the enemy side and refuting the theses of their position is actively practiced. For example, in the process of political struggle, a fairly effective method is to criticize the negative traits of leaders, as well as to demonstrate their failure.

The main principle of resolving any conflict is efficiency and timeliness. However, in the process of struggle, the method of dragging out the case, which is also called the "delay method", can be used quite successfully. Such an approach is special case when the right time and place for the final blow is chosen, as well as the creation of a favorable balance of power.

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

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

Avoiding a fight is also quite effective method, which is partially related to the previous one. AT this case the process of conflict resolution occurs in the style of evasion. It is used in a number of cases: when the task of mobilizing resources and forces for victory remains unresolved; to lure an opponent into a trap prepared in advance in order to buy time and change the situation to a more profitable one.

Positive conflict resolution methods primarily includes negotiations. When there is a special emphasis on negotiations as part of the conflict, the parties tend to conduct them from a position of strength in order to achieve a unilateral victory. It goes without saying that this nature of the negotiations leads only to a partial resolution of the conflict. At the same time, negotiations are only an addition on the way to victory over the opponent. In the case when negotiations are considered as a method of conflict resolution, they take the form of open debate, implying mutual concessions and partial satisfaction of the interests of both parties.

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

  • Separate the concepts of "participant in negotiations" and "subject of negotiations". Since any person who participates in negotiations has certain character traits, it is not worth discussing an individual person, as this will introduce a number of emotional barriers. AT the process of criticism participants in the negotiations themselves only escalate.
  • Focus on interests, not positions, since the latter can hide the true goals of the negotiators. At the same time, conflicting positions are often based on interests. That is why it is worth focusing on the latter. It is worth remembering that opposing positions always hide more interests than those reflected in the positions themselves.
  • Consider conflict resolution options that are beneficial to both parties. Interest-based bargaining encourages participants to find a win-win solution by looking at options that will satisfy both parties. Thus, the debate takes on the character of a dialogue “we against the problem” instead of a discussion in the format “me against you”.
  • Look for objective criteria. Consent must be based on neutral criteria in relation to opponents. Only in this case, the consensus will be fair and lasting. Subjective criteria lead to the infringement of one of the parties and the complete destruction of agreement. Objective criteria are formed on the basis of a clear understanding of the essence of the problems.

The fairness of the decisions made directly depends on the conflict resolution procedures, such as the elimination of disputes by drawing lots, delegating decision making to a third party, etc. Variations latest style conflict resolution is plentiful.

Remember that high emotionality in the process of conflict resolution is a barrier to its successful resolution. The ability to conduct effective social conflict resolution directly depends on your skills, such as:

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

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

What else you need to know about conflict resolution

Incomplete resolution of interpersonal conflicts leads to their renewal. However, you should not take it as a flawed action, since not every conflict can be resolved the first time. For example, political parties wage constant battles that do not stop long years throughout their lifetime.

Conflict can be viewed as an opportunity for development. If you can resolve conflict in a relationship, you will be rewarded with trust. You have confidence that your relationship will not collapse from various troubles.

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

Everyone, if desired, can effectively use these conflict resolution methods. However, an individual may have one most commonly used style of conflict resolution. Depending on how assertive and active a person is, he chooses one strategy or another. You can choose the best conflict resolution styles that are right for you.

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In the interpersonal method, there are five ways to resolve conflict:

1. evasion.

2. smoothing.

3. coercion.

4. compromise.

5. problem solving.

Evasion. This style implies that a person is trying to get away from the conflict.

Smoothing. This style is characterized by behavior that is dictated by the belief that it is not worth getting angry, because "we are all one happy team, and we should not rock the boat." The smoothing style can eventually lead to serious conflict, as the problem underlying the conflict is not resolved. The "Smoothener" achieves temporary harmony among workers, but negative emotions live inside them and accumulate.

Compromise. This style is characterized by taking the other side's point of view, but only to some extent. The ability to compromise is highly valued in managerial situations, as it minimizes ill will. which often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, the use of compromise at an early stage of the conflict arising from important issue can reduce the time it takes to find alternatives.

Compulsion. Within this style, attempts to force people to accept their point of view at any cost prevail. The one who tries to do this is not interested in the opinions of others, behaves aggressively and uses power through coercion to influence others. This style can be effective in situations where the boss has significant power over subordinates. The disadvantage of this style is that it suppresses the initiative of subordinates, creates the danger that when making management decision no important factors will be taken into account as only one point of view is presented. This style can cause resentment, especially among younger and more educated staff.

Compromise. This style is characterized by taking the other side's point of view, but only to some extent. The ability to compromise is highly valued in managerial situations, as it minimizes ill will and often makes it possible to quickly resolve the conflict to the satisfaction of both parties. However, using a compromise on early stages a conflict over a serious problem can interfere with the diagnosis of the problem and shorten the search for possible alternatives. As a result decisions made may not be optimal.

Problem solving. This style recognizes differences of opinion and readiness to get acquainted with other points of view in order to understand the causes of the conflict and find a course of action acceptable to all parties. The one who uses this style does not seek to solve his problems at the expense of others, but rather seeks the best option conflict resolution."

Negotiations represent a broad aspect of communication, covering many areas of an individual's activity. As a method of conflict resolution, negotiations are a set of tactics aimed at finding mutually acceptable solutions for the conflicting parties.

In order for negotiations to become possible, certain conditions must be met:

The existence of interdependence of the parties involved in the conflict;

The absence of a significant difference in the capabilities (strength) of the subjects of the conflict;

Correspondence of the stage of development of the conflict with the possibilities of negotiations;

Participation in the negotiations of the parties that can actually make decisions in the current situation.

Each conflict, in its development, goes through several stages. On some of them, negotiations may not be accepted, since it is still too early, while on others it will be too late to start them, and then only aggressive retaliatory actions are possible.

It is believed that it is expedient to conduct negotiations only with those forces that have power in the current situation and can influence the outcome of the event. There are several groups whose interests are affected in the conflict:

Primary groups - their personal interests are affected, they themselves participate in the conflict, but the possibility of successful negotiations does not always depend on these groups.

Secondary groups - their interests are affected, but these forces do not seek to openly show their interest, their actions are hidden until a certain time. There may also be third forces that are also interested in the conflict, but even more hidden.

Properly organized negotiations go through several stages in sequence:

Preparation for the start of negotiations (before the opening of negotiations);

Preliminary position selection (initial statements of the participants about their position in these negotiations);

Search for a mutually acceptable solution (psychological struggle, establishing the real position of opponents);

Completion (exit from the crisis or negotiation impasse).

Also, procedural issues are being worked out: where is it better to conduct negotiations?, what atmosphere is expected at the negotiations?, is good relations with the opponent important in the future?

Experienced negotiators believe that the success of all further activities depends on 50% of this stage, if it is properly organized.

1. Preparation for the start of negotiations. Before starting any negotiations, it is extremely important to prepare well for them: to diagnose the state of affairs, determine the strengths and weaknesses of the parties to the conflict, predict the balance of power, find out who will negotiate and the interests of which group they represent.

In addition to collecting information, at this stage it is necessary to clearly articulate your goal of participation in the negotiations. In this regard, the following questions should be answered:

What is the main purpose of the negotiations;

What alternatives are available? In reality, negotiations are carried out in order to achieve results that would be the most desirable and acceptable;

If an agreement is not reached, how will this affect the interests of both parties?

What is the interdependence of opponents and how is it expressed outwardly?

2. Initial Choice positions (official statements of negotiators). This stage allows you to realize two goals of the participants in the negotiation process:

Show opponents that you know their interests and that you take them into account;

Determine room for maneuver and try to stay in it as much as possible more space for yourself.

Negotiations usually begin with a statement by both parties about their desires, desires and interests. With the help of facts and principled arguments (for example, “company objectives”, “general interest”), the parties try to strengthen their positions.

If the negotiations are held with the participation of an intermediary (leader, negotiator), then he must give each party the opportunity to express and do everything in his power so that the opponents do not interrupt each other.

In addition, the facilitator determines and manages the deterrents of the parties: the allowable time for the issues discussed, the consequences of the inability to reach a compromise. Suggests ways of making decisions: simple majority, consensus. Identifies procedural issues.

3. The third stage is to find a mutually acceptable solution, a psychological struggle.

At this stage, the parties check each other's capabilities, how realistic the requirements of each of the parties are and how their implementation may affect the interests of the other participant. Opponents present facts that are beneficial only to them, declare that they have all sorts of alternatives. Here, various manipulations are possible and psychological pressure on the leader, seize the initiative by all possible ways. The goal of each of the participants is to achieve balance or slight dominance. The role of the mediator this stage- to see and put into action possible combinations of interests of the participants, to contribute to the introduction a large number solutions, to direct negotiations towards the search for specific proposals. In the event that the negotiations begin to acquire a sharp character, affecting one of the parties, the leader must find a way out of the situation.

4. Completion of negotiations or a way out of the impasse. By this stage, a significant number of different proposals and options already exist, but agreement on them has not yet been reached. Time begins to run out, increases tension, a decision is required. A few final concessions on both sides could save the day. But here it is important for the conflicting parties to clearly remember which concessions do not affect the achievement of their main goal, and which nullify all previous work.

Also, the stages of conflict resolution can be represented in the form of a diagram:

Figure 2

Thus, in complex situations where a variety of approaches and accurate information are essential for making sound decisions, the emergence of conflicting opinions should even be encouraged and managed using a problem-solving style.