Chapter 76 Do you want to become a master of constructive influence? Say little and do a lot The sages of the Talmud wrote: “Say little, do a lot and be friendly to everyone.” This advice is especially useful for those who want to master the art of constructive influence.Masters

The Gottman-Rapoport Plan for Constructive Conflict Resolution Before you begin putting your plan into action, gather all the clipboards, paper, and pens you have so you can take notes. I like this traditional method of tracking the situation,

Forming constructive contact Observe and listen more carefully, then people’s intentions will be revealed to you. We were given two ears and one tongue in order to listen more and talk less. Zeno of Kition, ancient Greek philosopher, Stoic Characteristics of behavior and

Conflict can be functional or dysfunctional. Functional conflicts lead to increased work efficiency. Dysfunctional conflicts end in general dissatisfaction and destruction of cooperation. Accordingly, the consequences of a conflict can be constructive or destructive. Among the first are the search and development of a mutually acceptable solution, the removal of hostility, the discharge of emotions, the analysis of problems and the development of various options for solving them. The destructive consequences of the conflict are as follows: individuals feel dissatisfaction with the situation, they are overcome by a general feeling of poor health.

The constructive consequences of conflict include: a sense of involvement in solving the problem, which reduces the difficulties in implementing the solution; disposition of the parties to cooperate in future situations; reduction of submissive syndrome; expanding the range of alternative solutions to the problem; members of the group working through possible problems in execution even before the solution begins to be implemented; drawing the attention of the parties to a problem that provokes individuals into conflict interaction and requires its solution.

The destructive consequences of conflict include: dissatisfaction, poor morale (for example, increased staff turnover and decreased productivity); less cooperation in the future; strong loyalty to one's group and unproductive competition with other groups; the formation of an idea of ​​the other group as an “enemy”, an idea of ​​one’s goals as positive, and the goals of the other side as negative; curtailment of interaction and communication between those in conflict; increasing hostility between conflicting parties; placing more emphasis on “winning” a conflict than on solving the real problem.

The stage of liquidation of the consequences of conflicts is especially important when it comes to interethnic conflicts. The most acute stage of an armed conflict, accompanied by open clashes and casualties of all parties involved in the conflict, is usually also its shortest stage. As soon as the security forces manage to stop the conflict, take control of the situation, and provide medical and humanitarian assistance to all those affected and in need, the so-called stage of liquidation of the consequences of the conflict begins.

From the plane of problems associated with stopping the bloodshed and restoring order, the conflict moves into the plane of solving problems of a political and legal nature. It often takes much more time to eliminate the consequences of a conflict than to end armed clashes. But we can talk about the complete elimination of the consequences of the conflict only after solutions have been found to all political and legal problems that, to one degree or another, hinder the settlement process. This stage may take years.

Conflict management and resolution

Conflict resolution is possible through compromise, dominance of one side over the other and through integration.

Compromise is a way of resolving a conflict, which means concessions on both sides and is therefore undesirable for both of them.

Dominance is the victory of one side over the other. Despite the relative simplicity of this method, it is ineffective from a long-term perspective.

Integration is a method that involves finding a solution in which the wishes of all parties to the conflict are fulfilled and none of the parties sacrifices anything. It is integration that opens up fundamentally new possibilities for conflict. Integration is based on the appropriate actions of stakeholders: identifying all differences and the most significant contradictions. However, resolving conflicts in an integrative way is, as a rule, complicated by the search for new solutions. Through integration, something new and valuable can be created. This establishes an understanding of conflicts as phenomena associated with the progressive development of social organization, and their content is considered as a possible criterion for assessing the professional activity of a social worker.

J. Rubin suggests distinguishing between the following possible ways of resolving conflicts:

• - dominance, when one party tries to impose its will on the other by physical or psychological means;
• - capitulation, which implies that one side unconditionally cedes victory to the other;
• - withdrawal when one party refuses to continue to participate in the conflict;
• - negotiations, during which parties to a conflict (two or more) exchange proposals and ideas in order to find a mutually acceptable agreement;
• - intervention by a “third party” - an individual or group not directly related to the conflict, but making efforts aimed at moving towards an agreement.

C. Dahrendorf suggests the following sequence in the application of various forms of conflict resolution.

• 1. Negotiations. They involve the creation of a special body designed for regular meetings of conflicting parties to discuss pressing issues and make decisions. If negotiations are unsuccessful, it is recommended to involve a “third party,” i.e., persons or authorities not involved in the conflict.
• 2. Mediation. This is the mildest form of “third party” participation. Mediation involves the agreement of the parties to periodically cooperate with the mediator and consider his proposals. According to C. Dahrendorf, despite the seeming optionality of this course of action, mediation often turns out to be a very effective tool for resolving conflicts.
• 3. Arbitration. This is the next step in conflict resolution. A special feature of arbitration is that if it is addressed as a “third party”, the execution of its decisions is considered mandatory. Arbitration makes it mandatory to both contact a “third party” and make decisions. This brings this measure closer to the actual suppression of the conflict.

C. Dahrendorf emphasizes that the resolution of conflicts does not lead to their disappearance. If there is a society, there are also conflicts. However, forms of regulation influence the violence of conflicts. A regulated conflict is, to a certain extent, a mitigated conflict.

Conflict resolution is the minimization of problems separating the subjects of the conflict, usually carried out through finding a compromise, reaching agreement, etc. An external sign of conflict resolution can be the completion of the incident, that is, the cessation of conflict interaction between the conflicting parties. Elimination or cessation of the incident is a necessary but not sufficient condition for resolving the conflict. Often, having stopped active conflict interaction, individuals continue to experience a frustrating state and search for its cause. And in this case, the conflict that had died out may flare up again.

Resolution of social conflict is possible only when the conflict situation changes. This change can take many forms. But the most effective change in a conflict situation, allowing to extinguish the conflict, is considered to be the elimination of the cause of the conflict.

Indeed, in a social conflict, eliminating the cause inevitably leads to its resolution. However, the emotional conflict is completely resolved only when the subjects stop seeing each other as an enemy.

It is also possible to resolve a management conflict by changing the demands of one of the parties: rivals make concessions and change the goals of their behavior in the conflict. A managerial conflict can be resolved as a result of the depletion of the resources of the parties or the intervention of a “third force” that creates an overwhelming advantage for one of the parties, and, finally, as a result of the complete elimination of the opponent. In all these cases, a change in the conflict situation certainly occurs.

It is probably impossible to meet a person who would never quarrel or come into conflict with anyone. People are accustomed to perceiving conflict as something destructive and negative. It would seem that there are no positive aspects to be found in it. However, in some cases, the functions of conflict can be not only destructive, but also constructive.

Concept

Conflict is one of the ways through which people clarify relationships, resolve their contradictions, and deal with problems that arise as a result of interaction between them. As a rule, clashes are accompanied by violent negative emotions, behavior that goes beyond social norms, mutual reproaches and insults.

In resolving contradictions, each participant takes a position opposite to the opponent. The conflicting parties, trying to achieve certain goals and defend their position, do not want to make concessions to each other, refuse to listen and accept the arguments of the enemy. This situation can arise both between close people who know each other well, and with strangers meeting for the first time.

A conflict can brew for a long time or break out unexpectedly when there is a sharp clash of people’s interests. Its participants can be both individuals and entire social groups and even states.

Causes

There are many reasons that could provoke a conflict. In the first place is the limited resources of humanity. This reason applies to both political and interpersonal struggles. Conflict between states can occur, for example, over a limited resource such as oil. In a family, the cause of contradictions can be one computer and several people who want to surf the Internet at the same time.

Conflicts in organizations very often occur due to the interdependence of employees. So, the result of the team depends on each individual person. A mistake by one of them can lead to a common failure and, accordingly, provoke a conflict between the participants.

Contradictions within the family most often develop against the background of financial difficulties. In some situations, the cause of conflicts between people is their personal characteristics, manner of behavior and communication, differences in views and goals.

Conflict and its constructive functions

Conflict is not always an exclusively negative event and can also carry constructive functions. One of them is the resolution of contradictions between the subjects of the relationship. Once the quarrel is over, misunderstandings and disagreements may disappear completely or partially.

The constructive functions of conflict also include weakening the psychological tension of the subjects of confrontation. Negative energy that has accumulated for a long time during an argument splashes out and ceases to put pressure on the person.

Very often, after clarifying relationships, it becomes easier for people to communicate and interact with each other. The productivity of their joint work increases and misunderstandings disappear.

Conflicts help to reveal not only the negative, but also the positive sides of a person. They show whether an individual is resistant to stressful situations, what strength his motives and values ​​have. In addition, conflicts contribute to the self-affirmation of the individual and the accumulation of experience in interaction with others.

Conflict and its destructive functions

The main negative point in all conflicts is the negative emotions received by its participants. Frequent stressful situations have a detrimental effect on a person’s health and mood. In addition, conflicts can be accompanied by violence - both psychological and physical.

Very often such phenomena end in a complete breakdown of relations between opponents. Examples of this are divorces of spouses, dismissals of employees, termination of friendly relations. People fail to agree and find a compromise, so this outcome is the only possible way out for them.

The destructive functions of conflict are also manifested in the underestimation of the self-esteem of the losing participant. A person may become depressed and doubt the correctness of his ideals and values.

In addition, conflict situations create an image of an enemy in people. Anyone with whom contradictions have once arisen will no longer be able to earn trust. Subsequently, the slightest misunderstanding can lead to the outbreak of a new conflict.

Concept and functions of social conflict

Social conflict represents the highest point of collision between social groups as a result of the incompatibility of their goals, positions and interests. It is based on contradictions and lack of agreement between the participants in the interaction.

The cause of such conflicts is differences in income, position in society, rights, power and prestige. In other words, they are provoked by social inequality, as well as limited resources, the struggle for which has occurred throughout human history.

The functions of social conflict can be both positive and negative. Destructive consequences include destruction of social structures, as well as unreasonable expenditure of resources. The positive functions of this type of conflict are the opportunity to move to a new stage of development, achieve justice, and eliminate problems that have arisen. In addition, in the course of such contradictions, social groups unite and a new, more advanced social system is formed.

The concept and functions of political conflict

Political conflicts are clashes and confrontations between subjects of state power in the course of exercising their powers and with a mutual desire to achieve their goals. They are driven by opposing political interests.

Such conflicts are divided into interstate, intrastate and regional. The basis of such a classification is the level of participants in the political conflict. The higher it is, the more difficult it is to resolve such contradictions.

Like any other confrontation, the functions of political conflict can be constructive and destructive. The first includes, first of all, defusing the situation in the country or throughout the world. Tension between the parties to the conflict and in society as a whole is eliminated. In addition, various social changes are stimulated and outdated social norms are re-evaluated. Conflict is the driving force of progress. In addition, social balance is established in society.

The negative functions of this type of conflict are the threat of splitting international organizations and the country's population. In addition, unfavorable changes in power relations may occur, as well as the demographic situation in the country may worsen.

Features of conflict in an organization

In the course of working relationships, misunderstandings and contradictions very often arise between people. Such situations have a negative impact on the organization’s activities and lead to a decrease in work productivity and results.

Conflicts in the workplace can occur between superiors and subordinates, as well as between line employees. The reason for such contradictions may be the biased attitude of management, an attempt to shift their responsibilities to each other, or the interdependence of employee results. In addition, quarrels often arise due to communication problems and personal hostility of colleagues.

The functions of conflicts in an organization can be constructive and destructive. The first includes increasing productivity after eliminating contradictions and improving the psychological climate in the team. As a rule, conflict with superiors has destructive consequences. In such situations, the matter may even end in the dismissal of the employee.

Generation Conflict

The problem of “fathers and sons” has existed at all times. Our days are no exception. In rare families, generational conflict does not manifest itself in any way. The basis of such contradictions is the difference in views of young people and older people and the reluctance to understand and respect each other’s interests. Such conflicts, as a rule, last for a considerable period of time, periodically subside, and then flare up with renewed vigor.

The causes and functions of generational conflicts are different. The deterioration of relationships between relatives, worries and stress, especially for older people, can be noted as destructive. However, as in any other conflict, there are also positive sides. Young people, learning from their mistakes, try to respect and listen to the advice of old people. Those, in turn, learn to be more tolerant of their children and grandchildren.

How to get out of conflict correctly

There are several ways to resolve a conflict. The best thing is for the opposing parties to find a compromise. At the same time, the functions of conflict are, as a rule, constructive. The parties come to a mutual agreement, problems are eliminated, and the decision made suits everyone. There are no winners or losers.

If the conflict ends with coercion, one of the parties achieves its goals, while the other submits to the opponent’s decision. This outcome is most typical in confrontations between a boss and an ordinary employee, a parent and a child. The functions of the conflict in this case will be constructive for one of the participants, and destructive for the other.

Most people consider conflict to be a purely negative phenomenon that only leads to quarrels, contradictions and destruction. However, this is a misconception. In addition to destructive ones, there are also constructive conflicts that lead to the resolution of many hidden problems.

Definition of concepts

A conflict is a certain contradiction or opposition that arises due to the incompatibility of the interests of the parties. It can arise between individuals or their groups in the process of life.

In accordance with the nature of the consequences, psychologists distinguish between destructive and constructive conflicts. In the first case, there will be nothing but quarrels, negativity and strained relationships. Sometimes destructive conflicts can progress to the stage of physical violence. They often arise out of bias and the desire for profit.

Constructive conflicts have absolutely the opposite meaning. They help resolve obvious and hidden problems, relieve tension in the team, and strengthen friendly relations. When it comes to enterprises, managers sometimes deliberately provoke conflicts in order to defuse tense situations.

Constructive and destructive conflict - difficulties of assessment

It is worth noting that the confrontation between individuals or their groups is quite difficult to assess. It is not always possible to determine the variety due to the following objective factors:

• There are no clear criteria according to which constructive and destructive conflict are distinguished. Most often, this can only be done after the confrontation is over, when the consequences can be assessed (and even then the answer may not be clear-cut).
• Most conflicts, regardless of the environment in which they arise, are characterized by both constructive and destructive functions simultaneously.
• The characteristics of the confrontation can vary significantly depending on what stage it is at. A constructive conflict can become such only after an acute phase or, conversely, move into the realm of destruction.
• When assessing a conflict, it is always worth considering the subjective side. So, one side may consider it constructive, while for the other it will be destructive. In addition, it is important to take into account the interests of third parties who may initiate the confrontation.

Constructive functions of social conflict

Despite the general negative connotation of such a phenomenon as conflict, it performs a number of functions of positive significance. So, the constructive side of conflicts is as follows:

• conflict allows us to identify contradictions and problems at the very moment when they have reached the stage of maturity and need immediate elimination;
• can act as a mechanism for relieving tension in society and resolving situations that are a source of stress;
• in the process of finding ways out of the conflict, individuals can integrate, showing mutual assistance and understanding;
• as a result of resolving a controversial situation and eliminating its source, the social system becomes more stable;
• A conflict that arises in time can warn against more serious clashes and contradictions.

Thus, it is impossible to speak unequivocally about the negative nature of the conflict. Constructive social conflict is aimed not at aggravating, but at resolving problems.

Constructive functions of interpersonal conflict

Constructive interpersonal conflict performs the following positive functions:

• allows you to discover the opponent’s true character traits, as well as reveal the true motives of his behavior;
• conflict situations contribute to strengthening character and personality development;
• contributes to the adaptation of the individual in society, his self-realization and self-affirmation.

Destructive functions of conflict

Conflicts are characterized by the following destructive functions:

• due to the fact that the confrontation can move from verbal to physical, there is a high risk of material losses, as well as human casualties;
• disorganization of society due to tension in relations;
• slowdown in the pace of socio-economic development due to disruption of interpersonal and intergroup connections;
• in the process of confrontation, new conflicts may open up, which will be even more destructive;
• decreased level of discipline and disorientation;
• deterioration of the psychological climate in a team or society;
• from the point of view of an individual, self-doubt may develop, disappointment in beliefs and values ​​may occur;
• negative assessment of others;
• During the conflict, protective mechanisms of the psyche can be triggered, which can lead to painful conditions.

Types of conflicting personalities

A constructive solution to a conflict is not always possible due to the individual characteristics of its participants. Psychologists identify six personality types that most often come into conflict with others:

• demonstrative- they like to be in the center of events, they are quite emotional, and therefore are often the initiators of disputes and confrontations;
• rigid- due to high self-esteem and touchiness, they often neglect the opinions and interests of others, which leads to serious conflict situations;
• uncontrollable- characterized by excessive impulsiveness and lack of self-control skills;
• ultra-precise- too demanding of themselves and others, picky about little things, distrustful;
• conflict- purposefully enter into confrontation with others, considering such behavior as a way of manipulating and achieving their goals;
• conflict-free- they are afraid of any disputes and confrontations, as a result of which they can provoke aggression and irritation of others, which leads to the opposite effect.

Models of conflict behavior

Three main models of conflict behavior can be distinguished, namely:

• Destructive characterized by a desire to escalate confrontation and increase tension. A person may try to involve even more participants in the conflict, expanding its scope. This model is characterized by the following:
  • neglect of the partner in order to reduce his role in resolving the dispute;
  • personal insult and negative performance assessments;
  • open expression of mistrust and doubt;
  • deviation from moral and ethical standards of communication.
• Constructive behavior in a conflict is aimed at “extinguishing” the confrontation as soon as possible and solving the problem diplomatically. If one of the participants is aimed at reconciliation, then he will show restraint and self-control, regardless of the opponent’s behavior. It is important to behave openly and kindly, while maintaining few words.
• Compromise model of behavior aimed at finding an alternative solution, it is characteristic of insecure individuals. They act rather passively and avoid direct answers to questions. Participants do not insist on respecting their interests and willingly make concessions.

Constructive development of the conflict

In order for the conflict to develop according to a constructive scenario, the following conditions must be met:

• participants acknowledge the existence of disagreements, try to understand their nature and recognize the opponent’s right to respect their rights and defend their personal position;
• Before we begin to eliminate the causes of the contradiction, negative manifestations of the conflict, such as increased tone, mutual insults, and so on, must be completely eliminated;
• if it is impossible to reach a consensus on your own, then it is possible to involve a third disinterested party in resolving the controversial situation, who can give an objective assessment of the problem;
• agreement of all parties to the conflict with the established rules of behavior, which contributes to effective communications.

Smoothing out destructive conflict

It is worth noting that a conflict that is destructive in nature can have a completely favorable outcome. In this regard, the following constructive ways to resolve conflicts are distinguished:

• Eliminating the cause of the confrontation by limiting contact between the parties. If we talk about managing an organization, then we can talk about the division of powers or
• Strengthening interaction between conflicting parties. If the confrontation does not directly concern the duties performed, then it is advisable to set a common goal for them, which will force the participants to search for a common language.
• Stimulation for independent search Moreover, we are not necessarily talking about encouragement in the event of a speedy end to the confrontation. It is quite possible to develop a system of sanctions that will apply if the dispute is not resolved.

Conflict management

Managing constructive conflicts includes the following basic techniques:

• A clear distinction between its participants. It is unacceptable to criticize personal qualities or interests. Thus, all attention is focused directly on the problem.
• Development of options that satisfy both parties. To come to a common decision, the parties to the conflict must direct all their efforts not to personal confrontation, but concentrate them on finding alternatives. It is worth uniting against the problem, and not opposing each other. The brainstorming method works well here, and you can also involve third parties.
• The use of objective criteria implies an objective view of the problem, regardless of the interests of the parties to the conflict. In this case, a decision can be made that will be stable and neutral.
• Elimination of the influence of principled positions. First of all, each side must decide what its rational interest is in this or that development of events. It is quite possible that the conflicting parties will have them in common, or at least will not be mutually exclusive.

Ending the conflict

The end of the conflict can occur in the following forms:

• permission- the parties to the confrontation, through joint efforts, came to a final decision that, to one degree or another, satisfies their interests;
• settlement- elimination of contradictions through the efforts of a third party;
• attenuation- this is a temporary or complete cessation of active confrontation, which can be associated both with the depletion of the resources of the participants and with the loss of relevance of the cause of the conflict;
• eliminating the conflict consists of "liquidation" of its structural elements(withdrawal from the dispute by one of the parties or a long absence of contacts between opponents, neutralization of the problem);
• in some cases, an ongoing conflict may lead to the emergence of new confrontations around objects, which were identified during attempts to resolve it.

conclusions

Despite the fact that most people consider conflict to be a purely negative phenomenon, this is not entirely fair. It may well be constructive in nature. Moreover, in some cases it is simply necessary. For example, the leaders of some organizations deliberately provoke constructive conflicts in work collectives. This helps to identify existing problems, relieve emotional stress and create a healthy work environment. It is also worth remembering that with a competent approach to conflict management, even destructive confrontation can have a constructive conclusion.

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Destructive conflict destroys the structure and reduces the effectiveness of the organization. It can arise when one of the opponents resorts to morally condemned methods of struggle, seeks to psychologically suppress the partner, debating and humiliating him in the eyes of others. This is often accompanied by fierce resistance from the other side, and the dialogue is accompanied by mutual insults. Solving the problem becomes impossible, destroying interpersonal relationships.

Destructive conflicts are most often generated by subjective reasons. Such subjective reasons include incorrect actions of the manager and subordinates, as well as the psychological incompatibility of individuals. The manager usually sees the unlawful actions of his subordinates better than his own erroneous actions.

According to the last feature, stabilizing, constructive and destructive conflicts are distinguished. Stabilizing conflicts are aimed at eliminating deviations from the norm, while destructive ones, on the contrary, destroying old norms and deepening contradictions.

Constructive (or productive) conflicts between agents, generating new norms of relationships, contribute to the adaptation of MAC in new environmental conditions due to functional and structural restructuring and the establishment of new connections between agents.

Since it is the leader who is the authority that must neutralize the conflict, the analysis of the leader’s erroneous actions that lead to destructive conflicts is of particular importance.

Destructive conflicts lead to negative, often destructive actions, which sometimes develop into slander, squabbles and other negative phenomena, which leads to a sharp decrease in the efficiency of the entire team.

One of the best management techniques to prevent destructive conflict is to clarify what results are expected from each employee and department, the level of results required, who provides and receives various information, what the system of authority and responsibility is, and the procedures and rules adopted.

Networks of this type are most effective in performing group tasks that require creativity, and contribute to the satisfaction of group members with their activities, since formal equality in decision-making and democracy in relations between group members and the leader are maintained. Numerous studies conducted in small groups have shown that in a circle-type communication network (for example, a round table) the possibility of destructive conflicts occurring is sharply reduced.

In this case, the enterprise would need not a trade union committee, but a strike committee. Like other members of society, trade union workers must have social responsibility, which involves activities to maintain stability in society, reduce social tension, prevent hysteria and, especially, destructive conflicts. If it is possible to improve the social protection of workers and ensure their rights in a peaceful way, then the trade union should use it fully. As experience shows, this is precisely the tactics adopted by the International Trade Union Organization of OJSC LUKOIL, as well as a number of other trade union organizations of TNK. Thanks to this, quite significant progress has been made in creating a social protection system for workers.

Consequently, conflict performs two functions: constructive, when as a result of the conflict the efficiency of the organization’s activities increases, and destructive, when it leads to the opposite result. The goal of a leader is not to eliminate or prevent conflict, but to manage it and find a way to make it constructive. Thus, intergroup conflict helps to strengthen solidarity within each of the conflicting groups. If its participants are dissatisfied with the outcome of the conflict and feel that they have lost something, then this is a destructive conflict; if they are satisfied with the result, then such a conflict is constructive.

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Negative consequences of conflicts

The negative, dysfunctional consequences of the conflict include people’s dissatisfaction with the common cause, a retreat from solving pressing problems, an increase in hostility in interpersonal and intergroup relations, a weakening of team cohesion, etc.

The social destructive impact of conflict manifests itself at various levels of the social system and is expressed in specific consequences.

When resolving a conflict, violent methods may be used, which may result in large casualties and material losses. In addition to the direct participants, those around them may also suffer in the conflict.

Conflict can lead the opposing parties (society, social group, individual) into a state of destabilization and disorganization. Conflict can lead to a slowdown in the pace of social, economic, political and spiritual development of society.

Moreover, it can cause stagnation and a crisis of social development, the emergence of dictatorial and totalitarian regimes.

Conflict can contribute to the disintegration of society, the destruction of social communications and the sociocultural alienation of social entities within the social system.

The conflict may be accompanied by an increase in pessimism and disregard for customs in society.

Conflict can cause new, more destructive conflicts.

Conflict often leads to a decrease in the level of organization of the system, a decrease in discipline and, as a consequence, a decrease in operational efficiency. The destructive influence of conflict at the personal level is expressed in the following consequences:

negative impact on the socio-psychological climate in the group: signs of a negative mental state appear (feelings of depression, pessimism and anxiety), leading a person to a state of stress;

disappointment in one's capabilities and abilities, deintensification of the face; the emergence of a feeling of self-doubt, loss of previous motivation, destruction of existing value orientations and patterns of behavior. In the worst case, the consequence of the conflict can be disappointment, loss of faith in former ideals, which gives rise to deviant behavior and, as an extreme case, suicide;

a person’s negative assessment of his partners in joint activities, disappointment in his colleagues and recent friends;

a person’s reaction to conflict through defense mechanisms, which manifest themselves in various forms of bad behavior:

indentation - silence, lack of obscurity, separation of the individual from the group; information that frightens - criticism, abuse, demonstration of one’s superiority over other members of the group;

solid formalism - formal politeness, literalism, establishment of strict norms and principles of behavior in a group, observation of others;

turning everything into a joke;

conversations on unrelated topics instead of business discussions of problems;

constant search for those to blame, self-flagellation or blaming team members for all troubles.

These are the main consequences of the conflict, which are interconnected and are specific and relative in nature.

As already mentioned, mental states influence the course of mental processes: memory, attention, perception, sensation, thinking, speech and imagination. At the same time, frequently occurring mental states can become entrenched in personality traits.

The criterion for identifying maladaptive mental states is a decrease or loss of a person’s control over his condition, which in terms of the intensity of the experience or duration exceeds the person’s regulatory capabilities. Many people have experienced a state of irresistible fatigue, uncontrollable anxiety, unreasonable cheerfulness, unpredictable aggressiveness, etc. The level of violation of self-control of the state is reflected in the degree of maladaptive behavior, i.e. The less the condition is controlled by a person, the deeper the mental maladjustment.

Of course, maladaptive mental states are one of the factors that increase the likelihood of social conflicts. Rescuers always work in very close connection with each other, often in collaboration with representatives of other departments, and very often enter into communication with victims. In emergency situations, interpersonal contacts are characterized by significant emotional intensity and tension, which can contribute to the emergence of conflicts, the unconstructive development of which leads to a decrease in the effectiveness of activities. Participation in a conflict, as a rule, has a negative impact on the mental state of all its participants, contributing to the emergence or worsening of maladaptive mental states. It is not always possible to avoid a conflict situation, however, you can try to resolve the conflict constructively or minimize the negative consequences of the conflict.

It should be noted that there are several types of conflicts: with human participation and without human participation.

Conflicts involving a person are divided into intrapersonal and social: interpersonal, intergroup.

Conflicts can be classified on several other grounds: duration, content, force of influence on participants, form of manifestation, source of occurrence, consequences, etc.

First of all, it is necessary to define what social conflict is and what its functions are. Social conflict– the most destructive way of developing significant contradictions that arise in the process of social interaction, consisting in opposition from the participants in the conflict and accompanied by expressed negative emotions and feelings.

It should be noted that if the participants in the conflict do not experience negative emotions, or experience them but do not resist, this is a pre-conflict situation.

The impact of the conflict covers several areas: the sphere of mental and, as a consequence, physical health of the participants; relationships between opponents; quality of individual activity; socio-psychological climate of the group; quality of joint activities.

The consequences of conflicts can be both constructive and destructive. TO destructive consequences of conflicts relate:

— difficulties or impossibility of joint activities of the parties to the conflict;

— strengthening of personal hostility of the conflict participants, up to the formation of the image of an “enemy”;

— opposition of the parties to the conflict towards each other, which causes damage to professional activities;

— manifestation of unproductive competition in relation to other persons;

— reduction of interpersonal communications up to their complete disappearance;

- a decrease in the general background of mood and the effectiveness of individual activities among the participants in the conflict.

Constructive consequences of conflict can be expressed in:

— searching and developing mutually acceptable solutions;

— removing the hostility of the conflict participants towards each other;

- emotional release;

— psychological renewal of relationships;

- the emergence of a deeper and more adequate mutual understanding between people.

In order for the consequences of a conflict to be constructive, it is necessary that the parties to the conflict find the opportunity and resources to communicate effectively with each other.

This means that participants in a conflict need the ability and desire to see a conflict situation from the opponent’s side, analyze conflict situations, look for mutually acceptable solutions, use constructive communication techniques, and regulate their own mental state.

In order to understand the causes, possible consequences, and conflict-generating factors of the conflict, it is necessary to consider the objective and subjective levels.

Objective causes of conflicts include:

1. natural collision of significant material and spiritual interests of people in the process of their life;

2. poor development of legal and other regulatory procedures for resolving social contradictions that arise in the process of interaction between people;

3. lack of material and spiritual benefits that are significant for the normal life of people;

4. stable stereotypes of interethnic relations that contribute to the emergence of conflicts.

The socio-psychological causes of conflicts include:

1. loss and distortion of information in the process of interpersonal and intergroup communication;

2. unbalanced role interaction between people;

3. different criteria for assessing the results of activities and events;

4. intragroup favoritism;

5. atmosphere of competition and competition;

Personal causes of conflicts include:

1. high level of conflict;

2. inability to see the situation from the other opponent’s side or to see the situation without getting involved in it;

3. level of aspirations inadequate to abilities and capabilities, excessive ambition;

4. subjective assessment of the partner’s behavior as unacceptable, etc.

Of course, the form of conflict resolution depends on the behavior strategies of both conflicting parties.

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Conflicts, causes of conflicts, types of conflicts, methods of conflict resolution

Conflict- this is the disagreement of the parties or the conscious behavior of one party that comes into conflict with the other party. Conflicts are designed to help meet people's needs. In a conflict situation, each party strives to achieve its goal, solve its problems, approve and accept its point of view. In practice, this is often done by infringing on the interests of opponents and eliminating the positions of opponents. Conflict is the highest stage in the development of contradictions; it is a lack of agreement between two or more parties, which may be specific individuals or groups.

Causes of conflicts:

• Resource Allocation . Resources are always limited and management must decide how to distribute them among different groups in order to most effectively achieve the goals of the organization. Allocating a large share of resources to any one manager, subordinate, or group means that others will receive a smaller share of the total.
• Task Interdependence . The potential for conflict exists whenever one person or group is dependent on another person or group to complete a task. Since all organizations are systems consisting of interconnected elements, if one department or person performs inadequately, task interdependence can cause conflict.
• Differences in Goals. Specialized units formulate their own goals and can pay more attention to achieving them than the goals of the entire organization.
• Differences in beliefs and values . The idea of ​​a certain situation depends on the desire to achieve a certain goal. Instead of assessing a situation objectively, people may consider only those views, alternatives, and aspects of the situation that they believe are favorable to their group and personal needs.
• Differences in behavior and life experiences . Differences in life experiences, values, education, seniority, age and social characteristics reduce the degree of mutual understanding and cooperation between representatives of different departments.
• Poor communications . Poor communication is both a cause and a consequence of conflict. It can act as a catalyst for conflict, preventing individuals or groups from understanding the situation or the points of view of others.

Types of conflicts

1. Intrapersonal conflict . It can take different forms

o role conflict, when conflicting demands are made on one person regarding what the result of his work should be

o production requirements are not consistent with personal needs, interests, values,

o response to work overload or underload.

2. Interpersonal conflict . The most common and manifests itself in different ways:

o the struggle of managers over resource limitations, capital or labor, time to use equipment or approval of a project. This group includes well-known conflicts between two candidates for promotion when there is one vacancy,

o clash of personalities. People with different personality traits, views and values ​​are sometimes simply unable to get along with each other.

3. Conflict between individual and group .

o if the expectations of the group are in conflict with the expectations of the individual,

o the manager may be forced to take disciplinary action, which may be unpopular in the eyes of subordinates.

4. Intergroup conflict theory .

o In organizations, conflicts may arise between formal and non-formal groups. Informal groups that believe that the manager is treating them unfairly may rally more tightly and try to “settle” with him by reducing productivity or conflict between the union and management.

1. Structural methods of conflict resolution:

Clarification of job requirements - this is one of the best management methods that prevents dysfunctional conflict theory. It is necessary to clarify what results are expected from each employee and department. Parameters such as the level of results to be achieved, who provides and who receives various information, the system of authority and responsibility, and clearly defined policies, procedures and rules should be mentioned here. Moreover, the leader does not clarify these issues for himself, but conveys them to his subordinates so that they understand what is expected of them in a given situation.

Coordination and integration mechanisms - This is one of the most common mechanisms - a chain of commands. Establishing a hierarchy of authority streamlines the interaction of people, decision making and information flows within the organization. If two or more subordinates disagree on any issue, the conflict can be avoided by turning to a common superior, asking him to make a decision. The principle of unity of command facilitates the use of hierarchy to manage a conflict situation, since the subordinate knows whose decisions he must implement.

Organization-wide comprehensive goals — Effective implementation of these goals requires the joint efforts of two or more employees, departments or groups. The idea behind this technique is to direct the efforts of all participants to achieve a common goal.

Reward system structure - rewards can be used as a method of conflict management, influencing people to avoid dysfunctional consequences. People who contribute to the achievement of organization-wide integrated goals, help other groups in the organization and try to approach the problem in a comprehensive manner should be rewarded with gratitude, bonuses, recognition or promotions. It is equally important that the reward system does not reward unconstructive behavior by individuals or groups. Systematic, coordinated use of reward systems to reward those who contribute to the implementation of organization-wide goals, helps people understand how they should act in a conflict situation so that it corresponds to the desires of management.

2. Interpersonal conflict resolution styles:

Evasion - this style implies that the person is trying to escape the conflict. His position is not to get into situations that provoke the emergence of contradictions, not to enter into a discussion of issues that are fraught with disagreement. Then you won’t have to get into an excited state, even if you are working on solving a problem.

Smoothing - with this style, a person is convinced that there is no need to get angry, because “we are all one happy team, and we should not rock the boat.” Such a “smoother” tries not to let out the signs of conflict, appealing to the need for solidarity. But at the same time, you can forget about the problem underlying the conflict. The result may be peace and quiet, but the problem will remain, and eventually there will be an “explosion.”

Compulsion — within the framework of this style, attempts to force people to accept their point of view at any cost prevail. Anyone who tries to do this is not interested in the opinions of others, usually behaves aggressively, and uses power through coercion to influence others. This style can be effective where the leader has great power over subordinates, but it can suppress the initiative of subordinates and creates a greater likelihood that the wrong decision will be made, since only one point of view is presented. It can cause resentment, especially among younger and more educated staff.

Compromise - this style is characterized by accepting the other party's point of view, but only to some extent.

The ability to compromise is highly valued in management situations, as it minimizes ill will, which often makes it possible to quickly resolve a conflict to the satisfaction of both parties.

However, using compromise at an early stage of a conflict that has arisen over an important issue can reduce the time it takes to find alternatives.

Solution . This style is an acknowledgment of differences of opinion and a willingness to engage 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 try to achieve his goal at the expense of others, but rather looks for the best solution. This style is the most effective in solving organizational problems. Suggestions for using this conflict resolution style: Define the problem in terms of goals rather than solutions; Once the problem is identified, identify solutions acceptable to all parties; focus on the problem, not on the personal qualities of the other party; create an atmosphere of trust by increasing mutual influence and information exchange; When communicating, create a positive attitude towards each other by showing sympathy and listening to the other party's opinion.

Definition of conflict. Destructive and constructive ways to resolve conflict situations

What is conflict? Definitions of this concept can be divided into two groups. In the public consciousness, conflict is most often synonymous with hostile, negative confrontation between people due to incompatibility of interests, norms of behavior, and goals.

But there is another understanding of conflict as an absolutely natural phenomenon in the life of society, which does not necessarily lead to negative consequences.

On the contrary, when choosing the right channel for its flow, it is an important component of the development of society.

Depending on the results of resolving conflict situations, they can be designated as destructive or constructive. The result destructive collision is dissatisfaction of one or both parties with the outcome of the collision, destruction of relationships, resentment, misunderstanding.

Constructive is a conflict, the solution of which became useful for the parties taking part in it, if they built, acquired something valuable for themselves in it, and were satisfied with its result.

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The target team has a more difficult time than the project team, because working in the target team is, most often, an additional burden on top of the regular responsibilities of specialists. Sometimes they are required to have skills that they do not use in their daily activities, and they often have to learn new things on the fly and from their own mistakes.

The preparatory work for project teams is usually the same as for target teams. Your two main areas of focus should be building your team and establishing its focus.

Focus of team activities

From my own experience, I can say that target teams have much fewer sponsors than project teams. And specialists consider working in a target team as freelance work for additional pay. When starting to work with a target team, it is important to immediately determine the right focus of attention.

To ensure your team has strong support within the organization, find a sponsor or contact the manager who proposed the assignment for this target team and review the following important questions with them.

What problem should the target team study and why is it important to the organization?

What results are expected from your team, for example: recommendations to solve a problem, development of a solution program, its implementation, or otherwise?

What resources, from personnel to finance, do you need to get the job done well?

Team formation

Often the most difficult task at the initial stage of team formation is attracting the necessary specialists to the work.

Employees who do not enthusiastically accept an invitation to join a team are likely to work carelessly. If you form a team of such specialists, then you will do all the work yourself.

Personnel selection is carried out by management. If the selection of team members is being carried out for you and instead of you, say a firm “no”, no matter who the initiative comes from. If the manager is not involved in the target team, he should not decide who will join it; only you can determine who will work effectively in a team. Of course, you can listen to the recommendations of other people, but the decisive vote should remain with you.

Inclusion of any interested person in the team

Volunteers are good simply because they are interested in the task the target team is working on. On the other hand, not everyone has the qualifications or teamwork skills to successfully work in the target team. If an unqualified enthusiast offers you help, thank him politely, but refuse the help and look for a suitable specialist.

You may not know everyone in your organization who is suitable to work on your target project. Therefore, define selection criteria and ask other group leaders to recommend relevant specialists.

When inviting an employee to join the team, discuss the following questions with him:

The purpose of creating a team.

Why are you inviting him? tie this reason to the overall team goal.

The period for which the team is expected to work and the planned workload.

Then answer all the potential team member's questions and don't forget to ask him a simple and very important question: Will you join the team?